Twentynine Palms City Council
October 14, 2025

TWENTYNINE PALMS CITY COUNCIL

REGULAR MEETING AGENDA
6136 Adobe Road
Twentynine Palms, CA 92277
www.29palms.org

Tuesday, October 14, 2025
NOTICE IS HEREBY GIVEN, that the City Council will hold a Regular Meeting on Tuesday, October 14, 2025, at City Hall, 6136 Adobe Road, Twentynine Palms, CA 92277, to consider the following:

CLOSED SESSION AGENDA
5:30 P.M.

CLOSED SESSION AGENDA
5:30 P.M.

CALL TO ORDER
Roll Call.

Adjourn to Closed Session.

CLOSED SESSION
A “Closed” Session of the City Council may be held in accordance with state law which may include, but is not limited to, the following types of items: personnel matters, labor negotiations, security matters, providing instructions to real property negotiators and conference with legal counsel regarding pending litigation. The Closed Session will be held in the City Hall Conference Room located at 6136 Adobe Road, Twentynine Palms, California. Any public comment on Closed Session items will be taken before the Closed Session. Any required announcements or discussion of Closed Session items or actions following the Closed Session will be made in the City Council Chambers, 6136 Adobe Road, Twentynine Palms, California.

1. ANTICIPATED LITIGATION, SIGNIFICANT EXPOSURE TO LITIGATION, Government Code § 54956.9 (d)(2), (1 case)

REGULAR SESSION AGENDA
6:00 P.M.

CALL TO ORDER
Pledge of Allegiance.

Invocation - Mary Kay Sherry, The Church of Jesus Christ of Latter-day Saints.

Roll Call.

Closed Session Announcements.

Changes to the Agenda.

ANNOUNCEMENTS
These proceedings may be viewed on demand on the City of Twentynine Palms website at www.29palms.org.

You may also Live Stream this meeting by going on the City website and clicking on the "Meeting Agendas" link.

AWARDS, PRESENTATIONS, APPOINTMENTS AND PROCLAMATIONS

2. Proclamation Recognizing Breast Cancer Awareness Month.

Proclamation Recognizing Breast Cancer Awareness Month - Pdf 5 - 6

COUNCIL COMMENTS AND REPORTS OF MEETINGS ATTENDED

CONSENT CALENDAR
All matters listed under the Consent Calendar are to be considered routine by the City Council and will be enacted by one motion in the form listed. Any item may be removed from the Consent Calendar and considered separately by the City Council. The public will be given an opportunity to comment on Consent Calendar items prior to the City Council action.

3. Waive the Reading of Ordinance and Approve the Reading by Title Only.

4. Approval of Minutes of the City Council Meeting Held on August 26, 2025.

City Council - Regular Meeting - 26 Aug 2025 - Minutes - Pdf 7 - 11

5. Second Reading of an Ordinance Amending Chapter 2.01, Titled “City Manager,” of the Municipal Code Changing Responsibility for Supervisory Authority Over the City Clerk from the City Council to the City Manager.

RECOMMENDATION: The City Council adopt an Ordinance, amending Chapter 2.01 of the Municipal Code, placing supervisory authority over the City Clerk with the City Manager.

Second Reading of an Ordinance Amending Chapter 2.01, Titled “City Manager,” of the Municipal Code Changing Responsibility for Supervisory Authority Over the City Clerk from the City Council to the City Manager. - Pdf
13 - 19

6. Annual Development Impact Fee Report for FY 2024-25.

RECOMMENDATION: The City Council receive and file the City's Annual Development Impact Fee report for FY 2024-25 pursuant to Government Code Section 66000, et. al.

Annual Development Impact Fee Report for FY 2024-25. - Pdf 21 - 36

7. United States Geological Survey (USGS) Study.

RECOMMENDATION: The City Council authorize the City Manager to execute the necessary agreements to engage the United States Geological Survey (USGS) to conduct a five-year USGS hydrological and hadrochemical Study in the amount of $2,236,842.

United States Geological Survey (USGS) Study. - Pdf
37 - 61

8. Finding of Convenience and Necessity for 71243 Twentynine Palms Highway.

RECOMMENDATION: The City Council approve Resolution 25-____ approving a finding of Public Convenience and Necessity in accordance with the Alcohol Beverage Control regulations.

Finding of Convenience and Necessity for 71243 Twentynine Palms Highway. - Pdf 63 - 70

9. Approval of Warrant Register Totaling $1,401,228.93.

Approval of Warrant Register Totaling $1,401,228.93. - Pdf 71 - 76

ITEMS REMOVED FROM CONSENT CALENDAR FOR DISCUSSION

PUBLIC HEARING- NONE

DISCUSSION AND POTENTIAL ACTION ITEMS

10. Preserving City Services and Preliminary Research on a 2026 Tax Measure.

RECOMMENDATION: The City Council authorize the City Manager to work with the City Attorney's office to negotiate and execute a professional services agreement with Probolsky Research in the amount of $22,500.00. Authorize the City Manager work with the City Attorney's office to negotiate and execute a professional services agreement with Lew Edwards Group in the amount of $74,750.00. Authorize the City Manager to up to $25,000 in community outreach and education.

Preserving City Services and Preliminary Research on a 2026 Tax Measure. - Pdf 77 - 293

FUTURE COUNCIL INITIATED ITEMS

1. Shade structures around Freedom Plaza and a possible art fixture with "Freedom Plaza" announcing the location.

2. Discussion on partnering with the Boys and Girls Club.

3. Discussion on exploring a partnership with Jamboree for affordable housing.

4. Discussion of a policy regulating the use of City Attorney resources.

5. Maintained Roads vs. Non-Maintained Roads.

6. Discussion on creating a "Recognized Neighborhood Program".

PUBLIC COMMENTS
This is the time for the public to address the City Council on issues within the jurisdiction of the City Council that are NOT on this agenda. All comments are to be directed to the City Council and shall not consist of any personal attacks. Members of the public are expected to maintain a professional, courteous decorum during their comments. There is a time limitation of three minutes per person. If you haven’t already done so, please fill out name and address slips and give them to the City Clerk. The City Council is prohibited by State law from taking action or discussing items not included on the printed agenda. Public comments on specific agenda items will be deferred until consideration of the item on the agenda.

CITY MANAGER UPDATE

ADJOURNMENT
It is the intention of the City of Twentynine Palms to comply with the Americans with Disabilities Act in all respects. If you are a person with a disability who requires a disability-related modification or accommodation in order to participate in a meeting, including auxiliary aids or services, please request such modification or accommodation from the City Clerk at (760) 367- 4890 (facsimile). Notification at least 48 hours prior to the meeting will enable the City to make reasonable arrangements to assure accessibility to the meeting. Please advise us at the time whether you will require accommodations to participate in meetings on a regular basis. Any person affected by any application on this agenda may submit their concerns in writing prior to the meeting or appear in person and be heard in support or opposition to the proposal at the time the matter is considered on the agenda. The staff reports, applications and environmental documents may be viewed at either the office of Community Development or the office of the City Clerk, 6136 Adobe Road, from 7:00 a.m. until 6:00 p.m. Monday through Thursday, except legal holidays. The Invocation is given per Policy 10-01 and does not reflect the views of the City but rather is an expression of speech by a private citizen making the presentation. Telephone inquiries may be made at (760) 367-6799. If you challenge any agenda issue in court, you may be limited to raising only those issues that you or someone else raised at the public meeting described in this notice, or in written correspondence delivered to the City of Twentynine Palms at, or prior to, the public meeting.

This notice of agenda is hereby certified to have been posted on or before 6:00 p.m. October 9, 2025.

Cindy Villescas CMC, City Clerk Time/Date

STAFF REPORT
TO: City Council
FROM: Office Assistant
FOR MEETING: Sep 09 2025
SUBJECT: Proclamation Recognizing Breast Cancer Awareness Month ATTACHMENTS:
• Proclamation Recognizing
Breast Cancer Awareness
Month

CITY OF TWENTYNINE PALMS

PROCLAMATION

RECOGNIZING NATIONAL BREAST CANCER AWARENESS MONTH
WHEREAS, October 2025 is National Breast Cancer Awareness Month; and WHEREAS, National Breast Cancer Awareness Month (NBCAM) educates women and men about early breast cancer detection, diagnosis and treatment; and WHEREAS, National Breast Cancer Awareness Month is dedicated to increasing public knowledge about the importance of early detection of breast cancer with national public service organizations, professional associations, and government agencies, who work together to ensure that the NBCAM message is heard by thousands of women, men and their families; and
WHEREAS, mammograms are the best method to detect breast cancer early when it’s easier to treat; and
WHEREAS, nearly 300,000 women will be diagnosed with breast cancer this year, and one in eight women in America will be diagnosed with the disease in their lifetimes; and WHEREAS, there are over 3.8 million breast cancer survivors in the United States; and WHEREAS, the statistics are staggering, yet we are encouraged to know that survival rates have drastically improved in recent years due to increased awareness and innovative advancements in early detection and treatment; and
WHEREAS, physicians, researchers, public health professionals, and advocates have made tremendous progress in the fight against breast cancer, which is evident by the decline in mortality rates from this disease nationwide.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Twentynine Palms, does hereby proclaim October 2025, as NATIONAL BREAST CANCER AWARENESS MONTH in the City of Twentynine Palms, and ask all employees and citizens to join in this worthwhile cause, to celebrate the successes and memorialize lost battles.

DATED this 14th day of October, 2025.
______________________________
Steven Bilderain, Mayor

TWENTYNINE PALMS CITY COUNCIL
City Council - Regular Meeting MINUTES
City Hall, 6136 Adobe Road, Twentynine Palms, CA 92277
www.29palms.org
August 26, 2025
CALL TO ORDER - Mayor Bilderain called the meeting to order at 6:03 p.m.

Pledge of Allegiance - Ms. Robin Schlosser led the Pledge of Allegiance.

Invocation - Rev. Casey Orndorf, The Assembly of God Church Twentynine Palms, gave the Invocation.

Roll Call - The following Councilmembers were present: Mintz, Ramirez, Scott, Wright, Bilderain.

Closed Session Announcements - None.

Changes to the Agenda - Councilmember Scott asked that item #14 be removed because the subcommittee has not met.

Mayor Bilderain mentioned that the item is for informational purposes only.

ANNOUNCEMENTS
Mayor Bilderain announced that these proceedings may be viewed on demand on the City of Twentynine Palms website at www.29palms.org. You may also Live Stream this meeting by going on to our website and clicking on the "Meeting Agendas" link.

AWARDS, PRESENTATIONS, APPOINTMENTS AND PROCLAMATIONS

1. Presentation of a Proclamation to Ms. Kathy Dubar for her contributions to the Alex Roth Memorial Food Pantry.

Mayor Bilderain read the Proclamation and presented it to Ms. Kathy Dunbar.

COUNCIL COMMENTS AND REPORTS OF MEETINGS ATTENDED
Councilmember Scott commented that he attended two subcommittee meetings regarding the Coachella Valley Housing Coalition (CVHC), he attended the Back-to-School Backpack Giveaway hosted by Ready 4 Reading Book Club and Wing N It and met with several constituents regarding flooding.

Councilmember Wright mentioned that he attended the Back-to-School Backpack Giveaway hosted by Ready 4 Reading Book Club and Wing N It, the JPA meeting, Stater Brothers Grand Reopening and Ribbon Cutting Ceremony, the Casino Shuttle Ribbon Cutting, Momo G's Pet Daycare Ribbon Cutting, the "Shop with a Cop" Event, and reminded everyone that Warhawks Football has started and encouraged everyone to come out and watch the first game on September 13th. He wished Mayor Bilderain a belated Happy Birthday.

Mayor Bilderain wished Councilmember Wright a Happy belated Birthday also as his birthday is on the same day as the Mayor's.

Mayor Pro Tem Mintz thanked the Staff for all their hard work the day prior with the storm, he attended the Stater Brothers Ribbon Cutting Ceremony, the Ceremony for Wing N It for winning Business of the Year, the Basin Transit meeting, the Mountain/Desert Measure I meeting, the "Shop with a Cop" Event, he helped park cars at Sky's the Limit, and he attended an MDAQMD meeting.

Councilwoman Ramirez mentioned that she attended the Stater Brothers Ribbon Cutting Ceremony, the 29 Palms Band of Mission Indians shuttle service Ribbon Cutting Ceremony, the Hope Center Back to School Giveaway, she met with

City Council - Regular Meeting
August 26, 2025
Congressman Obernolte about bringing more services to veterans, she attended the East Valley Regional Steering Committee meeting, she attended two meetings with the Housing and Homeless Subcommittee, a TBID subcommittee meeting, a meeting with the City Manager and a representative from the Boys and Girls Club, she had a meeting with NPHS, a meeting with a developer. She mentioned that she met with Mrs. Trish Smith, wife of the Commandant of the Marine Corps, and she met with the Wellness Equity Alliance, and she met with multiple constituents.

Mayor Bilderain commented that he attended the Stater Brothers Ribbon Cutting Ceremony, the Back to School Bash aboard the Base, TBID Oversight Committee meeting, Casino Shuttle Ribbon Cutting Ceremony, the Sanctuary Church Back to School Giveaway event, Shop with a Cop, he met with Congressman Obernolte, and he had meetings with constituents.

CONSENT CALENDAR

2. Waive the Reading of Ordinances and Approve Reading by Title Only.

City Clerk Villescas read the Titles of the three Ordinances presented.

3. Approval of Minutes of the City Council Meeting Held on June 24, 2025, and July 22, 2025.

4. Approval of Warrant Register Totaling $1,263,133.61.

5. Treasurer's Report - FY 2024-25 Quarter 4.

RECOMMENDATION: The City Council receive and approve the Treasurer's Report for the 4th Quarter of Fiscal Year 2024-25.

6. Adoption of an Ordinance Amending the Municipal Code to Add Chapter 1.06, City Seal.

RECOMMENDATION: The City Council adopt an Ordinance, adopting an amendment to the Municipal Code, adding Chapter 1.06, City Seal.

7. Second Reading and Adoption of Ordinance 322 (Approving Development Code Amendment 25-00004) and Ordinance 323 (Approving Rezoning 25-000001).

RECOMMENDATION: Due to non-substantive formatting changes, rather than adopt Ordinances 322 and 323, the City Council hold a new first reading and re-introduce both Ordinances and hold a second reading and adopt the Ordinances at a later date.

8. Innovative Federal Strategies (IFS) Fee Increase.

RECOMMENDATION: The City Council authorize the City Manager to negotiate and execute a two-year contract with Innovative Federal Strategies (IFS) for $4,300 monthly or $53,100 annually for year 1 and $4,515 monthly or $55,680 annually in year 2.

9. CEQA Consultant Selection.

RECOMMENDATION: The City Council receive information on the selection of CEQA consultants for future projects, and provide direction.

ACTION: A motion was made by Mayor Pro Tem Mintz, seconded by Councilmember Wright, to approve the Consent Calendar as submitted.

City Council - Regular Meeting
August 26, 2025
The above motion was carried by the following:

ROLL CALL VOTE:

AYES: MINTZ, RAMIREZ, SCOTT, WRIGHT, BILDERAIN
NOES: NONE
ABSTAIN: NONE
ABSENT: NONE
ITEMS REMOVED FROM CONSENT CALENDAR FOR DISCUSSION - None.

PUBLIC HEARING - None.

DISCUSSION AND POTENTIAL ACTION ITEMS

10. Subcommittee Recommendations for Contributions to Non-Profit Organizations.

RECOMMENDATION: The City Council approve the subcommittee's suggested contributions to non-profit organizations.

Community Events Coordinator Scott Clinkscales provided the Staff Report.

ACTION: A motion was made by Mayor Pro Tem Mintz, seconded by Councilmember Wright, to approve the Subcommittee's suggested contributions to non-profit organizations.

The above motion was carried by the following:

ROLL CALL VOTE:

AYES: MINTZ, RAMIREZ, SCOTT, WRIGHT, BILDERAIN
NOES: NONE
ABSTAIN: NONE
ABSENT: NONE

11. Approach to Updating the General Plan.

RECOMMENDATION: The City Council receive the information and provide Staff direction accordingly.

City Manager James presented the Staff Report and then passed the floor to Community Development Director Gardner who provided options for an approach to updating the General Plan.

This item was receive and file.

12. Draft Five-Year Strategic Plan.

RECOMMENDATION: This item is for review and discussion.

City Manager James presented the Staff Report and Power Point presentation.

Eric Menendez, Twentynine Palms, spoke regarding the items highlighted in the presentation. He does feel that health needs to be a priority, as does tourism and community outreach and engagement.

This item was only for review.

City Council - Regular Meeting
August 26, 2025

13. Longevity Pay One-time Bonus.

RECOMMENDATION: The City Council authorize the City Manager to provide a one-time Milestone Catch Up Payment as defined in this Staff Report.

City Manager James presented the Staff Report.

ACTION: A motion was made by Councilmember Wright, seconded by Councilmember Scott, to authorize the City Manager to provide a one-time Milestone Catch Up Payment as defined in this Staff Report.

The above motion was carried by the following:

ROLL CALL VOTE:

AYES: MINTZ, RAMIREZ, SCOTT, WRIGHT, BILDERAIN
NOES: NONE
ABSTAIN: NONE
ABSENT: NONE

14. Affordable Housing Update.

RECOMMENDATION: This is an informational item and an opportunity for City Council discussion and potential direction.

City Manager James provided the Staff Report. He then passed the floor to the Housing and Homeless Subcommittee, consisting of Councilmember Scott and Councilwoman Ramirez.

Councilmember Scott commented that he had no update to provide.

Councilwoman Ramirez asked some questions as to the protocol and being on the Subcommittee. Mayor Pro Tem Mintz provided input on the process of being on the Subcommittee.

Eric Menendez, Twentynine Palms, commented that he thinks it is great that we are discussing homelessness.

He mentioned a couple of other meetings/roundtable discussions taking place that are to discuss homelessness that will be beneficial for the Subcommittee to attend.

A brief discussion was held regarding homelessness, Coachella Valley Housing Coalition (CVHC), the possibility of a Conflict of Interest amongst one of the City Councilmembers by Councilwoman Ramirez. She asked if there was alternative Councilmember that can work with her on the Subcommittee, as she feels she cannot go forward with the Subcommittee knowing the information that she knows about the Councilmember. Mayor Bilderain mentioned that it can be added as a Future Council Initiated Item.

There was further discussion about homelessness and the various entities that have been contacted to possibly work with the City.

FUTURE COUNCIL INITIATED ITEMS

1. Shade structures around Freedom Plaza and a possible art fixture with "Freedom Plaza" announcing the location.

2. Discussion on partnering with the Boys and Girls Club.

3. Discussion on exploring a partnership with Jamboree for affordable housing.

4. Discussion of a policy regulating the use of City Attorney resources.

5. Maintained Roads vs. Non-Maintained Roads.

6. Discussion on creating a "Recognized Neighborhood Program".

7. Discussion on developers and the City using the same CEQA consultant for a project.

Councilwoman Ramirez asked to have the Housing and Homeless Subcommittee restructured. Due to lack of a "Second", the item was not added. Mayor Bilderain commented that he would consult with the City Attorney on this item.

City Council - Regular Meeting
August 26, 2025

PUBLIC COMMENTS
Anna Stump, Twentynine Palms, provided an update on the Levitt Grant that a group of volunteers applied for to benefit our City.

Christopher Stevenson, Twentynine Palms, spoke regarding the recent storms and the damage that was caused to his neighborhood.

Tanja Maddox and Berenice Corona, Twentynine Palms, spoke regarding the homeless. She commented that she is excited to hear about what is to come in the future; however, we need to help the homeless now.

Cindy Bernard, Twentynine Palms, suggested if there could be an etiquette subcommittee within the City Council as these meetings are getting out of hand, mentioning that in the last seven months, there has been an uptick in divisiveness with the City Council. She commented that there have been out of context accusations are being made by Council and the City Manager and this has to stop.

LeeAnn Clarke, Twentynine Palms, spoke on behalf of the Ministerial Association, thanking the City and Marjorie Smith with San Bernardino County VOAD and COAD for putting on the recent Red Cross Shelter Training. She mentioned that the next Mayor's Prayer Breakfast is being held, Tuesday, September 23, 2025, at Rasta Rita Cantina and on August 29, 2025, there will be mobile showers at Alamo Laundry from 9:00 a.m. to 2:00 p.m.

CITY MANAGER UPDATE
City Manager James provided the following update: he mentioned that the Sheriff's Department has a team that goes out every sixty days to contact individuals and try to help them get into homes. They also have a team that goes out weekly to check on the unhoused and offer them resources, he recently attended a meeting with Ms. Lashara May, who works with the Wellness Equity Alliance, a Coachella Valley based organization that is expanding to this area, providing health care services in the field. He commented that the City has approximately 2,000 sandbags to give out if anyone needs them and he encouraged the community to protect their property. Lastly, he mentioned that the City was awarded from EPA $1 million dollars to assist with the USGS Study. He commented that in terms of Future Initiated Council Agenda Items, Staff continues to work on the Boys and Girls Club item and the Maintained v. Non-Maintained Roads. He mentioned that in connection with the Marine Corps Base, the City continues to collaborate with the Base and is currently working on a Category C waiver which would allow the community to go aboard the Base and use their services.

ADJOURNMENT - Mayor Bilderain adjourned the meeting at 7:38 p.m.

Respectfully submitted,
Cindy Villescas, CMC
City Clerk/Public Information Officer

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Oct 14 2025
SUBJECT: Second Reading of an Ordinance Amending Chapter 2.01, Titled “City Manager”, of the Municipal Code Changing Responsibility for Supervisory Authority Over the City Clerk from the City Council to the City Manager.

RECOMMENDATION:

The City Council adopt an Ordinance, amending Chapter 2.01 of the Municipal Code, placing supervisory authority over the City Clerk with the City Manager.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
City Council Questions of Staff
Public Comment
City Council Discussion
Motion/Second
Discussion of Motion
Call the Question (Roll Call Vote)
ATTACHMENTS:
• Ordinance re City Clerk
BACKGROUND:

Government Code section 34856 provides that the City Council shall have appointment and supervisory authority over the City Clerk, unless that authority is delegated to the City Manager. Currently, the City Council has the authority to appoint the City Clerk and has retained supervisory authority over the position. In order to more effectively provide support and direction, the City Council desires to delegate this authority to the City Manager.

Upon approval of the recommended action, the City Manager will have supervisory authority over the City Clerk.

This agenda item will clarify that the City Clerk reports directly to the City Manager, and that the City Manager will be responsible for supervisory functions such as to providing reviews, step increases, and similar functions just as is the case with other department heads.

ENVIRONMENTAL:

In accordance with the California Environmental Quality Act (“CEQA”) Guidelines Section 15061(b)(3), the proposed amendment to the Municipal Code is covered by the common-sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity may have a significant effect on the environment, the activity is not subject to CEQA.

ALTERNATIVES:

The City Council can choose to retain supervisory authority over the City Clerk. Page 13 of 293 FISCAL IMPACT:

N/A

1 CITY OF TWENTYNINE PALMS

CITY COUNCIL
ORDINANCE NO. ___

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

TWENTYNINE PALMS, CALIFORNIA, ADOPTING AN AMENDMENT

TO THE CITY OF TWENTYNINE PALMS MUNICIPAL CODE,
AMENDING CHAPTER 2.01, CITY MANAGER, CHANGING

RESPONSIBILITY FOR SUPERVISORY AUTHORITY OVER THE CITY

CLERK FROM THE CITY COUNCIL TO THE CITY MANAGER
WHEREAS, currently, the City Clerk of the City of Twentynine Palms (“City”) is appointed by, and serves at the direction and discretion of, the City Council; and WHEREAS, Municipal Code Section 2.01.070 provides that the City Manager has “authority to control, order and give directions to all heads of departments and to subordinate officers and employees of the City under his jurisdiction through their department heads”; and
WHEREAS, Municipal Code Section 2.01.070 provides that the City Manager “shall appoint, remove, promote and demote any and all officers and employees of the City, except the City Attorney, City Clerk and Treasurer”; and WHEREAS, pursuant to Government Code section 34856, the City Council is responsible for appointment and supervision of the City Clerk, unless that authority is delegated to the City Manager, and the City Council desires to delegate such authority over the City Clerk to the City Manager.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TWENTYNINE PALMS, CALIFORNIA, TAKES THE FOLLOWING ACTIONS:

Section 1. Based upon the review of the proposed amendment to the Municipal Code, Chapter 2.01, City Manager, the City Council finds that the proposed amendment does not have the potential to have an adverse impact on the environment and, in accordance with the California Environmental Quality Act (“CEQA”) Guidelines Section 15061(b)(3), the activity is covered by the commonsense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen, as here, with certainty that there is no possibility that the activity may have a significant effect on the environment, the activity is not subject to CEQA. Therefore, the Council finds and determines that the adoption of this Ordinance is not subject to CEQA.

2 Section 2. The City Council finds that the proposed amendment to the Municipal Code is consistent with the City’s adopted General Plan Goals and Policies.

Section 3. As authorized by Government Code section 34856, City Council hereby delegates its authority for the appointment and supervision of the City Clerk, including expressly the authority to appoint, direct, discipline, and dismiss the City Clerk, to the City Manager.

Section 4. In order to accomplish the intent sent forth herein, the City Council hereby amends Twentynine Palms Municipal Code Section 2.01.070, City Manager, Powers and Duties, to read as fully set forth in Exhibit A attached hereto and incorporated by this reference.

Section 5. The City Clerk of the City of Twentynine Palms shall certify to the adoption of this Ordinance and cause publication to occur as required by law.

Section 6. This Ordinance shall become effective thirty (30) days after the second reading and adoption by City Council.

Section 7. If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and, to this end, the provisions of this Ordinance are declared to be severable.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Twentynine Palms held on this ___ day of ________, 2025. ________________________________________
Steven Bilderain, Mayor
ATTEST:
_________________________________
Cindy Villescas, CMC, City Clerk
APPROVED AS TO FORM:
_________________________________

3 A. Patrick Muñoz, City Attorney
I hereby certify that the foregoing is a true copy of Ordinance No. ___, introduced on the 23rd day of September, 2025 and duly adopted by the City Council of the City of Twentynine Palms in a meeting held on the ___ day of _____, 2025, in Twentynine Palms, California by the following vote, to wit.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
________________________________________
Cindy Villescas CMC, City Clerk

4 EXHIBIT A
TITLE 2 – ADMINISTRATION OF PERSONNEL
CHAPTER 2.01 – CITY MANAGER

2.01.070 - Powers and Duties.

The City Manager shall be the administrative head of the government of the City under the direction and control of the City Council except as otherwise provided in this Chapter. He shall be responsible for the efficient administration of all the affairs of the City which are under his control. In addition to his general powers as administrative head, and not as a limitation thereon, it shall be his duty and he shall have the following powers:
(a) Law Enforcement. It shall be the duty of the City Manager to enforce all laws and ordinances of the City and to see that all franchises, contracts, permits and privileges granted by the City Council are faithfully observed.
(b) Authority Over Employees. It shall be the duty of the City Manager, and he shall have the authority to control, order and give directions to all heads of departments and to subordinate officers and employees of the City under his jurisdiction through their department heads.
(c) Power of Appointment and Removal. It shall be the duty of the City Manager to, and he shall appoint, remove, promote and demote any and all officers and employees of the City, except the City Attorney and Treasurer.
(d) Administrative Reorganization of Offices. It shall be the duty and responsibility of the City Manager to conduct studies and effect such administrative reorganization of officers, positions or units under his direction as may be indicated in the interest of efficient, effective and economical conduct of the City's business. (e) Ordinances. It shall be the duty of the City Manager and he shall recommend to the City Council for adoption such measures and ordinances as he deems necessary.
(f) Attendance at Council Meetings. It shall be the duty of the City Manager to attend all meetings of the City Council unless at his request he is excused therefrom by the Mayor individually or the City Council, except when his removal is under consideration.

5 (g) Financial Reports. It shall be the duty of the City Manager to keep the City Council at all times fully advised as to the financial condition and needs of the City.
(h) Budget. It shall be the duty of the City Manager to prepare and submit the proposed annual budget and the proposed annual salary plan to the City Council for its approval.
(i) Expenditure Control and Purchasing. It shall be the duty of the City Manager to make investigations into the affairs of the City and any department or division thereof, and any contract or the proper performance of any obligations of the City. Further, it shall be the duty of the City Manager to investigate all complaints in relation to matters concerning the administration of the City Government and in regard to the service maintained by public utilities in said City. (j) Public Buildings. It shall be the duty of the City Manager and he shall exercise general supervision over all public buildings, public parks, and all other public property which are under the control and jurisdiction of the City Council.
(k) Additional Duties. It shall be the duty of the City Manager to perform such other duties and exercise such other powers as may be delegated to him from time to time by ordinance or resolution or other official action of the City Council.

STAFF REPORT
TO: City Council
FROM: Finance Director
FOR MEETING: Oct 14 2025
SUBJECT: Annual Development Impact Fee Report for FY 2024-25.

RECOMMENDATION:

The City Council receive and file the City's Annual Development Impact Fee report for FY 2024-25 pursuant to Government Code Section 66000, et. al.

ORDER OF PROCEDURE:

Request Staff Report (Finance Director Presenting)
Council Questions of Staff
Receive Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Development Impact Fee
Annual Report FY 2024-25
BACKGROUND:

In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600), also known as the Mitigation Fee Act (Government Code, Sections 66000 et seq.) that governs the establishment and administration of development impact fees. A development impact fee is a monetary exaction other than a tax or special assessment that is charged by a local agency to new development for the purposes of defraying costs of public facilities needed as a result of impacts created by the new development.

Government Code 66006(b) states the following requirements as it pertains to Development Impact Fees:

For each separate account or fund established, AB1600 requires the City to report fee information annually and every fifth year. Within 180 days after the last day of each fiscal year, the City must make available the following information from the prior fiscal year:

1. A brief description of the type of fee in the account or fund.

2. The amount of the fee.

3. The beginning and ending balance of the account or fund.

4. The amount of fees collected, and interest earned.

5. An identification of each public improvement on which fees were expended and the amount of expenditures on each improvement including the total percentage of the cost of the public improvement that was funded with fees.

6. An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement and the public improvement remains incomplete.

7. A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan.

8. The amount of refunds made (as pursuant to GC 66001 e) due to sufficient funds being collected to complete financing on incomplete public improvements, and the amount of reallocation of funds made (as pursuant to GC 66001 f) due to administrative costs of refunding unexpended revenues exceeding the amount to be refunded.

Government Code 66001(d) (1) states the following requirements as pertains to Development Impact Fees:

For the fifth fiscal year following the first deposit into the account or fund, and every five years thereafter, the local agency shall make all of the following findings with respect to that portion of the account or fund remaining unexpended, whether committed or uncommitted:

1. Identify the purpose to which the fee is to be put.

2. Demonstrate a reasonable relationship between the fee and the purpose for which it is charged.

3. Identify all sources and amounts of funding anticipated to complete financing in incomplete improvements.

4. Designate the approximate dates on which the funding referred to in subparagraph C is expected to be deposited in the appropriate account or fund.

The City has the following Development Impact Fees:

Fund 12 - Curb, Gutter, and Sidewalk Impact Fee (Street Improvement In-Lieu Fee). The fee was calculated according to the linear street frontage of the lot on which the new development occurred. Ordinance No. 318 repealed and replaced this fee with a Development Impact Fee calculated based on the square footage of proposed structures. Effective June 27, 2024, only quarterly interest will be allocated to this fund until the current fund balance is exhausted. A summary of this Fund's activity and fund balance for the fiscal year ending June 30, 2025, is listed in page 6 of the attached report.

Fund 15 - Development Impact Fee - Transportation (Transportation Impact Fee). This fee was adopted on May 14, 2024, through Ordinance No. 318. The established fee is calculated according to the square footage of the proposed construction. A summary of this Fund's activity and fund balance for the fiscal year ending June 30, 2025 is listed in page 10 of the attached report. Development subject to this fee will have traffic impacts on a citywide basis. The fees collected are to be allocated for improvements on Adobe Road, Lear Avenue, Encelia Avenue, Mesquite Springs Road, Amboy Road, Two Mile Road, Hatch Road, Sullivan Road, and Twentynine Palms Highway.

The Development Impact Fees during FY 2024-25 are as follows:

Residential Dwelling Units
Single Family - $2.94/Sq. Ft.

Multifamily - $3.16/Sq. Ft.

Nonresidential
Commercial - $8.52/Sq. Ft.

Office - $8.93/Sq. Ft.

Industrial - $5.17/Sq. Ft.

The annual report has been posted on the City's website for public viewing. The City is required to prepare a FiveYear report every five years, the next Five-Year report is due in 2029 for Fiscal Year ending on June 30, 2029.

ENVIRONMENTAL:

Not Applicable.

ALTERNATIVES:

The City Council could choose to revise the report as needed.

FISCAL IMPACT:

None. The proposed projects will be included in the annual Special Funds budgets as needed.

10/6/2025

DEVELOPMENT IMPACT FEE

ANNUAL REPORT
For the Fiscal Year Ending June 30, 2025
Prepared by:

Finance Department
6136 Adobe Road
Twentynine Palms, CA 92277
Telephone: (760) 367-6799

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TABLE OF CONTENTS
SUMMARY AND BACKGROUND............................................................................................... 2 REQUIREMENTS OF THE MITIGATION FEE ACT (AB1600)……………………………………..2 ANNUAL REPORT…................................................................................................................... 3 FUND 12 - CURB, GUTTER, AND SIDEWALK IMPACT FEE
Requirement 1 – Description of fee type………………………………………………………4 Requirement 2 – Amount of fee....……………………………………………………………..4 Requirement 3 – Fund balance………………………………………………………………...5 Requirement 4 – Amount of fees collected…………………………………………………...5 Requirement 5 – Public improvements…………………………………………...…………...6 Requirement 6 – Current and future expenditure………………………………..…………...6 Requirement 7 – Interfund transfers and loans……………...…………………..…………...7 Requirement 8 – Refunds……………………………………………………………………….7
FUND 15 - DEVELOPMENT IMPACT FEE – TRANSPORTATION
Requirement 1 – Description of fee type………………………………………………………8 Requirement 2 – Amount of fee....……………………………………………………………..8 Requirement 3 – Fund balance………………………………………………………..……...10 Requirement 4 – Amount of fees collected………………………………………………….10 Requirement 5 – Public improvements…………………………………………...………….11 Requirement 6 – Current and future expenditure………………………………..………….11 Requirement 7 – Interfund transfers and loans……………...…………………..………….11 Requirement 8 – Refunds……………………………………………………………………..12

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SUMMARY AND BACKGROUND
Development Impact Fees are fees imposed by local governments on new development projects to finance the acquisition, construction, and improvement of public facilities and infrastructure needed to serve those projects. California state law requires local agencies to prepare a report on the status of their Development Impact Fee (DIF) program on an annual basis and make additional findings every fifth year. This report meets the legal requirements for Fiscal Year (FY) 2024-25 (July 1, 2024, through June 30, 2025). The next Five-Year report is due in 2029 for FY ending on June 30, 2029.

Chapter 19.90 – Dedications and Improvements, of the City’s Development Code establishes the standards for when street dedications will be required, what infrastructure improvements will be required for a development project, provides a process to delay or defer required improvements, and establishes Development Impact Fees. In lieu of requiring the construction of the street improvements required by this Chapter, a street improvement impact fee may be assessed, at the discretion of the City Engineer, in connection with the issuance of a development permit for new construction. The amount of the fee shall be calculated according to the length of street frontage of the lot on which the development is to occur.

On May 14, 2024, the City Council approved and adopted Ordinance 318, effective June 27, 2024, amending Section 19.90.080 of the Development Code – Development Impact Fee. The Development Code amendment effectively established legal access and replaced the Street Improvement Impact Fee, which is based upon linear street frontage, with a Development Impact Fee based upon square footage of proposed structures, in compliance with State law.

Effective June 27, 2024, the City of Twentynine Palms stopped collecting the Street Improvement Impact Fee based on the linear street frontage. The table below summarizes the City’s approved Impact Fees and provides the fund that the fees are deposited into.

Fund Name Description Fund
#
Curb, Gutter & Sidewalk
Impact Fee Fund
Effective June 27, 2024, only quarterly interest
will be allocated to this fund based on its fund
balance. Fee was calculated according to the
linear street frontage of the lot on which the
new development occurred.
12 Development Impact
Fee – Transportation
Fund
Fee is calculated according to the square
footage of the proposed structures. 15

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REQUIREMENTS OF THE MITIGATION FEE ACT (AB1600)
Assembly Bill (AB) 1600, commonly known as the Mitigation Fee Act, was enacted by the state of California in 1987 and created Section 66000 et. seq. of the Government Code and was amended by AB518 and Senate Bill (SB) 1693. AB1600 requires the City to report fee information annually and every fifth year. Within 180 days after the last day of each fiscal year, the City must make available the following information from the prior fiscal year:

1. A brief description of the type of fee in the account or fund.

2. The amount of the fee.

3. The beginning and ending balance of the account or fund.

4. The amount of the fees collected, and interest earned.

5. Identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the percentage of the cost of the public improvement that was funded with fees.

6. Identification of the approximate date by which the construction of a public improvement will commence, if the City determines sufficient funds have been collected to complete financing of an incomplete public improvement.

7. A description of each inter-fund transfer or loan made from the account or fund, including interest rates, repayment dates, and a description of the improvement on which the transfer or loan will be expended.

8. The amount of any refunds or allocations made pursuant to Section 66001, paragraphs (e) and (f).

The City must make this information available for public review and must present it at the next regularly scheduled public meeting no less than 15 days after this information is made available to the public. This report is intended to satisfy the annual reporting requirements for FY 2024-25.

Prior to 1996, The Mitigation Fee Act required local agencies that collected impact fees to expend or commit impact fee revenue within five years or make findings to justify a continued need for the money. Otherwise, those funds had to be refunded. SB 1693, adopted in 1996 as an amendment to the Mitigation Fee Act, changed that requirement in material ways.

Now, Section 66001 (d) requires that, for the fifth fiscal year following the first deposit of any impact fee revenue into an account or fund as required by Section 66006 (b), and every five years thereafter, the local agency shall make all the following findings for any fee revenue that remains unexpended, whether committed or uncommitted:

1. Identify the purpose to which the fee will be put.

2. Demonstrate the reasonable relationship between the fee and the purpose for which it is charged.

3. Identify all sources and amounts of funding anticipated to complete financing of incomplete improvements for which impact fees are to be used.

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4. Designate the approximate dates on which the funding necessary to complete financing of those improvements will be deposited into the appropriate account or fund.

Those findings are to be made in conjunction with the annual reports discussed above.

If such findings are not made as required by Section 66001, the local agency could be required to refund the moneys in the account or fund, per Section 66001 (d).

Once the agency determines that sufficient funds have been collected to complete financing on incomplete improvements for which impact fee revenue is to be used, it must, within 180 days of that determination, identify an approximate date by which construction of the public improvement will be commenced (Section 66001 (e). If the agency fails to comply with that requirement, it must refund impact fee revenue in the account according to procedures specified in Section 66001 (d).

ANNUAL REPORT
The following section provides information necessary to meet the annual reporting legal requirements for each impact fee fund. This includes a brief description of the fee, the amount of the fee, the beginning and ending balances, fee revenues collected, interest earned, and the expenditures on each project including the percentage that was funded with fees. It also includes a table summary of whether sufficient funds have been identified to complete future projects and the approximate date by which the construction of the public improvement will commence if sufficient funds have been identified. Loans and refunds, if any, are also identified in this report.

Fund 12 – CURB, GUTTER, AND SIDEWALK IMPACT FEE
REQUIREMENT 1.

1.1 Current Impact Fees
The Development impact fee in the City of Twentynine Palms is referred to as the Street Improvement In-lieu Fees. These fees are one-time charges levied on new development in The City of Twentynine Palms to fund various street improvements within the City.

1.2 Purpose and Use of the Fees
The City’s Development Code requires the installation of Street Improvements, curbs, gutters, sidewalks and match up paving, as a condition of approval for residential, commercial, industrial, and public use development. The City adopted the Street Improvement Impact fee as an option to or “in-lieu of” constructing the offsite improvements.

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REQUIREMENT 2.

2.1 Current Fee Schedule
As required by the California Mitigation Fee Act (Govt. Code sections 66001 et seq.) a street improvement in-lieu fee (Fee) Study was prepared, and the fee was adopted on December 12, 2006, through Ordinance 200. The established fee applied to construction of a new single-family residence or new second dwelling unit with kitchen. On July 22, 2008, City Council amended Chapter 19.85 of the City’s municipal code and authorized the imposition of a Citywide Street Improvement Impact fee to include new multi-family dwellings, commercial, industrial, and public use development (Ordinance 212).

As discussed in the Fee Study, the fee is calculated at $75 per linear foot of street frontage, up to 150 feet. The City Engineer estimated at the time of establishing the fee, that this amount represents the average cost of the improvements. The Fee Study indicates that the 150-foot maximum and the $75 per linear foot fee bears a rational relationship to the need for the improvements and the type of project on which the fee is imposed.

The Fee Study further concluded that the fee and the 150-foot frontage limit are rationally related to the need for improvements related to the proposed residential development.

Thus, the maximum fee that can be assessed on a single lot project is $11,250. If a property has a 70’ frontage, the property owner would pay $5,250 (70’ x $75). If a property has a 660’ frontage, the property owner would pay $11,250 (150’ x $75). In order to account for increased construction costs relating to material and labor, the fee mentioned above has been increased by an inflation factor equivalent to the Consumer Price Index each following fiscal year after fiscal year 2006-2007. The last time this fee was collected was during FY 2023-24 at a rate of $87.22 per linear foot.

Funds collected pursuant to the fee were placed in a Street Improvement Fund (Curb, Gutter, & Sidewalk Impact Fee Fund), which is restricted, and expenditures shall be related to the construction of curbs, gutters, and sidewalks. Additionally, to manage this program efficiently and effectively, the funds collected will not necessarily be used to construct street improvements on the same street from where the funds are received.

Rather, the ordinance permits the funds in the Street Improvement Fund to be used for street improvements in accordance with the City of Twentynine Palms General Plan Circulation Element.

REQUIREMENT 3.

Table 1 summarizes the beginning and ending fund balances for the Street Improvement In-lieu Fee for fiscal year 2024-25.

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REQUIREMENT 4.

Table 1 summarizes the fees collected and the interest earned for the Street Improvement In-lieu Fee for fiscal year 2024-25.

Table 1: FINANCIAL SUMMARY
The following financial summary report provides a statement of revenue, expenditures, and changes in fund balance for the Street Improvement In-lieu Fee for the Fiscal Year End June 30, 2025.

Fund Description Street Improvement Impact Fee

REVENUES
Fee $ 0.00
Interest $28,381.17
Fair Market Value Adjustment $ 3,569.17
Loan Payments $ 0.00
Other Revenue $ 0.00
Transfers In $ 0.00
Total Revenues $31,950.34

EXPENDITURES

Expenditures $512,749.49
Loan Payments $0.00
Total Expenditures $512,749.49
REVENUES OVER (UNDER) EXPENDITURES $(480,799.15)
Fund Balance, Beginning of the Year1 $784,271.41
Fund Balance, End of the Year2 $303,472.26
1 Beginning Fund Balance matches financial reports provided by the City's Finance Department 2 Ending Fund Balance matches financial reports provided by the City's Finance Department REQUIREMENT 5.

Table 2 summarizes the expenditures on Street Improvements In-lieu Fee projects for fiscal year 2024-25.

REQUIREMENT 6.

Table 2 summarizes the current and planned future expenditures from the Curb, Gutter, & Sidewalk Impact Fee Fund, and the anticipated construction start date. As additional funds become available, the City will work on identifying and budgeting for eligible projects and will include the projects in future budgets.

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Table 2: PUBLIC IMPROVEMENTS
This table identifies each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the percentage of the cost of the public improvement that was funded with fees. This table also identifies the approximate date by which the construction of the public improvement will commence.

Project
Name
Project
Start
Project
Finish
Project
Phase
Total Project
Funding
Total Impact
Fee Funded
Amount
% Impact
Fee
Funded
Total PY
Impact Fee
Expenditures
FY 2024/25
Fee
Expenditures
Impact Fee
Funding
Remaining
Safe Route to
School 2017/18 2025/26 ACTIVE $1,760,400 $293,400 17% $252,887 $19,523 $20,989 Cholla
Avenue
improvement 2022/23 2025/26 ACTIVE $550,000 $550,000 100% $22,233 $493,226 $34,542 TOTAL $2,310,4000 $843,400 $275,120 $512,749 $55,531
REQUIREMENT 7.

7.1. Interfund Transfers and Loans
The Mitigation Fee Act requires a description of each inter-fund transfer or loan made from the account or fund, including interest rates, repayment dates, and a description of the improvement on which the transfer or loan will be expended. There were no interfund transfers or loans made between impact fee funds in Fiscal Year 2024-25.

REQUIREMENT 8.

8.1. Refunds
In Fiscal Year 2024-25, no such determination has been made regarding sufficient funds collected to complete incomplete improvements. Therefore, no refunds were made or required. The refunding requirements for both the Mitigation Fee Act is summarized as follows:

Refunds under the Mitigation Fee Act: If the City determines that sufficient funds have been collected to complete financing on incomplete improvements for which impact fee revenue is to be used, it must, within 180 days of that determination, identify an approximate date by which construction of the public improvement will be commenced (Government Code Section 66001 (e)). If the agency fails to comply with that requirement, it must refund impact fee revenue in the account according to procedures specified in Section 66001 (d).

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Fund 15 – Development Impact Fee - Transportation
REQUIREMENT 1.

1.1. Current Impact Fees
The Development Impact Fees will be assessed in connection with the issuance of a development permit for new construction.

1.2 Purpose and Use of the Fees
Development impact fees are designed to ensure that new development will not burden the existing service population with the cost of facilities required to accommodate growth.

The City’s General Plan Goal LU-4 states, “Adequately address the potential impacts of new development on the existing community and the City’s infrastructure system.” The purpose of the fees is to support this goal by providing a funding source from new development to fund its fair share of transportation facilities as new development adds traffic to the City’s roadways
Development subject to this fee will have traffic impacts on a citywide basis. The fees collected are to be allocated for improvements on Adobe Road, Lear Avenue, Encelia Avenue, Mesquite Springs Road, Amboy Road, Two Mile Road, Hatch Road, Sullivan Road, and Twentynine Palms Hwy.

REQUIREMENT 2.

2.1 Current Fee Schedule
As required by the California Mitigation Fee Act (Govt. Code sections 66001 et seq.) a Transportation Impact Fee (Fee) Study was prepared and approved by City Council on September 12, 2023. The fee was adopted on May 14, 2024, through Ordinance 318.

The established fee is calculated according to the square footage of the proposed construction. Table 3 below summarizes the cost estimates needed to serve the City through 2040 and the cost allocated to new development.

As discussed in the Fee Study, the fees are intended to provide a funding source from new development to fund new development’s fair share of the transportation improvements identified in Table 5. By paving unpaved roads, the planned improvements increase street capacity and therefore level of service by providing additional paved lanes, curb and gutters along the identified segments. This increased level of service is necessary to accommodate growth by allowing increased vehicle speeds, better air quality, reduced noise, and improved community aesthetics. The planned improvements are identified by City staff as necessary to accommodate new development. New development will not fund the entirety of the increase in level of service, rather, it will pay a share corresponding with its share of trip demand within the planning horizon.

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Table 3 presents the maximum justified Transportation Impact Fee schedule. The cost per trip is multiplied by the trip demand factor for each land use to determine the fee per dwelling unit or per 1,000 square feet of nonresidential building space.

Table 3: Maximum Justified Impact Fee Schedule
A B C = A x B D = C x 0.02 E = C + D F = E / Average
Land Use Cost
Per Trip
Trip
Demand
Factor
Base
Fee1
Admin
Charge1, 2
Total Fee1 Fee per
Sq. Ft.

Residential Dwelling Units
Single Family3 $ 4,972 1.10 $ 5,469 $ 109 $ 5,578 $ 2.94 Multifamily3 4,972 0.63 3,132 63 3,195 3.16
Nonresidential - per 1,000 Sq. Ft.

Commercial $ 4,972 1.68 $ 8,353 $ 167 $ 8,520 $ 8.52
Office 4,972 1.76 8,751 175 8,926 8.93
Industrial 4,972 1.02 5,071 101 5,172 5.17

1 Fee per average sized dwelling unit or per 1,000 square feet of nonresidential building space. 2 Administrative charge of 2.0 percent for (1) legal, accounting, and other administrative support and (2) impact fee program administrative costs including revenue collection, revenue and cost accounting, mandated public reporting, and fee justification analyses.
3 Assumes an average of 1,897 square feet per single family dwelling unit and 1,010 per multifamily unit in 29 Palms derived from 2019 American Housing Survey data for the Riverside - San Bernardino County MSA.

The fee study recommends the City to use the Engineering News Record's Construction Cost Index to periodically adjust for inflation the Transportation Impact Fees.

Facilities need is based on a facility standard that represents the demand generated by new development for those facilities. For the transportation impact fee, demand is measured by a single facility standard that can be applied across land use types to ensure a reasonable relationship to the type of development. In this case, the fees are calculated to ensure that new development funds a consistent cost per trip of new facilities needed to serve each additional trip using the City’s roadways.

The reasonable relationship between each facilities fee for a specific new development project and the cost of the facilities attributable to that project is based on the estimated new development growth the project will accommodate. Fees for a specific project are based on the project’s size and the corresponding increase in the number of vehicle trips.

Larger new development projects result in higher trip generation resulting in higher fee revenue than smaller projects in the same land use classification. Thus, the fees ensure a reasonable relationship between a specific new development project and the cost of the facilities attributable to that project.

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REQUIREMENT 3.

Table 4 summarizes the beginning and ending fund balances for the Development Impact Fee for fiscal year 2024-25.

REQUIREMENT 4.

Table 4 summarizes the fees collected and the interest earned by the Development Impact Fee – Transportation fund for fiscal year 2024-25.

Table 4: FINANCIAL SUMMARY
The following financial summary report provides a statement of revenue, expenditures, and changes in fund balance for the Development Impact Fee – Transportation fund for the Fiscal Year End June 30, 2025.

Fund Description Development Impact Fee - Transportation

REVENUES
Fee $126,217.14
Interest $ 2,334.39
Fair Market Value Adjustment $ 133.72
Loan Payments $ 0.00
Other Revenue $ 0.00
Transfers In $ 0.00
Total Revenues $128,685.25

EXPENDITURES

Expenditures $ 0.00
Loan Payments $ 0.00
Total Expenditures $ 0.00
REVENUES OVER (UNDER) EXPENDITURES $128,685.25
Fund Balance, Beginning of the Year1
$___ 0.00
Fund Balance, End of the Year2 $128,685.25
1 Beginning Fund Balance matches financial reports provided by the City's Finance Department 2 Ending Fund Balance matches financial reports provided by the City's Finance Department REQUIREMENT 5.

Table 5 summarizes the projected expenditures for Transportation Impact Fee projects.

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REQUIREMENT 6.

Table 5 summarizes the current and planned future expenditures from the Development Impact Fee – Transportation fund, and the anticipated construction start date. As additional funds become available, the City will work on identifying and budgeting for eligible projects and will include the projects in future budgets.

Table 5: PUBLIC IMPROVEMENTS
This table identifies each public improvement on which fees will be expended and the amount of the expenditures on each improvement, including the percentage of the cost of the public improvement that was funded with fees. This table also identifies the approximate date by which the construction of the public improvement will commence.

Street Boundaries
Project
Start Total Cost
Allocation to
New
Development
Cost Allocated
to New
Development
Road Segments
Adobe Road
Homestead Avenue to
Amboy Road Unscheduled $ 1,261,520 17.4% $ 219,504
Adobe Road east side
only
Amboy Road to Marine
Corps Base Unscheduled 1,725,490 17.4% 300,235
Lear Avenue
SR 62 to Two Mile
Road Unscheduled 2,069,760 17.4% 360,138
Encelia Avenue
SR 62 to Samarkand
Road Unscheduled 6,883,608 17.4% 1,197,748
Encelia Avenue
Samarkand to Amboy
Road Unscheduled 971,880 17.4% 169,107
Mesquite Springs Road
SR 62 to Two Mile
Road Unscheduled 7,286,400 17.4% 1,267,834
Amboy Road
Encelia Avenue to
Adobe Road Unscheduled 4,872,868 17.4% 847,879
Two Mile Road Lear Avenue to Sunrise Unscheduled 11,832,576 17.4% 2,058,868 Two Mile Road
Sunrise Ave to Adobe
Road Unscheduled 14,331,520 17.4% 2,493,684
Hatch Road
SR 62 to Stardune
Avenue Unscheduled 6,137,204 17.4% 1,067,873
SR 62
Larrea Avenue to Split
Rock Avenue Unscheduled 2,205,840 17.4% 383,816
Sullivan Road
Stardune Avenue to
Adobe Road Unscheduled 6,915,192 17.4% 1,203,243
TOTAL $ 66,493,858 $ 11,569,931
REQUIREMENT 7.

7.1. Interfund Transfers and Loans
The Mitigation Fee Act requires a description of each inter-fund transfer or loan made from the account or fund, including interest rates, repayment dates, and a description of the improvement on which the transfer or loan will be expended. There were no interfund transfers or loans made between impact fee funds in Fiscal Year 2024-25.

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REQUIREMENT 8.

8.1. Refunds
In Fiscal Year 2024-25, no such determination has been made regarding sufficient funds collected to complete incomplete improvements. Therefore, no refunds were made or required. The refunding requirements for both the Mitigation Fee Act is summarized as follows:

Refunds under the Mitigation Fee Act: If the City determines that sufficient funds have been collected to complete financing on incomplete improvements for which impact fee revenue is to be used, it must, within 180 days of that determination, identify an approximate date by which construction of the public improvement will be commenced (Government Code Section 66001 (e)). If the agency fails to comply with that requirement, it must refund impact fee revenue in the account according to procedures specified in Section 66001 (d).

STAFF REPORT
TO: City Council
FROM: Community Development Director
FOR MEETING: Oct 14 2025
SUBJECT: United States Geological Survey (USGS) Study.

RECOMMENDATION:

The City Council authorize the City Manager to execute the necessary agreements to engage the United States Geological Survey (USGS) to conduct a five-year USGS hydrological and hadrochemical Study in the amount of $2,236,842.

ORDER OF PROCEDURE:

Request Staff Report (Community Development Director
Presenting)
Council Questions of Staff
Receive Public Comment
Council Discussion
Motion/Second
Discussion on Motion
Call the Question
ATTACHMENTS:
• 2025-09-16 USGS grant
agreement final
BACKGROUND:

In 2024, the U.S. Census Bureau estimated the City of Twentynine Palms (City) had 24,257 residents. Currently, the City encompasses 58.8 square miles. The City’s various spheres of influence (located east, southeast, and northwest of the City) add an additional 30.5 square miles. Located within the Mojave Desert in the southeastern portion of San Bernardino County, groundwater is the only source of potable water.

Groundwater recharge from precipitation is small or negligible in arid areas and septic discharges may be an important source of recharge to underlying aquifers (Stamos and others, 2013). In arid environments, dilution of septic discharge from infiltration of precipitation is scant, leaving only dilution with shallow groundwater or denitrification to mitigate nitrate associated with septic discharges. Nitrate contamination from septic discharges may be dampened by long travel times through thick unsaturated zones, and subsequent storage of high-nitrate water in the unsaturated zone (Izbicki, Flint and others, 2015).

The City relies heavily on Onsite Water Treatment Systems (OWTS; or septic) to treat and dispose of sewage and there is concern that the use of these OWTS could degrade groundwater quality as the local population grows.

Thus, it is important to understand the geohydrologic processes that will influence how the City will manage its future wastewater.

The overall purpose of this study will be to better characterize the geohydrologic and geochemical conditions in aquifers near the City of Twentynine Palms to support water-quality management decisions. Specific geohydrologic conditions to be evaluated include depth-dependent aquifer water-levels and hydrologic properties,

and aquifer recharge from natural sources and onsite water treatment system discharges. Specific geochemical conditions to be evaluated include the contributions of nitrate from onsite water treatment system discharges and contributions of arsenic and fluoride from natural (geogenic) sources on local groundwater quality.

The study area consists of the City of Twentynine Palms and surrounding unincorporated areas of San Bernardino County in the southwestern Mojave Desert of California, about 130 miles east of Los Angeles, California, which is within the Mesquite Lake and Forty-nine Palms Canyon-Shortz Lake watersheds.

The study was originally scheduled to begin on October 1, 2025, but will begin as soon as possible after the Federal Government reopens. It is intended to be conducted over a period of five years through September 30, 2030. The scope of the project will involve the following activities:

1. Collect and review existing geohydrologic data.

2. Determine baseline water quality.

3. Model aquifer properties and estimate quantity and quality of water being pumped from different depths of the aquifer using depth dependent sampling methods, and well-bore flow logging.

4. Collect surface geophysical data and develop alluvial thickness and depth to basement models.

5. Install multiple-well monitoring sites for site-specific and depth-dependent water-quality and water-level monitoring.

6. Install piezometers and lysimeters to evaluate nitrate loads and transformations in the unsaturated zone.

7. Estimate septic discharge and nutrient flux into the local groundwater system.

8. Evaluate borehole cuttings for presence of arsenic and fluoride containing minerals and identify aquifer lithologies that may contribute arsenic and fluoride to wells in the Twentynine Palms subbasin.

9. Estimate basin recharge using the Basin Characterization Model.

On August 6, 2025, the City of Twentynine Palms was awarded $1,938,244, based on its application dated 3/25/2023, through the U.S. Environmental Protection Agency's (EPA) 2022 and 2023 Consolidated Appropriations Act program to fund a portion of this study. On May 28, 2025, the EPA waived the 20% match requirement for Community Grants Program due to the City's disadvantage community status.

The total combined cost of this study is $2,431,988, which will be funded as follows:

Funding Source Amount
EPA Grant1 $1,938,224
USGS Contribution $ 195,146
29 Palms Water District $ 200,000
Unfunded Balance2 $ 98,618
Total Project Cost $2,431,988

1. 2022 Consolidated Appropriations Act: $663,224
2023 Consolidated Appropriations Act: $1,275,000

2. A reallocation from the 2024 Consolidated Appropriations Act will be requested to fund the remaining balance for this study. If the reallocation is not granted, then the City will have to fund the shortfall. Additionally, The Water District has expressed an interest in working with the City and USGS to implement cost-cutting measures to reduce / eliminate this shortfall.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The Council could choose to modify or reject this agreement.

FISCAL IMPACT:

The total combined cost of this project is $2,431,988, which will be funded as follows: $1,938,224 EPA grant, $195,146 USGS contribution, $200,000 29 Palms Water District contribution, and $98,618 City's portion, unless offset by additional grants, contributions, cost reductions or waivers.

United States Department of the Interior
U.S. GEOLOGICAL SURVEY
C California Water Science Center
6000 J Street
Sacramento, CA 95819
September 14, 2025
Mr. Stone James
City Manager
Twentynine Palms, City of
6136 Adobe Road
Twentynine Palms, CA 92277
Dear Mr. James:

Enclosed is our standard joint-funding agreement 25ZGJFA21000071 between the U.S. Geological Survey California Water Science Center and Twentynine Palms, City of for negotiated deliverables (see attached), during the period October 1, 2025 through September 30, 2030 in the amount of $2,236,842 from your agency. U.S. Geological Survey contributions for this agreement are $195,146 for a combined total of $2,431,988. Please sign and return one fully-executed original to Lolomi Richter-Mathany at [email protected] Federal law requires that we have a signed agreement before we start or continue work. Please return the signed agreement as soon as you’re able. If, for any reason, the agreement cannot be signed and returned, please contact Joseph Fackrell at (808) 271-1228 or email [email protected] to make alternative arrangements.

This is a actual cost agreement to be billed quarterly via Down Payment Request (automated Form DI-1040). Please allow 30-days from the end of the billing period for issuance of the bill. If you experience any problems with your invoice(s), please contact Lolomi Richter-Mathany at phone number (916) 278-3043 or [email protected].

The results of all work performed under this agreement will be available for publication by the U.S. Geological Survey. We look forward to continuing this and future cooperative efforts in these mutually beneficial water resources studies.

Sincerely,
Anke Muller-Solger
Center Director, USGS
California Water Science Center
Enclosure
25ZGJFA21000071
SOW

Form 9-1366
(May 2018)
U.S. Department of the Interior
U.S. Geological Survey
Joint Funding Agreement
FOR
Water Resource Investigations
Customer #: 6000003009
Agreement #: 25ZGJFA21000071
Project #: ZG00UTV
TIN #: 330265469
Fixed Cost Agreement YES[ X ] NO[ ]
THIS AGREEMENT is entered into as of October 1, 2025, by the U.S. GEOLOGICAL SURVEY, California Water Science Center, UNITED STATES DEPARTMENT OF THE INTERIOR, party of the first part, and the Twentynine Palms, City of party of the second part.

1. The parties hereto agree that subject to the availability of appropriations and in accordance with their respective authorities there shall be maintained in cooperation for negotiated deliverables (see attached), herein called the program. The USGS legal authority is 43 USC 36C; 43 USC 50, and 43 USC 50b.

2. The following amounts shall be contributed to cover all of the cost of the necessary field and analytical work directly related to this program. 2(b) include In-Kind-Services in the amount of $0.00 (a) $195,146
(b) $2,236,842
by the party of the first part during the period
October 1, 2025 to September 30, 2030
by the party of the second part during the
period October 1, 2025 to September 30, 2030
(c) Contributions are provided by the party of the first part through other USGS regional or national programs, in the amount of: $0
Description of the USGS regional/national program:
(d) Additional or reduced amounts by each party during the above period or succeeding periods as may be determined by mutual agreement and set forth in an exchange of letters between the parties. (e) The performance period may be changed by mutual agreement and set forth in an exchange of letters between the parties.

3. The costs of this program may be paid by either party in conformity with the laws and regulations respectively governing each party.

4. The field and analytical work pertaining to this program shall be under the direction of or subject to periodic review by an authorized representative of the party of the first part.

5. The areas to be included in the program shall be determined by mutual agreement between the parties hereto or their authorized representatives. The methods employed in the field and office shall be those adopted by the party of the first part to insure the required standards of accuracy subject to modification by mutual agreement.

6. During the course of this program, all field and analytical work of either party pertaining to this program shall be open to the inspection of the other party, and if the work is not being carried on in a mutually satisfactory manner, either party may terminate this agreement upon 60 days written notice to the other party.

7. The original records resulting from this program will be deposited in the office of origin of those records. Upon request, copies of the original records will be provided to the office of the other party.

8. The maps, records or reports resulting from this program shall be made available to the public as promptly as possible. The maps, records or reports normally will be published by the party of the first part. However, the party of the second part reserves the right to publish the results of this program, and if already published by the party of the first part shall, upon request, be furnished by the party of the first part, at cost, impressions suitable for purposes of reproduction similar to that for which the original copy was prepared. The maps, records or reports published by either party shall contain a statement of the cooperative relations between the parties. The Parties acknowledge that scientific information and data developed as a result of the Scope of Work (SOW) are subject to applicable USGS review, approval, and release requirements, which are available on the USGS Fundamental Science Practices website (https://www.usgs.gov/office-of-science-quality-and-integrity/fundamental-science-practices).

9. Billing for this agreement will be rendered quarterly. Invoices not paid within 60 days from the billing date will bear Interest, Penalties, and Administrative cost at the annual rate pursuant the Debt Collection Act of 1982, (codified at 31 U.S.C. § 3717) established by the U.S. Treasury.

Name:

Address:

USGS Technical Point of Contact
Joseph Fackrell
Physical Scientist
2885 Mission Street
Santa Cruz, CA 96050
Telephone: (808) 271-1228
Fax: (n/a)
Email: [email protected]
Customer Technical Point of Contact
Name: Stone James
City Manager
Address: 6136 Adobe Road
Twentynine Palms, CA 92277
Telephone: (760) 367-6799
Fax: (n/a)
Email: [email protected]
USGS Billing Point of Contact
Name: Lolomi Richter-Mathany
Budget Analyst
Address: Placer Hall 6000 J Street
Sacramento, CA 95819
Telephone: (916) 278-3043
Fax: (916) 278-3070
Email: [email protected]
Customer Billing Point of Contact
Name: Abigail Hernandez
Finance Director
Address: 6136 Adobe Rd
Twentynine Palms, CA 92277
Telephone: (760) 367-6799
Fax: (n/a)
Email: [email protected]
U.S. Geological Survey
United States
Department of Interior
Signature
By_______________________ Date: ________
Name: Anke Muller-Solger
Title: Center Director, USGS California Water
Science Center
Twentynine Palms, City of
Signatures
By_______________________ Date: _________
Name:

Title:

By_______________________ Date: _________
Name:

Title:

By_______________________ Date: _________
Name:

Title:

Form 9-1366
(May 2018)
U.S. Department of the Interior
U.S. Geological Survey
Joint Funding Agreement
FOR
Water Resource Investigations
Customer #: 6000003009
Agreement #: 25ZGJFA21000071
Project #: ZG00UTV
TIN #: 330265469

1 Evaluation of geohydrologic conditions and geochemical conditions in Twentynine Palms, California
California Water Science Center, Southwest Region
Proposal # 2022-03
Cooperator: City of Twentynine Palms
Prepared by: Meghan Dick, Christina Stamos, John Izbicki, and Joseph Fackrell

BACKGROUND/INTRODUCTION
The study area consists of the City of Twentynine Palms and surrounding unincorporated areas of San Bernardino County in the southwestern Mojave Desert of California, about 130 miles east of Los Angeles, California (fig. 1) and is within the Mesquite Lake and Fortynine Palms Canyon-Shortz Lake watersheds. The underlying groundwater basins are the Twentynine Palms Valley (basin 7-010) and the Joshua Tree (basin 7-062), which are separated by the Pinto Mountain Fault, and a small area of the Dale Valley (California Department of Water Resources, 2021; basin 7-009); this area will not be included in this study. Nishikawa and others (2004) and Li and Martin (2011) further divided the Twentynine Palms Valley groundwater basin into the Mesquite and Mainside subbasins and divided the Joshua Tree groundwater basin into the Joshua Tree and Twentynine Palms subbasins.

The Mesquite subbasin is recharged primarily from groundwater underflow from the adjacent groundwater basins. Some runoff from the Little San Bernardino and Pinto Mountains recharges the Mesquite subbasin when streamflow infiltrates the washes that reaches the subbasin during storm events; some recharge also occurs from groundwater underflow resulting from the infiltration of streamflow in the Twentynine Palms subbasin (Nishikawa and others, 2004). Within the City limits, the terrain is primarily younger alluvial deposits of quaternary age bordered by the Pinto Mountains along the southern edge of the Joshua Tree groundwater basin. Li and Martin (2011) developed a 3D geologic framework for the Mesquite and Mainside subbasins. A north to south cross section through Mesquite subasin (fig. 2; Li and Martin, 2011, fig. 4D) shows a thin upper aquifer and 500 feet thick middle aquifer composed of Quaternary and Tertiary alluvial fan deposits and a lower aquifer more than 1,500 feet thick, composed of tertiary older sedimentary deposits. A west to east cross section in the northern part of Mesquite subbasin shows (fig. 3; Li and Martin, 2011, fig. 4B of the Mesquite and Mainside subbasins shows the Surprise Spring, Elkins, and Mesquite faults subdividing the basin into zones with distinct groundwater table elevations. Less is known about the subsurface in the Joshua Tree groundwater basin. In 2004, Nishikawa and others published a geohydrologic framework for the Joshua Tree Subbasin, which is divided from the Twentynine Palms subbasin by an unnamed fault. The western 5 miles of the Twentynine Palms subbasin was included in the geologic model and indicates a threeaquifer system, similar to the Mesquite subbasin (Nishikawa and others, 2004, fig. 6B). Gravity data from a variety of sources was analyzed by Roberts and others (2002) to generate maps of gravity data and an analysis of basin depths in the Joshua Tree and Twentynine Palms area. The gravity interpretations all show an east-west linear basin parallel to the Pinto Mountain Fault, however the various gravity models used indicate the deepest basin depth may be anywhere from 2000 to 6000 feet below land surface. Gravity data points are sparse in the Twentynine Palms Subbasin and the current models don’t cover the easternmost parts of the basin.

The population of the City of Twentynine Palms (City) was about 28,000 in 2020 and has grown by about 12 percent since the last census in 2010 (U.S. Census Bureau, 2021). The City’s municipal limits encompass 58.8 square miles and 30.5 square miles of unincorporated area around its boundary and have been designated as part of the City’s “sphere of influence” for future expansion (City of Twentynine Palms, 2021). The local land use is primarily rural, low-density residential and light

2 commercial. The Twentynine Palms Water District (TPWD) is a separate entity that provides drinking water to the broader community. Groundwater withdrawn from the Mesquite and Twentynine Palms subbasins is the primary source of drinking water for the community. There are no sanitary sewer connections in the City, so onsite water treatment systems (OWTS), commonly known as septic systems, serve as the sole means of wastewater disposal and provide an unknown quantity of groundwater recharge. The City and the TPWD are collaborating to develop a Wastewater Management Plan that will provide a blueprint for a centralized sewer-collection system and wastewater treatment plant to replace aging septic systems and protect the groundwater resources.

PROBLEM
Twentynine Palms, California is in a remote desert area and groundwater is the only source of potable water. Groundwater recharge from precipitation is small or negligible in arid areas and septic discharges may be an important source of recharge to underlying aquifers (Stamos and others, 2013). In arid environments, dilution of septic discharge from infiltration of precipitation is scant, leaving only dilution with shallow groundwater or denitrification to mitigate nitrate associated with septic discharges. Nitrate contamination from septic discharges may be dampened by long travel times through thick unsaturated zones, and subsequent storage of high-nitrate water in the unsaturated zone (Izbicki, Flint and others, 2015). Previous work in Yucca Valley, Calif. showed nitrate from septic discharges stored in the unsaturated zone could be rapidly mobilized due to the infiltration of artificial recharge and subsequent rising groundwater (Nishikawa and others, 2003; Izbicki, Flint, and others, 2015; Stamos and others, 2013). The City relies heavily on OWTS to treat and dispose of sewage and there is concern that the use of these OWTS could degrade groundwater quality as the local population grows. Thus, it is important to understand the geohydrologic processes that will influence how the city will manage its future wastewater.

Li and Martin (2011) showed that groundwater levels in parts of the Mesquite subbasin have been declining because the amount of pumpage exceeds natural recharge; this has resulted in increasing concentrations of arsenic, fluoride, chromium, nitrates, and dissolved solids due to less groundwater availability for diluting contaminants. Therefore, groundwater quality has become a water-management issue particularly in regard to meeting the U.S. State of California maximum contaminant levels (MCL) for drinking water for arsenic (10 micrograms per liter (µg/L)), fluoride (2 milligrams per liter (mg/L)), chromium (50 µg/L), and nitrates (10 mg/L)
(https://www.waterboards.ca.gov/drinking_water/certlic/drinkingwater/documents/ccr/mcls_epa_vs_d wp.pdf). Elevated fluoride levels are widespread across the TPWD service area, especially in the Twentynine Palms subbasin where a fluoride removal plant is in operation to treat local groundwater prior to use as a source of public supply (Kennedy Jenks, 2021). Arsenic and chromium concentrations are also of concern and treatment systems for both constituents will likely need to be installed.

OBJECTIVES and SCOPE
The overall purpose of this project will be to better characterize the geohydrologic and geochemical conditions in aquifers near the City of Twentynine Palms to support water-quality management decisions. Specific geohydrologic conditions evaluated include depth-dependent aquifer water-levels and hydrologic properties, and aquifer recharge from natural sources and onsite water treatment system discharges. Specific geochemical conditions evaluated include the contributions of nitrate from onsite water treatment system discharges and contributions of arsenic and fluoride from natural (geogenic) sources on local groundwater quality. Additionally, this work will:

3 1) Refine the hydrogeologic understanding of the area, including how subsurface features contribute to the structure of the groundwater basins and contribute to local water-quality concerns. 2) Establish well sites for long-term monitoring of local groundwater levels and quality.

The scope of this project involves the following activities:
1) Collect and review existing geohydrologic data.
2) Determine baseline water quality.
3) Model aquifer properties and estimate quantity and quality of water being pumped from different depths of the aquifer using depth-dependent sampling methods, well-bore flow logging and AnalyzeHOLE.
4) Collect surface geophysical data and develop alluvial thickness and depth to basement models. 5) Install multiple-well monitoring sites for site-specific and depth-dependent water-quality and water-level monitoring.
6) Install piezometers and lysimeters to evaluate nitrate loads and transformations in the unsaturated zone.
7) Estimate septic discharge and nutrient flux into the local groundwater system. 8) Evaluate borehole cuttings for presence of arsenic and fluoride containing minerals and identify aquifer lithologies that may contribute arsenic and fluoride to wells in the Twentynine Palms subbasin.
9) Estimate basin recharge using the Basin Characterization Model.

RELEVANCE and BENEFITS
This project is based on a direct need for the City to better understand the sources and processes that control concentrations of regulated contaminants in the groundwater basins that serve its population.

USGS expertise in complex hydrologic concepts such as surface water-groundwater connectivity, geochemical evaluation of water and nutrient source identification, and groundwater age dating provide a means to serve the needs of the City efficiently. The work proposed will support the goals outlined by the current U.S. Geological Survey (USGS) Water Science Strategy Circular 1383-G (Evenson and others, 2013), as follows:

1. Provide Society the Information It Needs Regarding the Amount and Quality of Water in All Components of the Water Cycle at High Temporal and Spatial Resolution, Nationwide, by the advancement of monitoring networks and techniques for hydrologic and water-quality data and the assessment of water resources and their suitability to meet human needs

2. Advance Understanding of Processes that Determine Water Availability, by the comprehensive understanding of geological controls of water availability, and understanding human interactions with water availability
Additionally, the work proposed will support the current CAWSC list of Priorities for Project Relevance and Benefits as follows:

1. Statewide streamflow and groundwater monitoring - We see an additional need for long-term groundwater monitoring, including “super gages” to better understand stream-aquifer interaction and the effects of conjunctive use on water resources and quality.

2. Groundwater availability and use - With the implementation of California’s 2014 Sustainable Groundwater Management Act (SGMA), we see increasing demand for USGS engagement both at the state level (with the California Department of Water Resources and the State Water Resources Control Board) and with local agencies that are required to develop Sustainability Plans.

3. Expanded groundwater quality work – One of the sustainability goals of SGMA is to achieve and maintain good groundwater quality. Through its statewide GAMA and COGG programs, the

4 CAWSC is recognized as the “go-to” government science agency for complex groundwater quality issues. We expect that our expertise will be required to help State and Local agencies comply with the groundwater quality aspects of SGMA.

7. Expansion of targeted water-quality assessments - E.g., mercury, chromium, pesticides, nutrients, recycled water, harmful algal blooms.

Further strategies for the relevance and benefit of this project can be found in: USGS Water Science Strategy – Observing, Understanding, Predicting, and Delivering Water Science to the Nation https://pubs.usgs.gov/circ/1383g/circ1383-G.pdf

APPROACH
Task 1. Review of Existing Geohydrologic Data
Existing geologic, geophysical, geochemical, hydrologic, and modeled data will be reviewed to refine the hydrogeologic understanding of the area. Any data collected by the City and the TPWD, or other sources, will be incorporated with historical data available in the USGS National Water Inventory System (NWIS) data base and published reports, such as Izbicki, Teague and others (2015), Li and Martin (2011) and Nishikawa and others (2004).

Task 2. Baseline Water Quality
There are 7 active production wells serving the City and surrounding areas (wells TPWD-WTP-1, TPWD11B, TPWD-12, TPWD-14, TPWD-15, TPWD-16, TPWD-17; fig. 1). The TPWD operates these wells and collects water-quality samples annually. The USGS will collect additional water-quality samples from these active production wells to establish baseline water-quality chemistry (table 1). The samples will be collected by USGS field crews using methods described by Wilde, 2016 and U.S. Geological Survey (variously dated). Measurements of field parameters (Table 1) will be made at the time of sample collection. The samples will be analyzed for major and minor ions, selected trace elements (including fluoride, chromium, and arsenic), nutrients (including nitrate), dissolved organic carbon, and the stable isotopes of oxygen and hydrogen (δ18O and δD, respectively). Indicators of groundwater age will also be collected, including carbon-14 and tritium. Laboratories and quality assurance procedures used for analyses of these samples are discussed later in this proposal.

Water chemistry data will be compared to historic and regional water chemistry data published by Christensen and Fields-Garand (2001) and Metzger and others (2015). Isotopic and groundwater age data will be compared to historic and regional data published by Izbicki (2004) and Izbicki and Michel (2004). Groundwater chemistry data will be used to evaluate the suitability of water from wells for public supply with respect to nitrate, arsenic, fluoride, and other constituents. Groundwater chemistry, isotopic, and age-dating data will be used to determine the regional source(s), flow path(s) (task 4), and age(s) of water from wells to understand the characteristics of the groundwater-flow system.

Table 1- Proposed analytical parameter information
Category Analyte Laboratory
Reporting limit, in
micrograms per liter
(unless otherwise
noted)
Field parameters pH Field --
Specific Conductance Field 5 µS/cm

5 Alkalinity Field 100
Temperature Field --
Dissolved Oxygen Field 100
Major Dissolved
Ions
Calcium NWQL 40.0
Magnesium NWQL 20.0
Potassium NWQL 60.0
Sodium NWQL 800
Chloride NWQL 40.0
Alkalinity
(bicarbonate) NWQL 4600
Silica NWQL 120
Sulfate NWQL 40.0
Minor Dissolved
Ions and Trace
Elements
Fluoride NWQL 20.0
Iron NWQL 10.0
Arsenic NWQL 0.2
Barium NWQL 0.3
Boron NWQL 2
Iodide NWQL 1
Strontium NWQL 0.2
Bromide NWQL 30
Chromium NWQL 0.2
Uranium NWQL 0.1
Vanadium NWQL 0.6
Manganese NWQL 0.4
Nutrients and
Organic Carbon
Dissolved Organic
Carbon NWQL 230
Ammonia NWQL 40.0
Organic Nitrogen NWQL 140.0
Nitrate NWQL 80.0
Nitrite NWQL 2.0
Phosphorus NWQL 40.0
Orthophosphate NWQL 8.0
Stable Isotopes
Water
Isotopes (δ2H and δ18O) RSIL --
Nitrate Isotopes (δ15NNO3, δ18O-NO3, δ15NNH4)

RSIL --
Groundwater Age
Tritium MPSIL 0.2 tritium units (TU)
Carbon-14/Carbon-13 NWQL 0.5 percent modern
carbon (PMC)

6 Task 3. Well-bore Flow Logging and Depth-Dependent Water-Quality Sampling Chemical concentrations in water samples collected from the surface discharge of long-screened production wells are representative of the mixture of water that entered the well’s screen from different depths. Samples collected within the well under pumped conditions (depth-dependent samples), when coupled with well-bore-flow log (velocity) data, can be used to estimate the quality and quantity of water entering a well from selected depths within an aquifer. These data can aid in interpreting the hydraulic and chemical characteristics of aquifers with depth that contribute water to a given production well.

The TPWD routinely removes the pumps from production wells for maintenance purposes. Depthdependent water-quality data and well-bore-flow logs will be collected from two selected TPWD production wells during this study. While the production pump is removed, the wells are accessible for geophysical logging and depth-dependent sample collection. A temporary pump will be installed to facilitate the testing once the production pump is removed. Costs provided are for a 100 gallon per minute (gpm) temporary pump installed by USGS field crews. The cost may increase if a larger capacity pump is required for the test.

Geophysical logs to be collected within the wells once the production pump is removed include caliper, natural gamma, fluid resistivity, fluid temperature, and well-bore flow logs. Geophysical logs will be collected from each well under unpumped and pumped conditions using the temporary pump. Wellbore-flow logs (dynamic logs) will be collected at downward trolling rates of 5, 10, and 15 feet per minute (ft/min) under unpumped and pumped conditions. Data from the different trolling logs will be used for calibration purposes. Fully calibrated logs are generally accurate within ±6 percent (Izbicki, Teague, and others, 2015). Well-bore-flow logs (stationary logs or stop counts) also will be collected under unpumped and pumped conditions from specific depths within the well to confirm trolling log data.

Water-quality samples (including field-parameters, fluoride, chromium, arsenic, and the stable isotopes of water δ18O and δD) will be collected from depths within the well determined based on the geophysical-log data under pumped conditions. The chemistry of water entering the well from different depths within the aquifer will be calculated based on well-bore flow and depth-dependent samples collected within the well under pumped conditions using methods described by Izbicki and others (1999). Samples from the surface discharge of the temporary pump and from the deepest depth selected within the well will be analyzed for a more complete set of constituents including groundwater age-dating constituents (tritium and carbon-14).

Well-bore flow logs and water-chemistry data will be evaluated to understand flow and redistribution of chemical constituents through the well under unpumped and pumped conditions. Additional analyses will be proposed if warranted.

Work described in this proposal assumes that water generated during logging and sampling will be disposed of on-site. Costs associated with this task are for two wells; some cost-savings could be realized if both wells are logged and sampled sequentially.

Task 4. Well-bore Flow and Transport Model
Well-bore flow and depth-dependent water quality data collected in Task 3 will be used in the computer program AnalyzeHOLE (Halford, 2009) to estimate changes in the quality of water yielded by a well over time as the distribution of flow into the changes as water levels decline, or as poor-quality water

7 associated with septic discharges accumulates at the water table. AnalyzeHOLE integrates readily available groundwater flow and particle tracking models in a comprehensive tool for analyzing flow-logs, drawdowns, and water-quality changes.

Two commonly used methods to reduce contaminant concentrations in water from public-supply wells are treatment at the surface discharge or blending of high-contaminant concentration waters with water from another source having lower contaminant concentrations. Another method is modification of the well to exclude water from depths having undesirable concentrations of contaminants (Izbicki and others, 2008; Halford and others, 2010). Well-bore scale simulations can be used to estimate aquifer hydraulic properties and predict changes in well-bore flow and water quality through time that may limit sustainable pumping from the well as water levels decline. Simulation results can indicate if well modification would be an effective approach to ensuring water quality meets the MCLs set by the State of California and the EPA and may indicate when more expensive treatment methods need to be installed to ensure the quality of water from wells is suitable for public supply.

Task 5. Surface-Geophysical Data Collection
Surface geophysical surveys will be done to assess and refine the understanding of the subsurface structural boundaries of the subbasins in the vicinity of the City. These surveys will include gravity data and the collection of selected surface-geophysical data using other methods.

Gravity-data collection will include about 100 field relative gravity measurements. Subsurface-density variation caused by vertical offsets in basement material, changes in alluvial thickness, and differences in water-table altitude across ground-water barriers can be detected using standard gravity analysis techniques. Data will initially be collected in a gridded pattern to characterize large-scale subsurface structural features within the groundwater basin. Data will be used to generate a residual gravity anomaly map showing subsurface density variation. Areas with high gravity gradients likely indicate locations of vertical offsets in basement or changes in the water table across faults. Based on the initial gravity-data collection and existing geologic data, additional surficial-gravity data may be collected at a finer scale along selected cross-sections near structural features identified within the basin. These areas will be targeted for further investigation using more detailed surface-geophysical techniques, discussed below. In addition to the gravity anomaly map, personnel from the USGS Geology, Mineral, Energy, and Geophysics Science Center will process available gravity data to develop alluvial thickness and depth to basement maps of the study area using well logs to ‘ground truth’ the results.

If conditions are suitable, additional surface-geophysical data may be collected at locations identified based on surficial-gravity data using direct-current resistivity or time-domain electromagnetic induction, depending on site conditions at the areas of interest. These more detailed data will be collected along sections developed to more fully characterize subsurface features identified in the gravity survey.

Surficial gravity and detailed surficial-geophysical data will be used to help identify locations for test drilling and well installation done as task 6 of this study.

Task 6. Multiple-Well Monitoring Site Installation and Data Collection A multiple-well monitoring site containing four wells within a single borehole will be installed at a location to be determined, based largely on the gravity data and any additional surface-geophysical data that is collected. The borehole will be drilled by the USGS Research Drilling Program drill rig and crew using mud-rotary techniques to a depth of approximately 1,000 ft. A suite of geophysical logs including caliper, electrical resistivity (16-in and 64-in normal), electromagnetic (EM) resistivity, natural gamma will be collected to characterize the subsurface and guide well installation. Monitoring wells within the borehole will be separated by low-permeability bentonite grout seals pumped into the borehole. Wells

8 will be developed to remove drilling mud initially using the drill rig, with final development using an air compressor.

The lithology of drill cuttings from the well will be described using standard techniques. Additionally, the particle-size distribution of the drill cuttings will be measured optically using instruments within the San Diego office (Fritsch International, 2013). The elemental composition of drill cuttings will be measured using portable (handheld) energy-dispersive X-ray fluorescence (pXRF) in the San Diego Office (Groover, 2016). The pXRF has the capability to measure 27 major, minor, and trace elements. Lithologic, geophysical logs, and pXRF data will be used to evaluate differences in the elemental composition of aquifer materials with depth with respect to geologic provenance including source and depositional history. The elemental composition of aquifer materials will be compared with the elemental composition of source terranes contributing alluvium to the basin. pXRF data will be interpreted using techniques, including principal component analysis, described by Groover and Izbicki (2019) to determine the geologic provenance (source) of aquifer materials and the potential for these materials to contain arsenic and other naturally occurring constituents of concern. Evaluation of the potential for these materials to contribute arsenic or fluoride to groundwater is discussed in Task 9 (not currently funded).

Water-level data from the wells will be collected quarterly and the water quality will be sampled once after installation (for this study) to evaluate depth-specific water quality. Water from the wells will be sampled for field parameters, major and minor ions, selected trace elements (including arsenic, chromium, and uranium), the stable isotopes δ18O and δD, and age-dating constituents, including tritium and carbon-14 (Table 1). Costs presented within this proposal are for a single multiple-well site.

Significant cost savings can be realized if drilling materials can be disposed of on-site or at an alternate site made available by the City. Additional boreholes may be drilled at the cooperator’s request if funding is available. Additional boreholes would allow characterization of depth-specific changes in water levels, aquifer properties, and groundwater chemistry (including isotopic composition and age) across subsurface features that may restrict flow within aquifers of interest.

Task 7. Nitrate Loads and Transformations in the Unsaturated Zone The hydraulic and chemical properties of the unsaturated-zone beneath residential areas with onsite wastewater treatment systems (OWTS: septic tanks) in the Mesquite Springs subbasin will be characterized using two unsaturated-zone monitoring sites drilled to slightly below the water table, estimated to be between 70 and 200 feet below land surface. Significant cost savings can be realized by utilizing a site with a shallower water table. The sites will be near a large and long-operating septic field and smaller, less dense septic field.

The borehole at selected sites will be drilled using the overburden drilling exploration (ODEX) method (Hammermeister and others 1986), which uses air instead of water as the drilling fluid; therefore, the water content and matric potential of the unsaturated zone (and samples collected from the unsaturated zone) are minimally altered during drilling. A suite of geophysical logs (including natural gamma, neutron, and electromagnetic-resistivity logs) will be collected from the borehole after drilling.

Drill cuttings will be collected every foot to define the lithology and stratigraphy at the site. Specific conductance measurements will be made in the field on extracts from drill cuttings. These data will help determine if there are any low-permeability layers may retard the downward movement of OWTS effluent. Perched (saturated) conditions that develop on these low permeability layers may promote reduction of nitrate if locally reduced conditions are present (Umari and others, 1993; Izbicki, Flint, and others, 2015).

Two-foot-long cores will be collected every five feet from the boreholes. Core material will be analyzed for physical properties and chemical constituents. Physical properties to be measured include

9 gravimetric water content, bulk density, and matric potential. Physical properties will be analyzed in the USGS San Diego Office laboratory using gravimetric methods for water content and bulk density. The volumetric water content will be calculated from bulk density and gravimetric water content data.

Matric potential will be measured gravimetrically using the filter paper technique (Campbell and Gee, 1986). Water extracts from cuttings will be prepared in the San Diego office and analyzed for soluble anions including chloride, fluoride, nitrate, nitrite, phosphate, and sulfate using ion-chromatography at the NWQL (Izbicki and others, 2000). Physical property data and chemical data (nitrate and chloride concentrations) will be used to evaluate the depth of penetration of OWTS effluent in the unsaturated zone and the mass of nitrate stored within the unsaturated zone. Matric potential data will be used to confirm that OWTS effluent is draining down towards the water table. Water content data will be used with chemical data to estimate chloride and nitrate concentrations within the unsaturated zone and the concentrations of these constituents reaching the water table.

The sites will be instrumented with a water-table piezometer equipped with a submersible pressure transducer to measure water levels in the shallow saturated zone. Three suction-cup lysimeters will be installed in the unsaturated zone at the shallowest depth believed to yield water based on drilling data, just above the water table and at the water table. An additional suction-cup lysimeter will be installed in the saturated zone below the depth of the piezometer. A road-rated vault, approximately 2-by-3-ft, will enclose the borehole at land surface. Upon completion, groundwater samples will be collected from the piezometers and suction-cup lysimeters. The piezometer samples will be analyzed for major and minor ions, selected trace elements (including fluoride, chromium, and arsenic), nutrients (including nitrate), dissolved organic carbon, wastewater indicators, and the stable isotopes of oxygen and hydrogen. The piezometer samples also will be analyzed for the stable oxygen and nitrogen isotope ratios of nitrate (δO18-NO3 and δ15N-NO3, respectively), and for dissolved gasses (including dissolved argon and nitrogen gas) to support interpretations of nitrogen isotopic data. Samples also will be collected and analyzed for the stable nitrogen isotope ratio of ammonia (δ15N-NH4, if present). Samples from the suction-cup lysimeters will be analyzed for similar constituents assuming they produce sufficient water for analyses.

It may be necessary to composite water from several samples to obtain sufficient volume for analyses.

Water samples also will be collected from within the OWTS holding tank and from the OWTS discharge mechanism (assuming it can be accessed). These samples will be analyzed for the same constituents as water from the piezometers, including the stable oxygen and nitrogen isotope ratios of nitrate (if present) and the stable nitrogen isotope ratio of ammonia. Samples from the OWTS holding tank and discharge will be compared with data from the water-table piezometer to determine nitrogen losses within the unsaturated and upper part of the saturated zone.

Data will be compared to similar data collected elsewhere in the Mojave Desert (Umari and others, 1993; Izbicki, Flint, and others, 2015) to evaluate the representativeness of the site and processes that act to remove nitrate from OWTS discharges. The mass of nitrate stored within the unsaturated zone will be compared to literature values for similar settings and evaluated with respect to the age and density of the septic system and the magnitude of septic discharges (estimated in the following section) to evaluate how nitrate presently stored within the unsaturated zone may impact future water quality within the basin.

Task 8. Estimates of Septic-Tank Discharge and Nutrient Flux Within the Twentynine Palms area there are no large-scale public wastewater treatment systems and businesses and residences typically rely on private OWTS to treat wastewater. These OWTS can contribute to water quality issues in groundwater basins when wastewater is discharged into the ground. Estimates will be made of septic tank discharge using land use, population, and infrastructure data (Izbicki and others, 2015). The timing of residential development, the age of septic tanks, and the timing of septic discharges in the area will be estimated. These data will be used with other data

10 collected during the study to investigate and estimate nutrient flux into the local groundwater systems due to the use of OWTS. The results from Izbicki, Flint, and others (2015) will be adapted to this area to estimate the lag in recharge from more recently installed OWTS and the lag in the water table drainage from existing OWTS to the water table.

Task 9. Arsenic and Fluoride Within Aquifer Materials and Groundwater In groundwater worldwide, arsenic and fluoride are the two geogenic (naturally occurring) contaminants of greatest public-health concern (World Health organization, 2006; Johnson and others, 2017).

Although arsenic concentrations in the surface discharge of public supply wells are less than the maximum contaminant level (MCL) of 10 micrograms per liter (µg/L; Metzger and others, 2015), some intervals penetrated by wells may contain arsenic concentrations that exceed the MCL. The MCL set by the U.S. Environmental Protection Agency (USEPA) for fluoride is 4 milligrams per liter (mg/L) while the State of California set the MCL at 2 mg/L. Fluoride concentrations in water from wells in the Twentynine Palms area can exceed 5 mg/L (Metzger and others, 2015) and is of concern to local water purveyors.

The TPWD is currently required to remove fluoride from water pumped from the Twentynine Palms Valley groundwater basin and has been granted a temporary variance for water produced in the Joshua Tree groundwater basin. High-fluoride concentrations in groundwater may result from a combination of geologic source materials, aqueous geochemistry, and hydrologic factors that include the migration of fluid from underlying aquifer zones near faults.

Worldwide, the most common arsenic-containing mineral is arsenopyrite (Smedley and Kinniburgh, 2002). Common fluoride-containing minerals include fluorite and fluorapatite (Dixon and Weed, 1989).

These minerals are dense with specific gravities of 3.2 or greater. Arsenopyrite has a metallic luster and fluorite and fluorapatite fluoresces blue under ultraviolet (UV) light. Drill cuttings and samples of surficial alluvium will be sorted by density to isolate the heavy (dense) mineral fraction. The heavy mineral fraction will be examined optically and hand-sorted to obtain arsenopyrite and fluorite mineral grains. The morphology of these mineral grains will be examined using scanning electron microscopy (SEM) to identify features consistent with weathering (dissolution pits and weathering rinds). The elemental composition of the minerals of interest will be obtained using energy-dispersive X-ray spectroscopy (EDS) interfaced with the SEM. Mineralogic and SEM data will be evaluated with respect to mineral saturation indexes calculated using the computer program PHREEQC (Parkhurst and others, 2013) to determine if arsenic-containing and fluoride-containing minerals are dissolving within the aquifer, thereby releasing these constituents, or if these constituents are derived from other sources such as fluid movement from underlying aquifer zones.
pXRF data from drill cuttings collected as part of this study and from surficial alluvium samples will be collected to evaluate geologic source terrains that may have contributed arsenic and fluoride to aquifer materials. Arsenic data will be compared with regional surface-sorptive chemistry to evaluate surfacesorptive processes that may control arsenic concentrations in groundwater under differing pH and redox conditions. These data will be used with existing geologic data, and subsurface geologic, geophysical (Groover and Izbicki, 2018; Izbicki and others, in review), and geochemical data collected as part of this study to identify areas and aquifer lithologies that may contribute high concentrations of arsenic and fluoride to wells in the Twentynine Palms area.

Task 10. Estimates of Basin Recharge
Groundwater recharge occurs as the result of infiltration of water through the unsaturated zone or movement from one aquifer to another. The Joshua Tree groundwater basin is isolated from other nearby groundwater basins by the Yucca barrier to the west and the Pinto Mountain Fault to the east and receives limited amounts of mountain-front recharge from the Pinto Mountains. Groundwater recharge from precipitation is small or non-existent in this arid area, leaving recharge from septic

11 discharge and mountain-fronts as primary sources of recharge in the basin. The quantification and tracking of recharged water are important to understanding the source of constituents in groundwater and the spatial trends in groundwater quality. The Basin Characterization Model (BCM; Flint and others, 2021) provides natural recharge estimates based on a monthly, gridded, regional water-balance model; the results provide an estimate of the spatial distribution of recharge across the basins over time that can be used to assess the potential for chemical transport through the unsaturated zone.

BCM may overestimate groundwater recharge from mountain front processes in desert areas (Faunt and others, 2015). Field data will be compared with BCM simulation results to constrain estimates of groundwater recharge calculated using BCM. Field data to constrain BCM estimates of recharge will be collected from four shallow borings to about 50 feet below land surface within selected washes. Two washes will be identified, and an upstream and downstream core site will be selected in each wash.

These sites will be identified from areas identified by the BCM as potential recharge sites. Cuttings from these cores will be analyzed for chloride and matric potential using techniques discussed previously. The concentration of chlorides at various depths within each core will be used along with water potential measurements to indicate where mountain front recharge is occurring and if it is penetrating to below the root zone and ultimately to below the water table. Comparisons of BCM estimates of ground water recharge with field data will be used to determine if recharge from infiltration of streamflow occurs along selected stream reaches and if BCM estimates of recharge need to be modified.

Task 11. Data Documentation, Reporting, Interpretation, and Publications Well-construction data, borehole-geophysical logs, water-quality data (including extractions from core material and cuttings) will be publicly available in on-line USGS data repositories, such as the National Water Information System (NWIS; https://waterdata.usgs.gov/nwis) and GeoLog Locator (https://webapps.usgs.gov/geologlocator/#!/). Reporting will include creating and maintaining a project web page, which will show study progress and be a centralized location to access the data collected during the study. It will provide direct links to access the data on NWIS and ScienceBase (https://www.sciencebase.gov), where a data release describing the well construction data, surfacegeophysical data and well-bore model will reside.

An interpretive report describing the physical and hydrologic characteristics of the Twentynine Palms groundwater basin, groundwater chemistry within the basin, and nitrate loads and transformations of the unsaturated zone associated with OWTS discharges will be prepared and published as a USGS Scientific Investigation Report. It will include evaluation of the data collected to evaluate the presence of high concentrations of arsenic and fluoride known to be present within the study area. The report will focus on present-day conditions, including estimates of present-day groundwater recharge and the age of water from wells with respect to the sustainability of groundwater withdrawals from the basin.

QUALITY ASSURANCE/QUALITY CONTROL
Water-quality data collection from groundwater sampling locations will follow the policies described in the Quality Assurance Plan for Water Quality Activities of the California Water Science Center. Quality control (QC) samples will include equipment blanks, field blanks, and sequential replicate samples. The number of quality-assurance samples will be about 15 percent of the number of water-quality samples collected for this study. As the number of water-quality samples may vary, dependent on a number of factors including access to sampling locations, time available for sampling, and changes in scope following initial data collection and analysis, the exact number of blank and replicate samples is currently estimated. Blank samples will be collected using blank water certified by the USGS National Water Quality Laboratory (NWQL). Field blanks will be collected at the field site under the same conditions as environmental samples. Data will be documented and released according to the Open

12 Data policies. Water level data will be reviewed according to USGS policies and procedures and as described in the CAWSC Quality-Assurance Plan for Groundwater Activities, prior to archival in NWIS.

Water-quality sampling will be designed and executed following procedures described in the Quality Assurance Plan for Water Quality Activities of the California Water Science Center. Field measurements of temperature, pH, specific conductance, and alkalinity (Table 1) will be recorded and entered into NWIS. Samples will be processed following techniques described in the USGS National Field Manual (USGS, variously dated). Constituents for sampling and laboratory analysis include: DOC, nutrients, silica, select major/minor ions and trace elements, and carbon-14 age dating (NWQL); water isotopes, nitrate isotopes, and tritium (USGS Stable Isotope Lab, Reston, VA). Environmental water-quality samples collected will be added for quality control purposes based on the current understanding of the quality of the data. These samples will include equipment blanks, field blanks, and sequential replicates, and will be targeted for selected analyte groups as needed.

DOC, nutrient, and trace element results from the NWQL will be reviewed in context with project QC samples (blanks and replicates) to determine whether sampling procedures biased any results. Any environmental samples >10% different from replicate samples will be considered for rejection if the source of the difference cannot be identified. Any environmental samples associated with blank hits over two times the laboratory reporting level will be qualified prior to approval or rejected. In addition, nutrient blind samples analyzed at the NWQL by the Quality Systems Branch (QSB) will be utilized to evaluate laboratory performance over the project and any samples analyzed during a timeframe when the laboratory may have introduced bias of ±5 percent will be re-analyzed if possible or rejected if reruns at NWQL are not possible due to holding time violations.

Stable isotope results from the Reston Stable Isotope Lab (RSIL) will be reviewed in context with project QC samples (blanks and replicates) to determine if sampling procedures biased any results. Any environmental samples >10% different from replicate samples will be considered for rejection if the source of the difference cannot be identified. In addition, daily reference waters stored in LIMS-LSI will be utilized to evaluate laboratory performance and samples analyzed during a timeframe when the laboratory may have introduced bias of ±5 percent will be re-analyzed if possible or rejected if reruns at the RSIL are not possible due to holding time violations. Tritium and carbon isotopes results will be reviewed in context with replicate QC samples to determine if sampling procedures biased any results.

As part of the data analysis and quality-assurance Data-Quality Indicator codes will be set appropriately following standard USGS data verification and validation procedures prior to archival in NWIS.

LABORATORY EVALUATION PLAN
All water quality samples will be sent to the NWQL or RSIL. Results obtained from water, air, sediment, and environmental samples analyzed at USGS and other analytical laboratories and published in USGS information products must meet the documentation standards required in the USGS manual. NWQL, NWQL contract laboratories, and laboratories accredited to relevant national or international standards (introduced in OWQ Technical Memorandum 2002.05) are classified as Level 1 for methods that subscribe to either the Branch of Quality Systems (BQS) Blind Sample Projects or other independent proficiency test (PT) sample studies for the analytes of interest. Additionally, laboratories that provide project analytical results with directly corresponding set- or run-specific internal quality-control data and information may be considered Level 1 when the targeted analytes, quality controls, and analytical performance meet project objectives.

The USGS manual requires the documentation of data quality and is the basis for this memorandum.

This memorandum describes how Fundamental Science Practices are met for laboratory results and

13 reiterates the need for review and approval of results obtained from service laboratories as a policy of the WMA. This policy applies to results provided to WMA supported projects by USGS laboratories and other laboratories. This memorandum recommends flexible and relatively simple guidelines for assessing laboratory capability that relies, in most cases, on performance data and information rather than laboratory inspections. This guidance can be applied in combination with a user’s knowledge about a service laboratory and method performance to produce confidence in results.

The USGS must evaluate the laboratory data we use to ensure that it meets the requirements of our projects and programs, as per OWQ TM 2007.01. CAWSC staff may follow an abridged process that fulfills the USGS policy objectives in a manner both practical and beneficial to our projects. Guidance for the abridged process is divided into three steps:

1. Document the project specific DQOs for laboratory performance.

2. Monitor laboratory performance through the use of QC data.

3. Prepare and submit laboratory evaluation package for review and approval.

PRODUCTS
A project web site will be created to provides links to the data collected and updates on progress made during the study (see Task 11 for details). A final report summarizing the findings of the project will be provided to the City of Twentynine Palms in the form of a USGS Scientific Investigations Report. Data that are not able to be stored in NWIS will be released as a USGS data release. All scientific and technical reports and publications will undergo USGS internal review.

FIGURES
Figure 1. Location of groundwater and surface-water basins near Twentynine Palms, California.

14 Figure 2. North to south cross section of Deadman and Mesquite subbasins near Twentynine Palms, California (Li and Martin, 2011).

15 Figure 3. North to south cross section of Deadman and Mesquite subbasins near Twentynine Palms, California (Li and Martin, 2011).

TIMELINE
Task Task name FY2026 FY2027 FY2028 FY2029 FY2030
1 Review of existing data X
2 Baseline Water Quality X
3 Well-bore flow logging and
depth-dependent QW X
4 Well-bore Flow and Transport
Model X
5 Surface geophysics X
6 Multiple-Well Monitoring Site
Installation and Data
Collection X X X
7 Nitrate Loads and
Transformations in the
Unsaturated Zone X X X
8 Estimates of septic tank
discharge and nutrient flux X
9 Arsenic and fluoride X X

16 10 Estimates of basin recharge X X
11 Data documentation, reports,
and writing X X X X X

PERSONNEL
This project will employ a GS-12 physical scientist (project management, data interpretation, reporting), a GS-11 hydrologist (project management, field work, sample handling, data management, reporting), five GS-11 hydrologic technicians (field work, sample handling, office work, drilling), one GS-9 geographer (data interpretation and management, reporting), one GS-9 hydrologic technician (field work, sample handling), one GS-7 hydrologic technician (drilling), one GS-5 hydrologic technician (sample handling and data management) and staff from the research drilling program. All personnel are employed by CAWSC and will be coordinating and collaborating with the City of Twentynine Palms throughout the study. The project will also contract with personnel from the Geology, Mineral, Energy, and Geophysics Science Center for geophysical studies.

BUDGET SUMMARY
The total cost of the proposed work is $2,431,9988. The U.S. Geological Survey may have funding available to share these costs from Cooperative Matching Funds (CMF) available through congressional appropriations. Costs below are based on the CMF availability of 25% for eligible labor and travel in the following budget table:

FY2026 FY2027 FY2028 FY2029 FY2030 Total
Task 1: Review of existing data $32,585 $0 $0 $0 $0 $32,585 Task 2: Baseline Water Quality $81,789 $0 $0 $0 $0 $81,789 Task 3: Well-bore flow logging and
depth-dependent QW (two wells) $0 $172,140 $0 $0 $0 $172,140 Task 4: Well-bore Flow and Transport
Model $0 $0 $30,876 $0 $0 $30,876
Task 5: Surface geophysics $114,123 $0 $0 $0 $0 $114,123 Task 6: Multiple-Well Monitoring Site
Installation and Data Collection $0 $707,866 $20,832 $14,352 $0 $743,050 Task 7: Nitrate Loads and
Transformations in the Unsaturated
Zone
$0 $655,967 $121,972 $28,358 $0 $806,297
Task 8: Estimates of septic tank
discharge $0 $23,925 $0 $0 $0 $23,925
Task 9: Arsenic and fluoride within
aquifers and groundwater $0 $0 $29,179 $47,829 $0 $77,008 Task 10: Estimates of basin recharge $0 $190,616 $10,250 $0 $0 $200,866 Task 11: Data documentation, reports,
and writing $5,863 $1,383 $1,452 $50,225 $90,406 $149,329 Total $234,360 $1,751,857 $214,561 $140,764 $90,406 $2,431,988 USGS CMF $33,828 $81,879 $34,378 $26,980 $18,081 $195,146 Cooperator Total $200,532 $1,670,018 $180,183 $113,784 $72,325 $2,236,842

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World Health Organization, 2006, Managing the quality of drinking-water sources: Section 1, In: Schmoll, O; Howard, G; Chilton G (eds.). Protecting Groundwater for Health: Managing the Quality of Drinkingwater. IWA Publishing, London, 152 p., ISBN 92 4 154668 9.

STAFF REPORT
TO: City Council
FROM: Community Development Director
FOR MEETING: Oct 14 2025
SUBJECT: Finding of Convenience and Necessity for 71243 Twentynine Palms Highway.

RECOMMENDATION:

The City Council approve Resolution 25-____ approving a finding of Public Convenience and Necessity in accordance with the Alcohol Beverage Control regulations.

ORDER OF PROCEDURE:

Staff Report (Community
Development Director Presenting)
Council Questions of Staff
Receive Public Comment
Council Discussion
Motion/Second
Discussion on Motion
Call the Question
ATTACHMENTS:
• Census tracts and location identified
• IMG_8401
•
Existingplans_72143TwintyninePalmsHwyTwnetyninePalmsCa92277 • Resolution - 71243 Twentynine Palms Highway
BACKGROUND:

The building located at the southwest corner of Manzanita Avenue and Highway 62 (71243 Twentynine Palms Highway) is the site of the former KB Mart and Break-n-Run bar / billiard hall.

All business licenses for this location were expired / cancelled approximately two years ago, so all land use entitlements have also expired.

It should be noted that, under normal circumstances, no building permits or modifications to any buildings are allowed without a land use approval. Given the condition of the building, the Community Development Director allowed a re-roof permit to be processed with the Building and Safety Department.

The applicant for this project, Mr. Moussa Toumeh, has indicated that only the front portion of the building is to be renovated for a new convenience store / liquor store. The location of the bar in the rear of the building is not up for decision or any further permitting at this time. Any request for the re-use of that portion of the building will also require a new land use entitlement.

ABC allocates a certain amount of On-Sale (for consumption on-premises - such as bars / restaurants) and OffSale (for consumption off-premises - such as grocery stores and liquor stores) per Census Tracts established by the U.S. Census. It should be noted that both On-Sale and Off-Sale categories include both the Beer & Wine only category as well as the Full Liquor (including hard spirits) category.

Mr. Moussa Toumeh has applied for a Type 21 ABC license, which is Off-Sale General (allowing for beer, wine, and spirits for consumption off-premises). According to ABC, 3 active off-sale licenses are allowed in this Census Tract, and this additional license would require a finding a Public Convenience or Necessity. The other existing licenses in this Census Tract are Stater Brothers, Dollar General, and Grocery Outlet.

Since this location was the previous site of a liquor store / convenience store, Staff has no objection to the addition of this license.

ENVIRONMENTAL:

None.

ALTERNATIVES:

The City Council could choose not to approve the Finding of Public Convenience or Necessity, thus denying the alcohol license for this location.

FISCAL IMPACT:

None.

United States Census Tracts in Twentynine Palms
Census Tract Authorizations for
Census Tract 104.15
On-Sale Off-Sale
4 3
71243 Twentynine Palms Highway

TWENTYNINE PALMS HWY MANZANITA AVE.

HATCH ROAD

Attachment A
1 CITY OF TWENTYNINE PALMS

CITY COUNCIL
RESOLUTION NO. 25-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TWENTYNINE

PALMS APPROVING A FINDING OF CONVENIENCE AND NECESSITY FOR FOR 71243 TWENTYNINE PALMS HIGHWAY (APN: 0616-291-03)
WHEREAS, the City of Twentynine Palms General Plan was adopted by the City Council in April of 2012; and
WHEREAS, title 19 (Development Code) of the Municipal Code of the City of Twentynine Palms was adopted by the City Council on April 12, 1988, and subsequently amended upon the recommendation of the Planning Commission; and updated on July 26, 2016; and
WHEREAS, the Development Code allows for alcohol-related businesses in a variety of zones with Site Plan Reviews or Administrative Use Permits in most commercial zones; and WHEREAS, the California Department of Alcohol Beverage Control establishes a certain amount of liquor licenses per U.S. Census Tract; and
WHEREAS, the site of the former KB Mart (71243 Twentynine Palms Highway) is within U.S. Census Tract No. 104.15; and
WHEREAS, U.S. Census Tract No. 104.15 allows for 3 off-sale alcohol licenses; and WHEREAS, the applicant, Mr. Moussa Toumeh, is requesting a Type 21 off-sale ABC license, which would cause an over-concentration of off-sale licenses in this Census Tract; and, WHEREAS, the historic use of this building, and the consistency with the Development Code lend to the conclusion that this is an appropriate place for a convenience store / liquor store; and
WHEREAS, the addition of this off-sale license will not be detrimental to the health and safety of the City or the general area.

NOW, THEREFORE, BE IT RESOLVED that the Twentynine Palms City Council hereby determines it acceptable that a Finding of Convenience or Necessity be made for the addition of a Type 21 Off-Sale license at 71243 Twentynine Palms Highway.

PASSED, APPROVED and ADOPTED this _______ day of ___________, 2025.

_____________________________
Steven Bilderain, Mayor
ATTEST:
______________________________
Cindy Villescas, CMC, City Clerk

Attachment A
2 I hereby certify that the foregoing is a true copy of Resolution No. 25-_____, introduced and duly adopted by the City Council of the City of Twentynine Palms in a meeting held on 14th day of October, 2025, in Twentynine Palms, California by the following vote, to wit.

AYES: COUNCILMEMBER:

NOES: COUNCILMEMBER:

ABSENT: COUNCILMEMBER:

ABSTAIN: COUNCILMEMBER:
________________________________
Cindy Villescas, CMC, City Clerk

STAFF REPORT
TO: City Council
FROM: Finance Technician
FOR MEETING: Oct 14 2025
SUBJECT: Approval of Warrant Register Totaling $1,401,228.93.

ATTACHMENTS:
• Approval of Warrant Register
Totaling $1,401,228.93

Check Date
Warrant Register
PPBI Gen Chkng

CITY OF TWENTYNINE PALMS
Vendor
WARRANT DATE: 10-14-25
Check / Payment
0021088 9/10/2025 [2809] ACTION INDUSTRIAL SUPPLY 760.97 0021089 9/10/2025 [1005] AFLAC 648.86
0021090 9/10/2025 [3861] AMERICAN MUSIC PRODUCTIONS 2,000.00 0021091 9/10/2025 [1008] ANIMAL ACTION LEAGUE INC 2,421.00 0021092 9/10/2025 [1037] BURRTEC WASTE & RECYCLING (2692) 5,923.50 0021093 9/10/2025 [1070] CNTY SAN BERDO CLERK BRD SUPERVISORS 50.00 0021094 9/10/2025 [2957] CRM TECH 1,685.00
0021095 9/10/2025 [3693] DANNI'S DEN DESIGNS 390.00
0021096 9/10/2025 [1080] DAVID EVANS AND ASSOCIATES INC 9,452.38 0021097 9/10/2025 [1087] DESERT HARDWARE (0301) 838.21
0021098 9/10/2025 [1106] FRONTIER 187.67
0021099 9/10/2025 [1106] FRONTIER 468.80
0021100 9/10/2025 [3732] FUSE CONNECT, LLC. 1,875.00
0021101 9/10/2025 [3000] GRANICUS 2,047.50
0021102 9/10/2025 [1341] HI-DESERT AIR INC (0336) 200.00 0021103 9/10/2025 [2164] INNOVATIVE FEDERAL STRATEGIES LLC 4,300.00 0021104 9/10/2025 [1140] JOSHUA TREE NATIONAL PARK COUNCIL FOR THE 3,750.00 0021105 9/10/2025 [1150] MARK SPEER AUTOMOTIVE (2109) 1,677.07 0021106 9/10/2025 [1163] MOJAVE DESERT AIR QUALITY MGMT DIST 385.00 0021107 9/10/2025 [1228] NCSI 481.00
0021108 9/10/2025 [3884] ODP BUSINESS SOLUTIONS LLC 121.21 0021109 9/10/2025 [0001] ONE TIME VENDOR - MADISON TREADWELL 158.38 0021110 9/10/2025 [0001] ONE TIME VENDOR - GAVIN KIRKER 372.94 0021111 9/10/2025 [1203] REACH OUT MORONGO BASIN 16,875.00 0021112 9/10/2025 [1230] SCE 26,684.42
0021113 9/10/2025 [0304] JAMES THOMPSON 166.38
0021114 9/10/2025 [1259] TWENTYNINE PALMS WATER DISTRICT 751.01 0021115 9/10/2025 [1272] VCA YUCCA VALLEY 492.97
0021116 9/10/2025 [1287] XEROX FINANCIAL SERVICES 188.71 0021117 9/11/2025 [3943] JAZMAN DELGADO 500.00
0021118 9/17/2025 [3877] AMERITAS LIFE INSURANCE CORP 3,277.60 0021119 9/17/2025 [3877] AMERITAS LIFE INSURANCE CORP 598.32 0021120 9/17/2025 [1014] ARROWHEAD CREDIT UNION 16,256.82 0021121 9/17/2025 [3629] MITA BARTER 190.00
0021122 9/17/2025 [3919] BECARBCOMPLIANT 1,175.00
0021123 9/17/2025 [1048] CARL OTTESON'S CERTIFIED BACKFLOW (2602) 1,250.00 0021124 9/17/2025 [1038] CMRSFP 900.00
0021125 9/17/2025 [3693] DANNI'S DEN DESIGNS 21.55
0021126 9/17/2025 [1087] DESERT HARDWARE (0301) 66.07
0021127 9/17/2025 [3933] FOSTER & FOSTER CONSULTING ACTUARIES, INC. 1,800.00 0021128 9/17/2025 [3848] FRIENDS OF THE HISTORIC PLAZA 6,000.00 0021129 9/17/2025 [1106] FRONTIER 105.95
0021130 9/17/2025 [3890] HR GREEN PACIFIC, INC. 7,937.45 Run: 10/09/2025 at 2:51 PM Page: 1

0021131 9/17/2025 [1144] JAMES W (2985) KYLE 1,620.00
0021132 9/17/2025 [2367] MIDAMERICA 504.00
0021133 9/17/2025 [1167] MORONGO UNIFIED SCHOOL DISTRICT 9,689.05 0021134 9/17/2025 [1182] NV5 INC (8793) 318.75
0021135 9/17/2025 [1186] OLD DOMINION BRUSH 8,489.23
0021136 9/17/2025 [0001] ONE TIME VENDOR - LOWER COMMON DESIGN, LLC 240.29 0021137 9/17/2025 [2499] RACKSPACE US, INC 1,213.43
0021138 9/17/2025 [1213] SAN BERNARDINO CO SHERIFFS DEPT 499,615.25 0021139 9/17/2025 [1230] SCE 12,216.92
0021140 9/17/2025 [3186] STILES ANIMAL REMOVAL INC. 1,200.00 0021141 9/17/2025 [1178] T-MOBILE 45.11
0021142 9/17/2025 [2201] TRANSUNION RISK AND ALTERNATIVE 75.00 0021143 9/17/2025 [1255] TURF STAR INCORPORATED 898.78
0021144 9/17/2025 [1259] TWENTYNINE PALMS WATER DISTRICT 5,953.58 0021145 9/17/2025 [1269] VALIC C/O JP MORGAN CHASE 2,229.35 0021146 9/17/2025 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 659.91 0021147 9/17/2025 [1277] WATERLINE TECHNOLOGIES INC 2,909.25 0021148 9/24/2025 [3869] CATALIS PUBLIC WORKS & CITIZEN ENGAGEMENT, 4,488.78 0021149 9/24/2025 [1052] CHARLES ABBOTT ASSOCIATES INC 34,607.48 0021150 9/24/2025 [0546] DAVID MARK DALY 80.00
0021151 9/24/2025 [1307] DESERT FIRE EXTINGUISHER CO INC (0133) 385.26 0021152 9/24/2025 [3850] DESERT PUBLICATIONS INC 11,940.00 0021153 9/24/2025 [3945] ESPINOSAS READY TO LABOR LLC 600.00 0021154 9/24/2025 [1107] FULTON DISTRIBUTING 1,415.08
0021155 9/24/2025 [1148] LIEBERT CASSIDY WHITMORE 900.00 0021156 9/24/2025 [3874] LINCOLN FINANCIAL GROUP 1,830.88 0021157 9/24/2025 [1167] MORONGO UNIFIED SCHOOL DISTRICT 25,169.76 0021158 9/24/2025 [3884] ODP BUSINESS SOLUTIONS LLC 428.92 0021159 9/24/2025 [0001] ONE TIME VENDOR - WILLIAM CUNNINGHAM 19.00 0021160 9/24/2025 [0001] ONE TIME VENDOR - KARMA TNS, P.C. 113.99 0021161 9/24/2025 [0001] ONE TIME VENDOR - KARMA DOCTORS & 227.98 0021162 9/24/2025 [1231] PRIMO BRANDS 734.67
0021163 9/24/2025 [1216] SAN BERNARDINO CO FIRE DEPARTMENT 6,212.44 0021164 9/24/2025 [2396] SAN BERNARDINO COUNTY-CSA 657.88 0021165 9/24/2025 [1230] SCE 2,185.25
0021166 9/24/2025 [3944] SINGLE AUDIT RESOURCE CENTER 125.00 0021167 9/24/2025 [3056] SOAP SUDS CLEANING SERVICE (9049) 2,627.00 0021168 9/24/2025 [1229] SOUTHERN CA ASSOC OF GOVT 3,935.00 0021169 9/24/2025 [1249] SPECTRUM 199.99
0021170 9/24/2025 [1249] SPECTRUM 35.11
0021171 9/24/2025 [1249] SPECTRUM 45.42
0021172 9/24/2025 [1249] SPECTRUM 130.00
0021173 9/24/2025 [1249] SPECTRUM 159.63
0021174 9/24/2025 [1249] SPECTRUM 1,179.00
0021175 9/24/2025 [1249] SPECTRUM 119.99
0021176 9/24/2025 [1249] SPECTRUM 119.99
0021177 9/24/2025 [1249] SPECTRUM 149.99
0021178 9/24/2025 [0531] AMY TESSIER 79.38
0021179 9/24/2025 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 321.20 0021180 9/24/2025 [1272] VCA YUCCA VALLEY 326.36
0021181 9/24/2025 [1273] VERIZON WIRELESS 800.77
Run: 10/09/2025 at 2:51 PM Page: 2

0021182 9/24/2025 [2528] WELLS FARGO VENDOR FIN SERV 121.71 0021183 10/01/2025 [2086] 29 PALMS COMMUNITY FOOD PANTRY & OUTREACH 24,375.00 0021184 10/01/2025 [1530] 9 PALMS INN (2311) 35.67
0021185 10/01/2025 [1001] LORI (8411) ABDELNOUR 1,475.00 0021186 10/01/2025 [3581] ADVANCED IMAGING SOLUTIONS 572.03 0021187 10/01/2025 [2680] AIS 191.98
0021188 10/01/2025 [3121] AMERICAN EXPRESS 1,631.48
0021189 10/01/2025 [1007] ANDY'S LANDSCAPE AND TREE SERVICE (3803) 1,975.00 0021190 10/01/2025 [1017] AUTOZONE (0842) 163.94
0021191 10/01/2025 [3709] CA STATE DISBURSEMENT UNIT 218.00 0021192 10/01/2025 [3752] CLAIRE M GROW 100.00
0021193 10/01/2025 [1079] DATA TICKET INC 619.03
0021194 10/01/2025 [1081] STEPHEN F DAVIS 600.00
0021195 10/01/2025 [1106] FRONTIER 171.58
0021196 10/01/2025 [1106] FRONTIER 126.07
0021197 10/01/2025 [1107] FULTON DISTRIBUTING 5,381.78
0021198 10/01/2025 [1125] HDL COMPANIES 1,415.19
0021199 10/01/2025 [2183] JOE A GONSALVES & SON 3,000.00 0021200 10/01/2025 [3660] KIMBERLY K. JOHNSON 1,282.00
0021201 10/01/2025 [1149] LLOYD PEST CONTROL CO INC (8202) 519.00 0021202 10/01/2025 [1150] MARK SPEER AUTOMOTIVE (2109) 1,042.81 0021203 10/01/2025 [0175] DANIEL MINTZ SR 204.55
0021204 10/01/2025 [1167] MORONGO UNIFIED SCHOOL DISTRICT 13,826.40 0021205 10/01/2025 [1171] NATIONAL BAND AND TAG COMPANY 290.16 0021206 10/01/2025 [1177] NEWCO DISTRIBUTORS INCORPORATED 2,049.45 0021207 10/01/2025 [3884] ODP BUSINESS SOLUTIONS LLC 27.68 0021208 10/01/2025 [0001] ONE TIME VENDOR - PRETTY PALETTE, LLC 73.47 0021209 10/01/2025 [2582] OREILLY 1,711.31
0021210 10/01/2025 [2231] PAYCHEX INC 1,311.03
0021211 10/01/2025 [1192] PETTY CASH/CH 1,255.00
0021212 10/01/2025 [0564] APRIL RAMIREZ 608.77
0021213 10/01/2025 [1212] RUTAN AND TUCKER 44,282.30
0021214 10/01/2025 [2268] SAN BERNARDINO COUNTY-RADIO 118.58 0021215 10/01/2025 [1230] SCE 48.70
0021216 10/01/2025 [1243] THE GAS COMPANY 594.45
0021217 10/01/2025 [1259] TWENTYNINE PALMS WATER DISTRICT 223.30 0021218 10/01/2025 [1269] VALIC C/O JP MORGAN CHASE 2,229.35 0021219 10/01/2025 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 129.25 0021220 10/01/2025 [0171] CYNTHIA VILLESCAS 204.55
0021221 10/01/2025 [1744] YUNEX LLC 900.00
0021222 10/06/2025 [1191] PELICAN CLUB 140.00
0021223 10/06/2025 [1259] TWENTYNINE PALMS WATER DISTRICT 146.37 0021224 10/08/2025 [1506] A NEW CREATION FLOWERS & GIFTS (2187) 75.97 0021225 10/08/2025 [3581] ADVANCED IMAGING SOLUTIONS 198.62 0021226[VOID] 10/08/2025 [3948] ALEXANDER XAVIER CHARLES 700.00 0021227 10/08/2025 [3947] ANDREA DE VARONA 500.00
0021228 10/08/2025 [1008] ANIMAL ACTION LEAGUE INC 2,289.00 0021229 10/08/2025 [3591] AVCOM SERVICES 585.00
0021230 10/08/2025 [0525] ADESSA BIGLER 201.00
0021231 10/08/2025 [1037] BURRTEC WASTE & RECYCLING (2692) 103.08 0021232 10/08/2025 [1053] CINTAS CORPORATION (8315) 1,451.10 Run: 10/09/2025 at 2:51 PM Page: 3

0021233 10/08/2025 [1087] DESERT HARDWARE (0301) 828.52 0021234 10/08/2025 [2194] DIVISION OF THE STATE ARCHITECT 92.80 0021235 10/08/2025 [1102] FORENSIC DTS INC 493.85
0021236 10/08/2025 [1106] FRONTIER 187.67
0021237 10/08/2025 [1106] FRONTIER 466.53
0021238 10/08/2025 [1106] FRONTIER 11.63
0021239 10/08/2025 [1109] GALLS LLC 274.69
0021240 10/08/2025 [1122] GOLD MOUNTAIN CA NEWS MEDIA 734.75 0021241 10/08/2025 [2164] INNOVATIVE FEDERAL STRATEGIES LLC 4,300.00 0021242 10/08/2025 [3742] JOSEPH NEWTON-CANDELARIA 2,000.00 0021243 10/08/2025 [3946] JAMES W MELLIN 1,330.00
0021244 10/08/2025 [1165] MORONGO BASIN CULTURAL ARTS COUNCIL 3,000.00 0021245 10/08/2025 [1167] MORONGO UNIFIED SCHOOL DISTRICT 4,569.60 0021246 10/08/2025 [1175] AARON NEVEU 1,244.00
0021247 10/08/2025 [3884] ODP BUSINESS SOLUTIONS LLC 527.69 0021248 10/08/2025 [0001] ONE TIME VENDOR - iPERMIT 267.05 0021249 10/08/2025 [1036] PARKER'S BUILDING SUPPLY 29 PALMS (8036) 487.29 0021250 10/08/2025 [3382] PARTY LIFE PHOTO BOOTH 1,420.00 0021251 10/08/2025 [3788] PUBLIC AGENCY RISK MANAGEMENT ASSOCIATION 300.00 0021252 10/08/2025 [2499] RACKSPACE US, INC 1,213.43
0021253 10/08/2025 [3940] ROADRUNNER PRINT AND SHIP 1,004.21 0021254 10/08/2025 [3838] SARA M. LYONS, SCORPION LOLLIPOP LLC 70.00 0021255 10/08/2025 [1230] SCE 32,553.93
0021256 10/08/2025 [3590] SOUTHWEST PROTECTIVE 2,592.00 0021257 10/08/2025 [1356] THEATRE 29 (0507) 900.00
0021258 10/08/2025 [2201] TRANSUNION RISK AND ALTERNATIVE 75.00 0021259 10/08/2025 [1259] TWENTYNINE PALMS WATER DISTRICT 6,848.22 0021260 10/08/2025 [1270] VALLEY INDEPENDENT PRINTING 54.38 0021261 10/08/2025 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 485.96 0021262 10/08/2025 [1284] WONDER ELECTRIC COMPANY (0052) 564.42 0021263 10/08/2025 [1287] XEROX FINANCIAL SERVICES 188.71 0021264 10/08/2025 [3948] ALEXANDER XAVIER CHARLES 700.00 457DC083125 9/04/2025 [1044] CALPERS 1,466.91
457DC091425 9/18/2025 [1044] CALPERS 1,466.91
ACR092725 9/27/2025 [2126] ANIMAL CONTROL 25.00
CCF090925 9/09/2025 [2412] CREDIT CARD FEES 2,944.84
EFT 9/05/2025 95,860.18
EFT 9/05/2025 4,349.37
EFT 9/19/2025 96,719.61
EFT 10/03/2025 93,740.25
EFT 10/03/2025 739.22
GA083125 9/04/2025 [1055] PAYROLL 1,178.23
GA091425 9/18/2025 [1055] PAYROLL 1,178.22
HP090425 9/04/2025 [1044] CALPERS 33,660.37
INV11149441 9/22/2025 [2231] PAYCHEX INC 495.57
INV31400029 9/12/2025 [2231] PAYCHEX INC 117.50
NWDC083125 9/04/2025 [1173] NATIONWIDE RETIREMENT SOLUTIONS 2,170.26 NWDC091425 9/18/2025 [1173] NATIONWIDE RETIREMENT SOLUTIONS 2,170.26 NWODC083125 9/04/2025 [1172] NATIONWIDE RETIREMENT SOLUTIONS OB 145.21 NWODC091425 9/18/2025 [1172] NATIONWIDE RETIREMENT SOLUTIONS OB 38.64 PRTX090525 9/04/2025 [1055] PAYROLL 21,901.28
Run: 10/09/2025 at 2:51 PM Page: 4

PRTX091925 9/18/2025 [1055] PAYROLL 21,337.71
RCPPE083125 9/04/2025 [1044] CALPERS 22,240.25
RCPPE091425 9/18/2025 [1044] CALPERS 405.34
RCPPE091425 9/18/2025 [1044] CALPERS 22,240.25
RDR090525 9/05/2025 [3682] RECDESK LLC 1.74
RDR092325 9/23/2025 [3682] RECDESK LLC 91.86
RDR092525 9/25/2025 [3682] RECDESK LLC 227.52
RDR093025 9/30/2025 [3682] RECDESK LLC 243.55
WIREHRA09162 9/16/2025 [2367] MIDAMERICA 7,130.00
Approved by: Date:

Total Checks: 1,401,228.93
Run: 10/09/2025 at 2:51 PM Page: 5

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Oct 14 2025
SUBJECT: Preserving City Services and Preliminary Research on a 2026 Tax Measure.

RECOMMENDATION:

The City Council authorize the City Manager to work with the City Attorney's office to negotiate and execute a professional services agreement with Probolsky Research in the amount of $22,500.00. Authorize the City Manager work with the City Attorney's office to negotiate and execute a professional services agreement with Lew Edwards Group in the amount of $74,750.00. Authorize the City Manager to up to $25,000 in community outreach and education.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Receive Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• 2025-09-27 LEG
TwentyninePalms.2025.LEG.DRAFT
• 2025-09-27 LEG
TwentyninePalms.ExhibitA.B
• 2025-09-19 CLIFFORD MOSS
29Palms+CM 2025Propsal
091925vF
• 2025-09-22 Props and Measures
P&M_Twentynine Palms
proposal.FINAL[1]
• 2025-09-19 GrassrootsLab
Twenty-Nine Palms Proposal

9.19.25 • 2025-09-30 William Berry 9 29
Twentynine Palms Proposal
• 2025-08-05 Probolsky Research - Page 77 of 293
City of Twentynine Palms -
Proposal[2]
• 2023-11-15 Probolsky Research -
City of Twentynine Palms - Sales
Tax Voter Poll - Results
Presentation
BACKGROUND:

Prior to the passing of Proposition 13 in 1973, property taxes throughout the State made up approximately 90% of cities’ and counties’ local tax revenue. Since 1973, property tax throughout the State contributes less than 66% of cities’ and counties’ tax revenue. Within Twentynine Palms, property taxes contribute approximately 23% of total city revenues.

As costs continue to rise, cities must identify new sources of revenue to prevent reducing the number and quality of city services. Within the last five years, the Town of Yucca Valley, Cities od Palm Desert, Indio, and Cathedral City have passed sales tax measures. These measures have been vital in helping cities keep up with rising costs, maintain current levels of service, and in some cases enabling the City to afford new services to meet resident needs. Without these tax measures, cities would be forced to reduce or eliminate often key quality-of-life services.

Despite significant efforts to improve economic conditions within the City of Twentynine Palms, City revenues have remained flat and are projected to either remain flat or slightly decline. Flat or declining revenues are not unique to Twentynine Palms but are rather symptomatic throughout the State. Despite consistent efforts to “tighten the belt”, operating expenses continue to increase.

Staff believes that a 1% sales tax measure is something the City Council must at least consider as a possible means to fund a new animal shelter and maintain or improve core city services such as road maintenance, parks, law enforcement, and overall City services. To assist Staff in understanding community needs and preferences, Staff recommends engaging an outreach consultant. Outreach consultants provide vital support in interpreting community surveys, providing educational information, and answering community questions. This will enable the City Council to meaningfully consider the possibility of a sales tax measure. To emphasize, the City Council has not had any discussions on such a measure. Rather, the purpose of the current recommendation is to enable the City Council to evaluate whether to even consider such a proposal, and in order for it to do so background data including information related to how the community might view such a proposal is required. Towards that end, Staff proposes engaging consultants as noted below.

Community Needs Assessment
Beginning in 2021, the City began utilizing Probolsky Research (PR) on a variety of issues. For instance, in November 2023, PR shared research results with the City Council, as documented in the attached 2023-11-15 Probolsky Research report, which shared residents’ opinions on a range of topics.

These topics included questions as broad as how was the City doing to what services are most important to residents. The survey also explored what services residents believe should be maintained or augmented through the use of a sales tax measure. Staff has interviewed PR with the foregoing in mind and feels it has the qualifications necessary to assist at this time. Therefore, Staff is recommending that the City Council reengage Probolsky Research at a cost of $22,500. Survey results will be invaluable in helping the City Council and staff understanding resident priorities and the viability of a 2026 1% sales tax measure.

Community Outreach Consultant

Staff interviewed five highly rated California outreach consultants. Each submitted a proposal. After the careful review of each proposal, and based on Staff’s assessment of the City Council and community needs and regional market experience, Staff is recommending the City engage Lew Edwards Group.

Given Clifford Moss’s professional approach and comprehensive proposal, Staff would also support Clifford Moss.

In all cases, the cost of consultant outreach does not include voter sentiment research, graphic design, printing, bulk postage, digital advertising, or USPS processing fees. These costs have yet to be determined and would be incurred by the City based on our residents’ specific needs. Staff requests an initial communications budget of $25,000.

The following is a table summarizing the relative cost of the five proposals. 2026 Tax Measure Community Outreach and Engagement Cost Summary
Consultant
Monthly
Cost
Not to
Exceed
Potential
Engagement
Length (in
months)
The Lew Edwards Group
$
5,750
$
74,750 12
Clifford Moss
$
8,000
$
74,800 9
Grassroots Labs
$
6,000
$
54,000 9
Underdog Campaigns
$
7,500
Not
provided Not specified
Props and Measures
$5,000 +
$20,000
flat fee
Not
provided Not specified
Note: Monthly consultant costs and not-to-exceed amounts do not include voter sentiment research, graphic design, printing, bulk postage, digital advertising, or USPS processing fees which would be paid for by the City.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The City Council could choose not to pursue a tax measure.

FISCAL IMPACT:

Reserve funds would be used to pay for these items.

Proposal to Provide
Fiscal Sustainability Services to the
City of Twentynine Palms
September 27, 2025

City Manager Stone James
City of Twentynine Palms, 6136 Adobe Road
Twentynine Palms, CA 92277
Dear City Manager James:

Thank you for reaching out to The Lew Edwards Group (LEG) to potentially partner with the City of Twentynine Palms to support its fiscal sustainability vision. As California’s leader in enacting sales tax measures for local government, the following is what our firm can offer the City of Twentynine Palms:
✓ A nationally recognized, award-winning firm specializing in public agency engagement and communications;
✓ A firm that has enacted nearly $50 Billion with a 95% success rate for local governments and other public agencies, including 188 enacted sales tax measures statewide and winning 84 of 88 attempted measures and clients in 2024; and
✓ A firm with extensive experience in San Bernardino County, including clients such as the Apple Valley and Twentynine Palms fire protection districts; the cities of Chino Hills, San Bernardino, Upland, Yucaipa, and Town of Yucca Valley; Barstow, Helendale, Victor Elementary and Victor Union High school districts; and the San Bernardino and Victor Valley community college district, among many others.

Our organization is excited about potentially partnering with the City to serve your vision and the City’s needs!
Warmly,
Co-Founder & Principal Consultant

ABOUT THE LEW EDWARDS GROUP
The Lew Edwards Group (LEG) is a California leader in providing strategic communications, longterm planning, and revenue generation services to local governments throughout California. Our firm is celebrating its 28th year as a company. Local government or public agency representation constitutes more than two-thirds of our practice.

LEG functions as a Lead Consultant to our client cities. Experts from LEG are frequently sought after trainers and speakers for the League of California Cities, California Municipal Treasurers Association, California Society of Municipal Finance Officers, Local Government Commission, Institute for Local Governments, Municipal Management Association, California Police Chiefs Association, and others. LEG’s direct mail products have been recognized on multiple occasions in the prestigious national Pollie Awards.

San Bernardino County Experience
✓ Apple Valley Fire District Enacted 2/3’s requirement Tax ✓ City of Chino Hills Enacted Tax Measure
✓ City of San Bernardino Advisory Services
✓ Twentynine Palms Fire District Advisory Services
✓ City of Upland 2026 Client
✓ City of Yucaipa Enacted Tax Measure
✓ Town of Yucca Valley Four enacted Tax Measures
✓ Barstow Unified School District Enacted Bond Measure
✓ Helendale School District Enacted Bond Measure
✓ San Bernardino City SD Two enacted Bond Measures
✓ Victor Elementary SD Enacted Bond Measure
✓ Victor Union High SD Three enacted Bond Measures
✓ San Bernardino CCD 2026 Client
✓ Victor Valley CCD Enacted Bond Measure
LEG’s overall 2025 sales tax summary and recent cycle sheets are in the Appendix of this document.

LEG closed 2024 with 84 enactments and wins (of 88 taken to the ballot). For a comprehensive list of clients, visit www.lewedwardsgroup.com.

RECOMMENDED PROJECT APPROACH
Current national policy proposals related to tariffs and economic issues have created nervousness amongst voters on the cost of groceries, rising cost of living, and fears of recession or economic depression. LEG has enjoyed its strongest enactment rates during crisis years, including the global Enron collapse, the Great Recession of 2008, 9/11 and COVID lockdown/economic ripple effects.

LEG services can be summarized as follows:

1. Provide Lead Project Coordination

2. Add value/confer with Probolsky Research in updating the City’s Baseline Survey Research

3. Develop Strategic Plan, recommend ongoing Public Engagement and Communications throughout the process

4. Assist in developing Tracking Survey Research conducted by Probolsky Research

5. Confer with your City Attorney on Ballot Measure Development Lead Project Services
If retained as the City’s partner in this effort, LEG can provide Lead Consultant services with a supportive, team building approach through consistent planning teleconferences with the City and Probolsky Research (PR). With the input of all participants, LEG can develop meeting agendas and facilitate sessions to support the timely deployment of key project activities.

LEG approaches its partnerships with personal dedication, enthusiasm, and a commitment to excellent service, recognizing that our ultimate consumer is not only the City of Twentynine Palms, but most importantly, the constituents the City represents.

Assist with Developing the City’s Public Opinion Research As we recently discussed, LEG recommends that the City update its opinion research before the end of the calendar year to gauge residents’ current attitudes towards fiscal issues and the City’s management; identify community priorities and the viability of a 2026 revenue measure; and identify effective information in communicating with constituents about your vision.

Following completion of the City’s research LEG will independently evaluate survey results, provide strategic analysis, and develop a recommended Communications/Engagement Plan and timetable based on our firm’s review and interpretation of the data.

Public Engagement
Following review of the City’s updated 2025 opinion research, LEG will develop initial Strategic Recommendations. LEG will assist the City in developing copy for appropriate engagement and communications materials to deliver and saturate your informational message, including guest columns, copy for links on the City website, or a Power Point Presentation for informational (online) Speakers’ Bureau, Stakeholder, Key Influential and community presentations. LEG will provide first drafts of selected materials for review and approval by the City.

Project Communication Goals

1. Develop messages that effectively inform, solicit, and respond to questions from the public

2. Provide structure and effective communications outreach content to educate the public about the needs and the City services at stake

3. Recommend an earned (non-paid) media press strategy to highlight pertinent information

4. Use all other available vehicles, including direct mail and social and digital media/Internetbased communications platforms to inform and engage the public Development of Informational Messages
Our project collaboration will have the goal of informing the public and raising awareness of the City’s fiscal sustainability needs. “Message discipline” and a clear, concise focus are critical to our informational effort. LEG will draft and refine talking points for City staff use.

It is essential that the community be engaged, creating two-way and collaborative dialogue with your public. Otherwise, “government” is simply imposing its decisions on the community which is not effective. There will be no discussion of another potential measure until after the first of the year, as doing so would “get ahead” of the community in today’s sensitive environment.

Direct Mail/Social Media/Digital Media
LEG recommends a communications plan that will allow the City to raise awareness of city needs beyond already-active stakeholders and key influentials, to a broader public. LEG will draft text copy and provide samples for the City’s staff and vendors to design/print/mail for any materials specifically related to this project. Doing so is often less expensive for our clients and supports any existing local vendor relationships our clients have.

In consultation with City staff, LEG will also draft and/or refine informational handouts, press releases and website copy, with appropriate materials (charts, graphs, visual aids, etc.) to communicate messages and information. In addition, LEG will draft, review and/or refine supporting fact sheets, flyers, and other communications. Other communications vehicles include your City website, social media (such as Facebook, Twitter, Instagram, and other platforms) and a Speakers’ Bureau program.

LEG assists in drafting information or adding value for social media as part of our multi-disciplinary public outreach effort and advises our municipal clients on how to navigate independent or thirdparty sites such as blogs or Nextdoor.

LEG clients augment or expand their digital media reach and communications considering today’s multi-faceted communications, which can be discussed further once we launch our collaboration.

LEG’s legally permissible informational approaches are typically retained by our cities through a given election period, including the period following the placement of a measure on the ballot.

Press Coverage
LEG will review earned (non-paid) media press opportunities with City staff. Balanced press coverage will build additional constituent engagement throughout the process, which is critical to engaging community stakeholders and informing your public about your needs. While LEG does not function as a spokesperson, we can support the City’s communications efforts by developing additional collaterals such as project-related press releases, media backgrounders, talking points and rapid response needs, as necessary.

Ballot Measure Development
LEG will collaborate with the City Attorney and City staff on ballot measure structure and wording to address the public’s interests and priorities.

LEG will work closely with the Twentynine Palms team to refine the ballot question and develop other ballot measure components so that they are understandable to the average person. This addresses specific documents such as the measure ordinance, ballot question, city resolution, and staff report to ensure that all voter handbook and related materials are understandable to the average person, not just lawyers.

PROFESSIONAL FEE
LEG’s standard professional rate (not including other expenses such as tracking surveys, printing, postage, graphic design, or Registrar election costs) is $6,750/month. LEG proposed a discounted rate to the City of Twentynine Palms of $5,750/month from November 1, 2025 through November 30, 2026.

Without exception, LEG does not invoice or bill on an hourly or time/materials basis. No partisan or campaign activities are provided under our City’s scope of work.

SAMPLE THUMBNAIL TIMELINE
A sample timeline we are currently using for other November 2026 clients begins on the following pages.
[PROCEED TO FOLLOWING PAGE]

CITY OF TWENTYNINE PALMS
SAMPLE 11/26 PROJECT SCHEDULE As of 10/8/25
NOVEMBER 2025 LAUNCH PROJECT, ASSESS 2026 VIABILITY
❑ Conduct public audit of City demographics, budget/policy information, and media coverage
❑ Formalize consulting team (City)
❑ Convene All-Hands Kick Off Planning Meeting
❑ Initiate Survey Design (PR)
DECEMBER 2025 ❑ Launch/complete survey interview (PR)
❑ Analyze survey results and develop strategic recommendations ❑ Update staff/council
JANUARY 2026 PREPARE TO LAUNCH COMMUNITY ENGAGEMENT
❑ Create project plan
❑ Build Engagement Calendar
❑ Update Opinion Leader database and organizational hit list (City) ❑ Update City website and other communications vehicles (City) with informational message points developed by LEG
❑ Develop Informational Toolkit
❑ Conduct Informational Message Training
❑ Contact Community Groups for engagement presentations (City) FEBRUARY 2026 LAUNCH COMMUNITY ENGAGEMENT
❑ Launch community/stakeholder engagement (City)
❑ Issue Opinion Leader/stakeholder updates
❑ Continue to update City website and other communications vehicles (City) with updated informational budget process/engagement message points developed by LEG
❑ Continue to update answers for community questions
❑ Copywrite information for such sources as Earned Media/New Media/Social Media opportunities
❑ Conceive two informational mailings to solicit input and report back to the community (April and May)
❑ Implement paid digital media
❑ Advise on Media Strategy
JUNE -JULY 2026 RE-ASSESS VIABILITY, FINALIZE BALLOT MEASURE ❑ Develop tracking Survey
❑ Analyze survey results
❑ If viable to proceed, assist with staff reports and measure preparation ❑ Assist in preparing for Council adoption vote
o Media updates
o Community participation
❑ Address Rapid Response Needs as necessary
AUGUST 2026 POST-ADOPTION MUNICIPAL ELECTION INFORMATION ❑ Update City’s website and all communications vehicles with updated

Measure information prepared by LEG
❑ Issue final Opinion Leader Update prepared by LEG announcing placement of the measure on the ballot
❑ Continue informational Speakers’ Bureau presentations (City) ❑ Implement Earned Media/Internet Communications
The City of Twentynine Palms can continue its factual, informational efforts following placement of a measure on the ballot but cannot engage in any partisan activities.

SEPTEMBERNOVEMBER 2026❑ Draft media and social media information ❑ Issue three informational mailings
❑ Implement second tranche of paid digital media
❑ Address rapid response needs
❑ Continue Informational Outreach (City)
❑ Provide two-way media comments
❑ Thank the community (City)
An Appendix of samples and other information is on subsequent pages.

Selected Mail Samples

Selected Paid Digital Banners

FOR IMMEDIATE RELEASE CONTACT: Catherine Lew, Esq.

November 25, 2024 Co-Founder (510) 594-0224 x 261
LEW EDWARDS GROUP CLOSES 2024
WITH 84 WINS & ENACTMENTS (Selected Highlights)
Riverside Community College District
General Obligation Bond Yes on CC
$954 Million SUCCESSFUL
San Juan Unified School District
General Obligation Bond Yes on P
$950 Million SUCCESSFUL
Fremont Unified School District
$919 Million GO Bond ENACTED
Mountain House Community Services District
Establishment of Cityhood ENACTED
County Supervisors
Margaret Abe-Koga (Santa Clara County) ELECTED
Nikki Fortunato Bas (Alameda County) ELECTED
Wendy Root Askew(Monterey County) RE-ELECTED

Mt. San Antonio Community College District
General Obligation Bond Yes on V
$750 Million SUCCESSFUL
City of Oakland Officeholders
City Auditor Michael Houston ELECTED
Rowena Brown (At-Large City Council) ELECTED
D3 Councilmember Carroll Fife RE-ELECTED

Oakland Education Association IE
OUSD Director Rachel Latta ELECTED
OUSD Director VanCedric Williams ELECTED
Local Mayors
Belmont Mayor Julia Mates RE-ELECTED
Emeryville Mayor Courtney Welch RE-ELECTED

City of Mountain View
Real Property Transfer Tax
Raises $9.5 Million annually ENACTED

County Measures
Humboldt County sales tax ($24M/year) ENACTED
Santa Barbara County TOT ($3M/year) ENACTED

Anaheim Union High School District
General Obligation Bond Yes on K
$496 Million SUCCESSFUL

Tustin Unified School District
General Obligation Bond Yes on J
$261 Million SUCCESSFUL
Los Angeles County Sales Tax Recaptures
City of Azusa (raises $2.5M/yr) ENACTED
West Hollywood (raises $5M/yr) ENACTED
City of Dublin
Yes on II -Development Measure SUCCESSFUL
Business License Tax Modernizations
City of Belmont (raises $1.3M/year) ENACTED
City of Redwood City (raises $7M/year) ENACTED

Alameda Firefighters PAC - IE
Councilmembers Greg Boller/Michele Pryor ELECTED

State Center CCD
General Obligation Bond Yes on Q
$698 Million SUCCESSFUL
Victor Valley Union High School District
$180 Million Bond for overcrowding ENACTED
$180 Million Bond for upgrades ENACTED
San Mateo County CCD Trustees
Trustee Lisa Petrides, Area 1 RE-ELECTED
Trustee Wayne Lee, Area 3 RE-ELECTED
Sales Taxes Requiring Enabling Legislation
City of Campbell ½c (raises $7M/yr) ENACTED
City of Pinole ½ c (raises $2.5M/year) ENACTED
City of La Habra
1 cent General Purpose Sales Tax -Yes on V
Raises $15.6 Million annually SUCCESSFUL
Orange County Sales Tax Enactments
Buena Park -1c (raises $20M/year) ENACTED
Seal Beach ½ c (raises $3M/year) ENACTED
Westminster ½ c (raises $8M/year) ENACTED

Redlands Unified School District
General Obligation Bond Yes on D
$500 Million SUCCESSFUL
Folsom Cordova Unified School District
YES on R $144 Million for elementary SUCCESSFUL
YES on S $144 Million for middle/high SUCCESSFUL

City of Fort Bragg
3/8-cent sales tax (raises $800k/year) ENACTED
Transient Occupancy Tax (raises $400k/yr) ENACTED
Alameda County Officeholders
BART Board Director Melissa Hernandez ELECTED
County Educ. Trustee Angela Normand RE-ELECTED

Napa – Solano Labor/Working Families PAC-IE
Various Officials/Measures SUCCESSFUL
Napa Yes on G (1c sales tax; $22M/yr) SUCCESSFUL
Los Angeles County K-12 School District Bonds
Arcadia USD/Yes on AS, $358M Bond SUCCESSFUL
Lancaster SD/Yes on LS, $122.1M Bond SUCCESSFUL
Paramount USD/YES on Q, $190M SUCCESSFUL
Kern County Enactments
Ridgecrest sales tax (raises $6.5M/yr) RENEWED
Sierra Sands USD $42M Bond ENACTED
Wasco UHSD $35.4M Bond ENACTED
Greater Inland Empire Sales Tax Measures
Cathedral City ½cent (raises $5M/yr) ENACTED
Desert Hot Springs 1cent ($2.4M/yr) ENACTED
Moreno Valley 1cent(raises $30M/yr)AFFIRMED
Yucaipa – 1cent (raises $6M/year) ENACTED
Fresno Unified School District
$500 Million GO Bond ENACTED
South Monterey County Joint UHSD
$35M Measure H GO Bond (Vocational) ENACTED
$35M Measure I Go Bond (School Repair) ENACTED
Town of Yucca Valley
½ c Water Sales Tax (raises $3M/year) RENEWED
½ cent Sales Tax (raises $3M/year) RENEWED
Public Safety Specific Measures
Chowchilla Safety Tax 1c ($2.5M/yr) RENEWED
Millbrae Fire Assessment Funding RENEWED
Sanger Safety Tax ¾ cent ($3.2m/yr) RENEWED
General Purpose Sales Tax Renewals
City of El Cerrito 1c (raises $4M/year)RENEWED
City of Milpitas ¼ c (raises $7M/yr) RENEWED

City of Artesia
Private Initiative Challenging City DEFEATED
¾ Cent Sales Tax (raises $2.5M/Yr) ENACTED
Local Sales Tax Measures
City of Clovis 1c sales tax (raises $28M/yr) ENACTED
City of Downey ¼ cent (raises $6M/yr) ENACTED
La Canada Flintridge (raises $2.625M/yr) ENACTED
Santa Paula 1c sales tax (raises $4.5M/yr) ENACTED

Compton College
General Obligation Bond Yes on CC
$200 Million SUCCESSFUL
City of Petaluma
Local Control of Fairgrounds SUCCESSFUL
City of Oxnard
Attempted Repeals/Local Funding DEFEATED
Maintain CFD Funding ENACTED

Selected 2023 Special District
Measures & Special Elections
Humboldt Fire Protection District 1
Local Fire Prevention Assessment RENEWED
Napa-Solano Working Families PAC – IE
Vacaville USD School Board member
Amy Tran Russell ELECTED

City Transient Occupancy Taxes
City of Menlo Park (raises $3.6M/annually) ENACTED
City of Newark (raises $2.1M/annually) ENACTED
City of Pacifica (raises $720k annually) ENACTED
City of Solvang (raises $800k annually) ENACTED
McKinleyville Community Services District
Local Funding for Safety/Parks RENEWED

FOR IMMEDIATE RELEASE CONTACT: Catherine Lew, Esq.

December 30, 2022 Co-Founder (510) 594-0224 x 261
LEW EDWARDS GROUP CLOSES 2022
with 66 WINS & ENACTMENTS (List Highlights)
Cerritos College
General Obligation Bond Yes on CC
$425 Million SUCCESSFUL
Rialto Unified School District
General Obligation Bond Yes on A
$340 Million SUCCESSFUL
Oakland Education Association
OUSD Trustee Valarie Bachelor ELECTED
OUSD Trustee Jennifer Brouhard ELECTED
United Educators of San Francisco
Commissioner Lisa Ward ELECTED
Commissioner Alida Fisher ELECTED
Liz Ortega ELECTED
California Assembly
Diane Papan ELECTED
California Assembly

Melissa Hernandez RE-ELECTED
Mayor of Dublin
Richard Valle RE-ELECTED
Alameda County Supervisor

Kern County
1 Cent Sales Tax (unincorporated only)
Raises $54 Million annually ENACTED
Humboldt County
Transient Occupancy Tax ENACTED
Abandoned Vehicle Tax ENACTED

City of Palo Alto
New Business License Tax ENACTED
Utilities Transfer/General Fund ENACTED
Raises/protects $7 Million annually
Placer County
Transient Occupancy Tax Renewal
Protects $4 Million Annually ENACTED

City of Santa Clara
Business License Tax Update ENACTED
Utilities Transfer/General Fund ENACTED
Raises/protects $39 Million annually
City of Elk Grove/Cosumnes CSD
1 cent sales tax
Raises $21.3 Million annually ENACTED
Nikki Fortunato Bas RE-ELECTED
Oakland City Council President
Hank Levy RE-ELECTED
Alameda County Treasurer
Julia Mates ELECTED
Mayor of Belmont
Lisa Diaz Nash ELECTED
San Mateo City Council

Ed Hernandez ELECTED
Eden Healthcare District
Alameda Firefighters
Mayor Marilyn Ezzy-Ashcraft RE-ELECTED
Councilmember Tracy Jensen ELECTED
California Teachers Association
Contra Costa County Board of Education
Trustee Sarah Butler RE-ELECTED
Napa – Solano Labor/Working Families PAC
Various County & Local Officials ELECTED
Oakland Unified School District Yes on H
Renews College Career for All Parcel Tax
Protects $11.5 Million annually SUCCESSFUL
City of Atwater
Public Safety Sales Tax Renewal
Protects $4 Million annually ENACTED
Sac Kids First Coalition Yes on L
Establishes Children’s Fund (GF Set-Aside)
Dedicates $10+ Million annually SUCCESSFUL
City of Pacifica
½ cent Local Sales Tax
Raises $2.6 Million annually ENACTED
Little Lake City School District
General Obligation Bond
$36 Million ENACTED
City of Solana Beach
1 cent Local Sales Tax
Raises $3 Million annually ENACTED

City of Solvang
1 Cent Local Sales Tax
Raises $1.6 Million annually ENACTED

City of Belmont
Transient Occupancy Tax Increase
Raises $600,000 annually ENACTED
City of Ridgecrest
1 Cent Local Sales Tax
Raises $5.9 Million annually ENACTED
City of Galt
1 Cent Local Sales Tax
Raises $3.6 Million annually ENACTED
City of Tulare
Cannabis Tax ENACTED
City of South Lake Tahoe
Cannabis Tax Measure
Raises $950,000 annually ENACTED
City of Hercules
Utility Users Tax Renewal
Protects $3.6 Million/year ENACTED
City of Larkspur
Additional 1/4 Cent Local Sales Tax
Raises $700,000 annually ENACTED

City of Tehachapi
1 Cent Local Sales Tax
Raises $4 Million annually ENACTED
City of Imperial Beach
Transient Occupancy Tax Increase
Raises $400,000 annually ENACTED
City of Hermosa Beach
Cannabis Industry Initiative DEFEATED
Cannabis Tax ENACTED
City of Yucca Valley
Transient Occupancy Tax Increase
Raises $1.3 Million annually ENACTED
City of Millbrae
Transient Occupancy Tax Increase
Raises $1.5 Million annually ENACTED
City of Roseville
Transient Occupancy Tax Increase
Raises $3 Million annually ENACTED

City of Tracy
Business License Tax Modernization
Raises $3.2 Million annually ENACTED
SELECTED 2021

WINS & ENACTMENTS
Mialisa Bonta ELECTED
California Assembly Special Elections
City of Eastvale
Gann Limit Measure ENACTED
City of Moreno Valley
1 Cent Local Sales Tax
Raises $20 Million annually ENACTED

City of Vallejo
7/8 Cent Local Sales Tax
Raises $18 Million annually ENACTED
City of Cathedral City
Short-Term Vacation Rental Ord. ENACTED
City of Indio
1 Cent Local Sales Tax Renewal
Raises $26 Million annually ENACTED
City of Riverside
Affirmation of Utilities/General Fund Transfer
Protects $40 Million annually ENACTED
City of Taft
1 Cent Local Sales Tax
Raises $1.6 Million annually ENACTED

FOR IMMEDIATE RELEASE CONTACT: Catherine Lew, Esq.

November 24, 2020 Co-Founder (510) 594-0224 x 261

IN PANDEMIC YEAR, LEW EDWARDS GROUP
CLOSES 2020 WITH 68 WINS, TYING 2016 RECORD
(List Highlights)
Foothill – De Anza Community College Dist.

General Obligation Bond Yes on G
$898 Million SUCCESSFUL
Citrus College
General Obligation Bond Yes on Y
$298 Million SUCCESSFUL
Oakland Education Association
OUSD Trustee Sam Davis ELECTED
OUSD Trustee VanCedric Williams ELECTED
OUSD Trustee Mike Hutchinson ELECTED
California Teachers Association
Multiple winning County and local School Board races
and school parcel tax measures SUCCESSFUL
Lily Mei RE- ELECTED
Mayor of Fremont
Wendy Root Askew ELECTED
Monterey County Supervisor

Melissa Hernandez ELECTED
Mayor of Dublin
City of San Luis Obispo
Tripled Local Sales Tax to 1.5 cents
Raises $21.6 Million annually SUCCESSFUL

Emery Unified School District
Additional 12 cents/sq.ft Parcel Tax
Raises $1.8 Million annually SUCCESSFUL
City of Oxnard
Additional 1.5 Cent Local Sales Tax
Raises $40 Million annually SUCCESSFUL

City of Newark
Utility Users Tax Renewal
Protects $2.75 Million annually SUCCESSFUL
Alameda County Fire Department
General Obligation Bond
$90 Million SUCCESSFUL

City of San Bruno
Transient Occupancy Tax SUCCESSFUL
Cannabis Business Tax Update SUCCESSFUL
City of Concord
Doubled Local Sales Tax to one cent
Raises $27 Million annually SUCCESSFUL

Diane Papan RE-ELECTED
San Mateo City Council as first place finisher
Alameda Firefighters PAC
Councilmember Malia Vella RE-ELECTED
Kelly Welsh ELECTED
Vacaville Unified School Board
Edralin Maduli RE-ELECTED
Chabot-Las Positas Community College Board

Gina Papan RE-ELECTED
Millbrae City Council as first place finisher
Leslie Reckler ELECTED
West Contra Costa Unified School Board

Lisa Petrides ELECTED
San Mateo County Community College Board
Sylvia Hacaj RE-ELECTED
Kensington Police & Fire Protection District
City of West Hollywood
¾ Cent Local Sales Tax
Raises $11 Million annually SUCCESSFUL
City of Chino Hills
Transient Occupancy Tax
Raises $260,000 annually SUCCESSFUL
City of Lakewood
¾ Cent Local Sales Tax
Raises $10 Million annually SUCCESSFUL
City of Exeter
One cent Local Sales Tax
Raises $800,000 annually SUCCESSFUL
Eureka City Schools
General Obligation Bond
$18 Million SUCCESSFUL
City of Eureka
Increased Local Sales Tax to 1.25 cents
Raises $9.6 Million annually SUCCESSFUL

City of Cotati
Local Sales Tax Renewal
Protects $1 Million annually SUCCESSFUL

City of Azusa
¾ Cent Local Sales Tax
Raises $4.5 Million annually SUCCESSFUL
City of La Habra
Cannabis Tax Measure
Raises $2 Million annually SUCCESSFUL
City of Bellflower
¾ Cent Local Sales Tax
Raises $4.5 Million annually SUCCESSFUL
City of Turlock
¾ Cent Local Sales Tax
Raises $11 Million annually SUCCESSFUL
City of South Lake Tahoe
1 Cent Local Sales Tax
Raises $5.4 annually SUCCESSFUL
City of Menifee
Defeated attempted repeal
Protects $11 Million/year SUCCESSFUL
City of Morro Bay
Additional 1 Cent Local Sales Tax
Raises $2 Million annually SUCCESSFUL
City of Imperial Beach
1 Cent Local Sales Tax
Raises $1.3 Million annually SUCCESSFUL
City of Lake Elsinore
1 Cent Local Sales Tax
Raises $10 Million annually SUCCESSFUL
City of Paso Robles
1 Cent Local Sales Tax
Raises $10 Million annually SUCCESSFUL
City of Milpitas
¼ Cent Local Sales Tax
Raises $6.5 Million annually SUCCESSFUL

City of Gardena
¾ Cent Local Sales Tax
Raises $7.4 Million annually SUCCESSFUL
City of Santa Clara
Transient Occupancy Tax Increase
Raises $7 Million annually SUCCESSFUL
City of Petaluma
1 Cent Local Sales Tax
Raises $13.5 Million annually SUCCESSFUL
City of Half Moon Bay
Transient Occupancy Tax increase
Raises $1.5 Million annually SUCCESSFUL
City of Daly City
½ Cent Local Sales Tax
Raises $6 Million annually SUCCESSFUL
SELECTED 2019 ENACTMENTS
City of Arcadia
¾ Cent Local Sales Tax
Raises $8.6 Million annually SUCCESSFUL
City of Hermosa Beach
Transient Occupancy Tax
Raises $550,000 annually SUCCESSFUL
City of San Bruno
½ cent Local Sales Tax
Raises $4 Million annually SUCCESSFUL

City of Novato
Transient Occupancy Tax Increase
Raises $400,000 annually SUCCESSFUL
City of Corona
1 Cent Local Sales Tax
Raises $30 Million annually SUCCESSFUL
City of Alhambra
¾ Cent Local Sales Tax
Raises $8.1 Million annually SUCCESSFUL
City of Signal Hill
¾ Cent Local Sales Tax
Raises $5 Million annually SUCCESSFUL
City of Wheatland
½ Cent Local Sales Tax
Raises $330,000 annually SUCCESSFUL
City of Rancho Cordova
Additional ½ Cent Local Sales Tax
Raises $8 Million annually SUCCESSFUL
City of Sausalito
Prop. 218 Sewer Rate Increase SUCCESSFUL
City of Manhattan Beach
Transient Occupancy Tax
Raises $1 Million annually SUCCESSFUL

LEW EDWARDS GROUP SALES TAX ENACTMENTS—188
City of Alhambra General Purpose Sales Tax
City of Arvin General Purpose Sales Tax
City of Arcadia General Purpose Sales Tax
City of Artesia General Purpose Sales Tax
City of Antioch General Purpose Sales Tax
City of Atwater Public Safety Sales Tax Renewal
City of Azusa General Purpose Sales Tax, Sales Tax Recapture (2 Measures) City of Bakersfield General Purpose Sales Tax
City of Bellflower General Purpose Sales Tax
City of Belmont General Purpose Sales Tax
City of Benicia General Purpose Sales Tax
City of Buena Park General Purpose Sales Tax
City of Burlingame General Purpose Sales Tax
City of Campbell General Purpose Sales Taxes (2 Measures) City of Cathedral City General Purpose Sales Taxes, one Renewal (3 Measures) City of Ceres Public Safety Sales Tax
City of Chowchilla Public Safety Sales Tax, then renewal (2 Measures) City of Clovis Public Safety and General Purpose Sales Taxes (2 Measures) City of Concord General Purpose Sales Tax Enactment, Renewals, Increase (3) City of Corona General Purpose Sales Tax
City of Cotati General Purpose Sales Tax Enactment, Increase, Renewals (3) City of Daly City General Purpose Sales Tax
City of Desert Hot Springs General Purpose Sales Tax
City of Dinuba Public Safety Sales Tax
City of Downey General Purpose Sales Tax
City of East Palo Alto General Purpose Sales Tax
City of El Cerrito Streets/Roads Sales Tax
General Purpose Sales Tax Enactment, Increase, Renewals (4) City of Elk Grove General Purpose Sales Tax
City of Eureka General Purpose Sales Tax
City of Exeter General Purpose Sales Tax
City of Fairfield General Purpose Sales Tax
City of Fort Bragg General Purpose Sales Tax
City of Fountain Valley General Purpose Sales Tax
County of Fresno Zoo Sales Tax Enactment, then Renewal (2 Measures) County Library Sales Tax Renewal
City of Galt Public Safety and General Purpose Sales Taxes (2 Measures) City of Garden Grove General Purpose Sales Tax
City of Gardena General Purpose Sales Tax
City of Grover Beach General Purpose Sales Tax
City of Hercules General Purpose Sales Tax, then Renewal (2 Measures) City of Hollister General Purpose Sales Tax Renewal

County of Humboldt Two General Purpose Sales Taxes, one Renewal (3 Measures) City of Imperial Beach General Purpose Sales Tax
County of Imperial Streets/Roads Sales Tax
City of Indio General Purpose Sales Taxes (2 Measures)
City of Inglewood General Purpose Sales Tax
County of Kern General Purpose Sales Tax
City of La Canada Flintridge General Purpose Sales Tax
City of La Habra General Purpose Sales Taxes (2 Measures) City of La Mesa General Purpose Sales Tax
City of La Mirada General Purpose Sales Tax
City of La Palma General Purpose Sales Tax
City of Lake Elsinore General Purpose Sales Tax
City of Lakeport General Purpose Sales Tax
City of Lakewood General Purpose Sales Tax
City of Larkspur General Purpose Sales Tax Enactment
General Purpose Sales Tax Increases and Renewals (3 Measures) City of Lathrop General Purpose Sales Tax
City of Lawndale General Purpose Sales Tax
City of Los Banos Public Safety and General Purpose Sales Taxes (2 Measures) Public Safety Measure Renewals (2 Measures)
City of Manteca Public Safety Sales Tax
City of Marina General Purpose Sales Tax Renewal
City of Martinez General Purpose Sales Tax
City of Menifee General Purpose Sales Tax
City of Milpitas Renewal, new General Purpose Sales Tax (2 Measures) Town of Moraga General Purpose Sales Tax
City of Moreno Valley General Purpose Sales Tax and Affirmation (2 Measures) City of Morro Bay General Purpose Sales Taxes (2 Measures) City of Napa Yes on G Independent Expenditure (General Purpose Sales Tax) City of National City General Purpose Sales Tax Renewal County of Nevada Library Sales Tax Renewal
City of Norco General Purpose Sales Tax
City of Novato General Purpose Sales Tax, then Renewal (2 Measures) City of Oxnard General Purpose Sales Tax
City of Pacifica General Purpose Sales Tax
City of Palm Springs General Purpose Sales Tax
City of Pasadena General Purpose Sales Tax
City of Petaluma General Purpose Sales Tax
City of Pinole General Purpose Sales Taxes (2 Measures) City of Paso Robles General Purpose Sales Tax
City of Placentia General Purpose Sales Tax
City of Pleasant Hill General Purpose Sales Tax
City of Port Hueneme General Purpose Sales Tax

City of Porterville Public Safety and General Purpose Sales Taxes (2 Measures) City of Rancho Cordova General Purpose Sales Taxes (2 Measures) City of Reedley Public Safety Sales Tax
City of Ridgecrest General Purpose Sales Tax Enactments General Purpose Sales Tax Increase, then 2 Renewals (5 Measures) City of Rohnert Park General Purpose Sales Tax Increase, then Renewal (2 Measures) City of Roseville General Purpose Sales Tax
City of San Bruno General Purpose Sales Tax
City of San Jose General Purpose Sales Tax
City of San Leandro General Purpose Sales Tax Enactment and Increase/Renewal (2) City of San Luis Obispo General Purpose Sales Taxes (2 Measures) City of San Mateo General Purpose Sales Tax Renewal
City of Sanger Public Safety Sales Tax, then 2 Renewals (3 Measures) County of Santa Cruz Library Sales Tax Renewal
City of Santa Maria General Purpose Sales Tax Enactment, then Increase/Renewal (2) City of Santa Paula General Purpose Sales Tax
City of Santa Rosa General Purpose Sales Tax Renewal
City of Sausalito General Purpose Sales Tax
City of Seal Beach General Purpose Sales Taxes (2 Measures) City of Seaside General Purpose Sales Tax, then Increase/Renewal (2 Measures) City of Selma Public Safety Sales Tax
City of St. Helena General Purpose Sales Tax
County of Sonoma Library Sales Tax
City of Signal Hill General Purpose Sales Tax
City of Solana Beach General Purpose Sales Tax
City of Solvang General Purpose Sales Tax
City of South Gate General Purpose Sales Tax
City of South Lake Tahoe General Purpose Sales Tax
City of South San Francisco General Purpose Sales Tax
City of Stanton General Purpose Sales Tax
City of Stockton Public Safety and Library Sales Taxes (2 Measures) City of Suisun City General Purpose Sales Tax
City of Taft General Purpose Sales Tax
City of Tehachapi General Purpose Sales Tax
City of Temecula General Purpose Sales Tax
City of Tracy General Purpose Sales Taxes (2 Measures)
County of Tulare Streets/Roads Sales Tax
City of Turlock General Purpose Sales Tax
City of Union City General Purpose Sales Tax Renewal
City of Vallejo General Purpose Sales Taxes (2 Measures) City of Visalia Public Safety and General Purpose Sales Taxes (2 Measures) City of Vista General Purpose Sales Tax
City of Wasco General Purpose Sales Tax

City of West Hollywood General Purpose Sales Tax, Sales Tax Recapture (2 Measures) City of Westminster General Purpose Sales Taxes, then Renewal (3 Measures) City of Wheatland General Purpose Sales Tax
City of Wildomar General Purpose Sales Tax
County of Yuba General Purpose Sales Tax
City of Yucaipa General Purpose Sales Tax
Town of Yucca Valley General Purpose, Special Purpose Sales Taxes + Renewals (4)

EXHIBIT A-SCOPE OF SERVICES
The Lew Edwards Group (LEG) will perform the following services:
• Review Best Practices in similar cities, conduct public audit, analyze demographics. • Project-facilitate and continuously update a coordinated strategy and timeline for City staff and other professionals/consultants assigned to the Project. • Work with City staff on methods to engage constituents, expand community awareness of city service/fiscal needs and solicit additional community input on general fund service priorities.

Recommend to staff methods of engaging/informing constituents about Project in City communications vehicles, including newsletters, guest columns, website, and social media.

Consultant will update and refine community input content and informational messaging as needed. Advise and conduct training City staff on messaging/engagement. • Recommend methods to conduct informational outreach with community networks and organizations in the City to solicit feedback on City planning, provide information and advice to City staff on the best manner of responding to questions from the public. Consultant will update and refine concise, user-friendly messaging content. • Work with City’s designated Opinion Research Professional to update opinion research study/s, independently analyze results and provide strategic recommendations based on LEG’s analysis.

The City will contract directly with that research professional and budget for those services outside of this Agreement.
• Recommend a plan for informational mailings, paid digital and augmentation of City’s existing social media activities, and draft content copy for these vehicles. The City Manager’s office and City Attorney will approve content copy. City to facilitate its own graphics, printing, mail house, social/digital media, and postage needs with its own vendors at its own expense, outside of this Agreement.
• Consultant will review earned (non-paid) local media and/or online media opportunities with City staff as a method for disseminating necessary information and assist with rapid response needs from media or the community as necessary to correct misinformation or clarify confusing information. Consultant does not function as a paid spokesperson for the City. • Confer with the City Attorney on the ballot question or other revenue measure materials. Work with City staff on related budget and staff reports and measure development. The parties expressly acknowledge and agree that legal services or advice are not within Consultant’s scope of services. This Scope of Work is effective November 1, 2025 through November 30, 2026.

EXHIBIT B – SCHEDULE OF CHARGES
Consultant’s professional rate is a discounted rate of Five Thousand, Seven Hundred and Fifty Dollars ($5,750) per month due and payable on the last business day of each month commencing November 30, 2025 and ending November 30, 2026, unless ended sooner by the parties. This contract is Not to Exceed Seventy-four Thousand, seven hundred and fifty Dollars ($74,750).

Professional fees do not include hard project costs such as opinion research, graphic design, printing, bulk postage, digital advertising purchases, or mail house processing fees, which will be budgeted for separately by the City throughout the project.

From
CliffordMoss
5111 Telegraph Avenue No.307
Oakland, CA 94609
Amanda Clifford, Principal
415-244-5990
[email protected]
www.cliffordmoss.com
September 19, 2025
Strategic Consulting Services Proposal
Prepared for
City of Twentynine Palms

TABLE OF CONTENTS
*Cover Letter 1

1. Team Qualifications 2

2. What We Know About You 3 - 4

3. Approach & Work Plan 5 - 8

4. Project Team 8 - 9

5. Management Plan 9 - 10

6. Fee Proposal 10
Project Schedule and Timeline 11
Minimum and Optional Program Costs 12
The CliffordMoss Promise 13

1 September 19, 2025
Mr. Stone James, DPPD
City Manager Via email: [email protected]
City of Twentynine Palms
6136 Adobe Road
Twentynine Palms, CA 92277
RE: Strategic Services Proposal – Phase 1 Election Feasibility Services for a 2026 Election Dear Stone:

Thank you again for meeting with me. CliffordMoss LLC is pleased to present this proposal to support the City of Twentynine Palms as it seeks to determine election feasibility and prepare for a possible local revenue measure in 2026. Working in partnership with the City, our goal will be to help you secure the next great era of prosperity for the Twentynine Palms community. We hope this proposal demonstrates that our CliffordMoss team is the right fit for you.

Preparing for and passing successful revenue measures in today’s turbulent political environment is a strategic exercise with many moving parts. It’s also a team effort. To succeed, you need an experienced team that can hit the ground running, quickly develop high trust, work well with others, and bring best-inthe-industry expertise, capabilities, and commitment to your cause. We believe our CliffordMoss Team is that team.

The City will be in good company selecting our team to assist you now. We are happy to team up with your chosen pollster, Adam Probolsky. Our CliffordMoss successes include numerous measures and communications projects in San Bernardino County, across the Greater Los Angeles area, and California, helping secure billions of dollars in funding to improve the quality of local public services and infrastructure for cities, schools, libraries, parks, fire and healthcare districts, transportation, housing, childcare programs, and other essential public services. Whether in San Bernardino or elsewhere, our work is helping to transform local communities for the better.

Accordingly, we hope this proposal provides sufficient detail to give you a sense of how we can add value to your 2026 election planning efforts. Please reach out if you have additional questions. Meanwhile, we stand ready to start work immediately with the City. It all starts with your story. Our job is to bring that story to life. Please - let us tell your story! Thank you for your consideration.

Sincerely,
Amanda Clifford
Principal, CliffordMoss LLC
415-244-5990| [email protected]

2 1. Team Qualifications
About CliffordMoss | www.cliffordmoss.com
CliffordMoss is a leading California strategic communications firm, specializing in election consulting, political strategy, and public communications services. Based in Oakland, our firm is led by principals Bonnie Moss, Tom Clifford, and Amanda Clifford. To stay nimble and responsive, we currently employ eight team members and engage a network of highly qualified associates across the state that join us on projects when needed. We are not the typical political strategy corporation. CliffordMoss is a boutique strategic communications firm whose principals and project leaders stand ready to bring a fresh approach to the City of Twentynine Palms enriched by over 50 years of directly relevant experience.

We’ve built our firm on three core principles:

Your community is unique u Listening is a lost art u People support what they help create We use these principles to help you tell your story in an honest and compelling way. We use them to help you engage, listen, and build relationships. Most importantly, we use them to help you see opportunities through a win-win lens, so you inspire others to rise and champion your cause from the outside in. We understand that your primary focus is the day-to-day operations of your city. With that said, our job is to help facilitate, train, and coach you in navigating wisely so you can successfully navigate the political terrain.

Competitive Strengths of Our Team:

1. Smart, Reliable Foundational Work. We will help focus you on two proven tracks: 1. Public Opinion Polling to get an accurate read on your electorate’s readiness to support your desired measure. 2.

Strategic Communications Work (on a parallel track) to inform future work, educate, and engage your Twentynine Palms community on its terms, and finally, build the evidence that we are LISTENING and truly interested in what your community thinks. As we move down these two tracks, we will maintain our allegiance to the revealing data, letting the evidence tell us where we need to go next.

2. Creative Communications and Messaging “Edge.” We respect your community’s UNIQUENESS and commitment to being a vibrant, safe, affordable, and diverse community. We work hard to combine old-school direct mail, flyers, and door-to-door communications with new-school video and online and social media messaging, content, and placement to achieve maximum impact.

3. Our Style - Invested in YOU and YOUR Success. CliffordMoss is client-centered and client-driven. We invest deeply in you, guiding you through a potentially complex, organic, uncertain process to achieve your goals. We don’t tell our clients what to do. We practice the higher art of “facilitating, training, and coaching.” We make the effort to LISTEN and get things right the first time. We are not rigid or stuck in a routine or past templates. We are not afraid to take calculated risks when conditions require it. Our commitment calls on us to stay on the cutting edge of innovation, and you will see us bring that value to you in thought partnership, communications work, service orientation, and results.

4. Outstanding Work Products. We work with peak-performing industry vendors to deliver winning results and work products. Our network includes creative graphic designers, leading print production and data services providers, cutting-edge online advertising and communications firms, and media practitioners.

5. Strategic Approach. At our core, we are strategists and community organizers. We focus on building the right strategy for the right ballot package for the right election. We are successful because we invest in building strategies that deliver results, whether in “blue sky”, cloudy, or turbulent political environments.

3 2. What We Know About YOU, The City of Twentynine Palms Your City of Twentynine Palms voters are unique, and your story is unique. Our job is to help you to fully maximize the impact of telling your story in ways that resonate with your voters. Understanding the uniqueness of this voting universe will accelerate your path to victory down line. Accordingly, here are some preliminary essentials that define your Twentynine Palms electorate:

City of Twentynine Palms Voter Profile
Descriptor Voters - # Voters - %
ALL Voters 8,920 Voters / 5,313 Households
Any Early VBM: 22% Any Late VBM: 15%
100%
LIKELY Voters
2026 June Election
2,793 Voters / 1,939 Households
Any Early VBM: 38% Any Late VBM: 24%
31%
LIKELY Voters
2026 November Election
5,154 Voters / 3,396 Households
Any Early VBM: 29% Any Late VBM: 22%
58%
By Age:

By Political
Party:

By Ethnicity:

4 Case Study: The City of San Ramon – Contra Costa County CliffordMoss is proud to enjoy successful long-term relationships with cities that sponsor multiple measures over many years and also with cities that are new to the process and have never placed a revenue measure on the ballot.

The City of San Ramon in 2024 was one such “new” city and we were proud to get the privilege of partnering with the super talented City team. Here’s how election success came together for the City with CliffordMoss’ help.

Pre-Electoral Public Information & Community Engagement – March 2023 through Summer 2024 November 5th 2024 One-cent sales tax election (Measure N) – 56.21% WIN Having never previously asked its community to support a local revenue measure, the City of San Ramon had the foresight to approach the process with a long-term view – and not rush to get a Measure in front of voters.

Facing a $14 million structural deficit, despite various cost-saving measures taken by the City, a local revenue measure was a crucial step to protecting vital city services that local residents valued and had come to expect. Beginning in the Spring of 2023, CliffordMoss partnered with the City to begin our work together by conducting important research led by EMC Research to understand the uniqueness of San Ramon as perceived by local voters.

Armed with that research, the City shifted to organizing strategic communications and LISTENING efforts with City and local opinion leaders. Later, the effort expanded even further, telling the City’s compelling story of both “budget prudence” AND “growing needs” across the community. As momentum grew, the City officially turned up the volume, asking the community to weigh in via online with static and video ads from REAL San Ramon residents and city employees. This was all part of the early “feasibility” work conducted to determine IF and what type of measure would be feasible in a community like San Ramon, which had never been asked to support a local tax measure.

On a parallel track, CliffordMoss worked with San Ramon City Staff to take a comprehensive inventory of any existing communication channels to make sure that all City messaging was aligned and informed by EMC research (e.g. enewsletters, city program guides, resource center material, etc.). ALIGNMENT proved to be vital to the City’s efforts.

Whether one-on-one meetings with community leaders and organizations, citywide mailings and online surveys, or informational town halls, it was all integrated under a common San Ramon look and theme.

The community response was significant, with over 3,500 completed surveys received and more than 800 personal comments generated from San Ramon community members. A second poll conducted by EMC (in May 2024) confirmed that the community was ready to consider the City’s proposal. That summer (July 2024) an independent campaign committee came together to mobilize support for the City measure. The rest is history! An early investment in strategic communications paid off, “setting the table” for future election success. In the end, voters said YES to Measure N – the City’s sales tax measure passed with more than 56% support even with economic and political turbulence and exit polls showing that many voters’ top concerns were the economy and rising cost of living. Congratulations City of San Ramon!

5 3. Approach & Work Plan
CliffordMoss – STRATEGY APPROACH
As an experienced public communications firm, CliffordMoss is prepared to step in at any point in the process to assist you. However, our recommended strategic approach is described below.

Phase 1: Accelerated Election Feasibility, Assessment and Listening Effort Timeline: ASAP!
Many firms will come in and tell you exactly what you should do, without making you the priority including what makes the Twentynine Palms community unique. We have years of experience working in San Bernardino and the Greater Los Angeles Area, but we will never assume that there isn’t more to learn. We will sit with you, current and former city council members, and other key communicators to understand the latest issues in Twentynine Palms and how the City’s needs are creating challenges for the community you serve. We have experience, but we will never pretend to know more about you than you know about YOU.

Political Analysis. One of our most important responsibilities in our process is to analyze and anticipate the political terrain ahead in order to help you navigate the future successfully. CliffordMoss views this work as both art and science. No two communities are the same. Once again, we will work with you to conduct a series of (2025-26 relevant) political diagnostic exercises to improve our collective understanding of your political profile and dynamics. We may employ tools such as “power-mapping” or “network mapping” to help us obtain community input on Twentynine Palm needs, challenges, and your proposed solution (i.e. your 2026 ballot measure). Our battery of political diagnostic tests will help determine essential strategies that will later drive electoral success.

Listening Strategy. We deliberately make time to listen and learn from those most likely to influence the outcome of your measure. By employing our proven diagnostic tools, especially face-to-face conversations, opinion leader interviews, stakeholder meetings, and additional tools, we are better able to listen and understand your community wants and needs and most importantly, your voters(the ultimate decision makers in the exercise ahead).

People Support What They Help Create. We must build a community conversation infrastructure, including face-to-face meetings, where your ballot measure emerges out of intentional community engagement and LISTENING along with your expertise as city leaders, managers, and staff. In this way, we expect your potential ballot measure will be supported by the Twentynine Palms community because community members and voters see that their input actually helped build the plan.

Collaboration with Research Experts. CliffordMoss has enjoyed a positive working relationship with the City’s pollster of record, Probolsky Research, and are happy to team up with them for this project.

SWOT ANALYSIS: Strengths, Weaknesses, Opportunities & Threats

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

6 Expected Outcomes of Our Feasibility Work
Our early Phase 1 Feasibility work together provides the CLARITY needed to navigate the way forward.

As we move through early listening, assessment, and polling, we will always refer back to the revealing data, letting the evidence tell us where we need to go next. This is why we resist making judgments on what will or won’t work until we have concluded all aspects of the early Feasibility work.

There are 3 possible outcomes of our Feasibility work with you:
u BEST: PROCEED TO BALLOT. Feasibility is present. Continue to get election-ready. u PROCEED WITH CAUTION. Some, but not all, signs of Feasibility are present. In this case, we may move forward; however, we may face some tough decisions in order to stay in alignment with what we know your Twentynine Palms voters will support.
u STOP - REGROUP. If significant risks emerge out of the Feasibility process, we will tell you so – even if it means telling you that your vision to go to the ballot is overly ambitious and more time is needed to prepare your community for electoral success.

IF Feasibility is determined and the evidence shows that a ballot measure is winnable in 2026, our process continues to Phase 2 and 3 additional phases of work
Phase 2: Public Education & Ballot Measure Preparation
Timeline: On a Parallel Track with Feasibility Work (Assuming a November 2026 Election) Pursuing a revenue measure in the current political environment comes with some risk. Past and current projects we’re guiding up and down the state provide ample evidence of built-in opposition, whether from individuals or organized opposition interests that may seek to keep you from achieving your goal. To be successful, you will need “all hands on deck” AND an experienced tax election team.

Our goal with public education work will be to coordinate informed public engagement and get you “election ready.” Accordingly, you can expect the following:

1. STRATEGIC CONSENSUS AS WE BEGIN PHASE 2 – i.e. Team agreement about where we stand, what package and schedule we’re aligning with, and which election we’re targeting. There is a particular science to the work we do. Armed with Phase 1 results and data, the CliffordMoss Team helps you plan for a customized and deliberate Phase 2 communications and public engagement effort that helps you communicate and build the momentum necessary to move down the electoral path with confidence.

2. EFFECTIVE COMMUNICATIONS & STAKEHOLDER ENGAGEMENT. We employ a messaging strategy to ENGAGE voters and other stakeholders in compelling, memorable ways. We take the time to listen and learn from those most likely to influence the outcome of your election.

3. COMMUNICATION and PRESENTATIONS to your City Council highlighting the findings and next step recommendations based on Phase 1. We will work with you to build information to help your City Council stay informed to ultimately help make the final decision to place a measure on the ballot if feasible.

PROVEN STRATEGIES we will use (especially with voters!) to engage and listen include:

Effective use of TIME. Effective use of the time to meaningfully communicate with the various Twentynine Palms constituencies – from the business community to senior citizens to voters – will be valuable in

7 enabling you to both calibrate the targeting of your communications and to create streamlined methods of sharing information that are the highest and best use of your precious resources.

Deliberate Messaging. After we conduct our diagnostics (including research of other neighboring ballot measures), we will develop a message for your public engagement effort. Messaging is key. Your measure needs an identity and brand. It needs to be more than just another measure for City services. Your measure must tell a story of need that resonates with voters.

Public Education. As in previous efforts, we will work with you to build an effective strategy and message.

Our shared goal with this effort will be to create alignment in the larger Twentynine Palms community around the need for and benefits of your public services expenditure plan.

Armed with proper data, we will employ a refined version of our early messaging to engage stakeholders, voters and the public. CliffordMoss has many proven tools in our communications “tool kit” to take your story where it needs to go, including strategies to control costs while communicating effectively in a robust public engagement plan.

4. A WRITTEN SUMMARY presenting the results of early public engagement with a broad recommendation to lead to a ballot measure, including presentations to City Council as needed.

5. WORK WITH YOU TO EFFECTIVELY PACKAGE YOUR MEASURE.

We will work with you to complete the following ballot measure preparation essentials:
• Collaborate with City consultants to determine the very best final ballot measure package elements. • Finalize core informational messaging for public communications. • Help prepare your ballot language, including the all-important 75-word Ballot Question. • Work with The City’s legal counsel, and the County Registrars of Voters (ROV) to ensure that your ballot measure package filed is the right package for electoral success. • Prepare the ballot measure argument and rebuttal (if needed). • Provide guidance on media efforts to help position the City effectively. • Provide ongoing strategic counsel to help the City navigate the political terrain with integrity.

In short, our role is to bring the unique, neutral, and experienced tax measure election expert perspective to your team, working with you to customize and drive your process in ways that form the foundation to ensure that an informed public is voting on your ballot measure.

PHASE 3: Election Window
Timeline: 88-Day Campaign Window, Approximately 3 Months During the 88-day election window, state law requires a complete separation between the agency (in this case the City) and an advocacy campaign established for the purpose of passing a local revenue measure.

Please note, with increasing frequency, CliffordMoss is working more and more with cities on “informationonly”. Here are the services CliffordMoss can provide in an “info-only” capacity during the election window:
• Communications Program Development – Recommend a strategy and program budget to help City inform residents about the upcoming election and ballot measure that has qualified for the ballot. • Program Implementation - Guide City in implementing its public “info-only” program; serve as City thought partner as City engages and informs its community • Public Information Materials – Prepare and provide information-only, factual and impartial communications for Client distribution (e.g. factual, information-only, impartial web content, fact sheets, informational mailers, FAQs, etc.)

8 • Communications Counsel - Provide ongoing project-related strategic communications counsel and work products as needed within City’s program budget
However, there are cases where we offer full-service campaign capabilities later to an independent campaign committee, and in that case, we sever our relationship with the City and pivot to providing for an independent campaign client services that may or do include the following:
• CAMPAIGN STRATEGY – a Plan, targeting, and messaging informed by your research and public input. • Campaign Organizational Development capabilities (Every community is unique!) • FUNDRAISING & BUDGET Planning/Management Tools/Systems. • A full spectrum of Mail/Print services – e.g. concept development, copywriting, design, and full production/delivery coordination
• Community Coalition Building/Endorsement Strategy/Systems • Scripts and messaging for phone-banking and other VOTER CONTACT efforts • Grassroots FIELD strategies for intensive voter mobilization services • VOLUNTEER recruitment, training, management, and recognition services • VOTER DATA and tracking systems/capabilities including Get Out the Vote services • MEDIA RELATIONS – including crisis management, if needed CliffordMoss will be happy to discuss this critically important 88-day window with you in greater detail as we approach your filing deadline.

4. Project Team
Here are key members of our team you will likely be working with if you choose CliffordMoss to guide you:

From CliffordMoss
Amanda Clifford, Principal. Amanda specializes in grassroots communications and public engagement projects, combining her two career passions - the law and grassroots organizing to improve education, healthcare, and other quality of life services for CliffordMoss clients and their communities. She is a graduate of Cal Poly San Luis Obispo with degrees in Political Science and Psychology. Amanda finds fulfillment wherever she goes, whether traveling the world or tending to livestock on her family’s farm. Her interest in politics blossomed when she went to work for a Member of Parliament from the Labour Party in Britain. From the halls of Parliament to the small neighborhoods outside of London, Amanda developed a natural talent for collaborating with local citizens. Her career was further enriched by work with The Fund for Public Interest Research, a leading non-profit enterprise dedicated to campaigning for environmental and political issues. Amanda later attended John F. Kennedy University School of Law, earning her law degree in 2009. As a partner at CliffordMoss, Amanda is thriving as she continues leading teams navigating the ever-changing election cycle, with its many challenging environments and drastically different communities of conservative, liberal, rural, urban, bilingual voters, and highly passionate citizens up and down the State. Her successes include numerous successful City measures throughout California. Amanda lives with her family in Davis, CA. Amanda will serve as LEAD Strategist and project manager for this project.

Patrick Falzer, Assistant Vice President. Patrick is an experienced political & campaign strategist with direct experience working with cities all over the state. Born in Southern California and raised in New England, Patrick returned to the West Coast to attend college, graduating from Santa Clara University in 2017 with degrees in Political Science and Sociology. His early career path provided valuable experiences working in congressional offices, San Jose City Hall, multiple campaigns, and a well-known Mountain View tech company. Exceptional communication skills give Patrick the ability to work in ever-changing environments

9 to help clients identify and execute optimal strategies to achieve their goals. In particular, Patrick's extensive background in public engagement, local city initiatives, campaign management and organizing give his clients a competitive edge, especially if their goal is to win at the ballot box. Patrick will serve as Project Manager & Daily Point of Contact.

CliffordMoss SUPPORT TEAM. Our firm employs a team of professionals including senior project advisors and associates who possess important community organizing, campaign, messaging, media, online and social media expertise, and extensive print production/direct mail capabilities. CliffordMoss takes pride in employing a team approach where every project has a CliffordMoss principal and associate assigned.

CliffordMoss SUB-VENDORS. Our extended team of sub-vendors includes a world-class graphic designer, best in the business print production teams, experienced data services provider, innovative online communications firms, and media consultants. We foster positive working relationships with vendors who share our commitment to excellence and innovation for CliffordMoss clients. Together, we successfully navigate your communications challenges and opportunities.

5. Management Plan
Our goal is to make this process manageable and successful for you and your team. We understand your primary focus is on the everyday operations and management of your city. That said, you are considering placing a revenue measure on your local ballot – and that is a significant undertaking. We are here to facilitate, train, and coach you so that you CAN secure the public funding you need. Our clients tell us that our approach and tools made the difference for them between winning and losing.

Estimated number of meetings, conference calls, and other work: We align to the needs of our clients first and foremost. We view TIME as your most valuable resource – you will see us use it wisely. We advocate for Core Team meetings at least once a month. We are big believers in using the full spectrum of communications channels to accelerate progress outside of core team meetings – including conference calls, email, phone appointments, training events, etc. We strive to be 100% accessible to you.

Our proven approach to preparing for a successful local revenue measure is captured in the visual below.

We would be happy to walk you through this planning model if we are granted the privilege of an interview. 1 Planning Model
Time is your
most valuable
resource!
Final Prep Election Window Post Election
Election Day Filing
Deadline Council
Action
Public Engagement/Strategic Comms
Poll #1:

Early
Feasibility
P1 P2
Poll #2:

Final
Feasibility
Project Launch
Early LISTENING
Our work employs both
Art & Science.

We are Guided by Three Core Principles:

1. Your community is unique.

2. Listening is a lost art.

3. People support what they help create.

10 Our Commitment to You: CliffordMoss will work with you to make prudent and smart decisions that position you effectively for future success. YOU will always be in the driver’s seat about all budget-related decisions. Our management plan focuses on YOU and YOUR needs. Our choice of assigned team members and sub-consultants is deliberate – we choose peak performing partners to ensure the very best results.

7. Fee Proposal /Recommended Budget
Our fee structure is specifically designed to show that we are prepared to bring the very best strategic guidance to you to achieve YOUR strategic and electoral objectives, while also meeting prudent cost control requirements. Our clients tell us the investment in CliffordMoss is well worth it, given our record of doing the job once, doing it right, and getting it done.

Here is our cost proposal for the City of Twentynine Palms:

CliffordMoss Fee: $8,000/month – Monthly Retainer (plus approved business expenses). This proposed fee does not include program expenses (for general public communications). Learn more in the appendix.

About PROGRAM Expenses. Outside of our fee proposal above for Phase 1 feasibility services only, it is too early to tell what exactly your additional costs will be as you move to Phases 2 and 3 to prepare for a specific 2026 ballot measure. However, early design work, digital promotion, and direct mail for informational communications would be good examples of the kind of costs we expect. Our commitment is to keep your budget as tight as possible. We will collaborate with you to build a prudent public information budget.

Thank You!
The CliffordMoss team is eager to assist the City of Twentynine Palms in achieving your strategic, financial, and electoral goals. If you have any questions, please do not hesitate to contact Bonnie Moss from CliffordMoss.

We appreciate the opportunity to submit this proposal and we hope you share our enthusiasm for letting ustell your story. Thank you for your consideration. It all starts with a story – YOUR story. Our job is to help you bring your story to life. Let us put the CliffordMoss Promise to work for you. Let us tell your story.

Thank you!

11 Project Schedule and Timeline
TIMELINE: November 2026 Election Scenario
Assumption: A November 2026 Election. County filing deadline for this election: August 7, 2026.

Fall 2025 PHASE 1 Feasibility Priorities: Strategic Launch, Polling, and Early Communications. 1A. Strategic, Intentional Launch.
- SWOT Alignment - Core Team confirms Strengths, Weaknesses, Opportunities, Threats - Agree on benefits and risk factors to approach to feasibility work - Discuss communications strategies RE past election environment - Integrate into communications your plan to maintain public trust 1B. Research/Voter Polling. Diagnostic/analytical work – evaluate community input. 1C. Deliberate, Early Communications Work. Define your story, conduct political analysis, LISTENING recommendations & community engagement strategy.

Winter-Summer ’26 PHASE 2 Tasks: Public Information & Ballot Measure Prep Assessment & Communications Planning/Calibration and Prep for Round 2 Work Jan – April Community LISTENING & EDUCATING Work –
More…..Stakeholder work. More online engagement. City Speakers Bureau – service clubs, civic and community groups, etc. EARLY e-communications (web, email, social media, video) + local EARNED media + Info Mailers (including a 2-way/response mailer) April Conduct public opinion POLL #2. Prepare/conduct/analyze TRACKING POLL.

By May Core ballot measure package defined – informed by opinion research + needs community input and consensus (as identified in community engagement work).

May/June Promote Ballot Measure Plan (Solution) to Community (informed by poll, listening results).

June City Council workshop (info-only item) to review/discuss measure “package” + Q&A We recommend an information only / no-action meeting for this step.

July City Council Action calling for the election.

By August 7 Final document preparation and filing.

August 7, 2026 Filing Deadline: 5pm. If you haven’t filed by 5pm, you won’t be on the Nov. 2026 ballot! Aug 7 – Nov 3 PHASE 3 Election Window – For a November 2026 Election (NON-City Funded) Early October Ballots MAIL.

November 3, 2026 Election Day!

12 Minimum and Optional Program Costs
Without yet determining a program budget together, at a minimum, costs will include our consulting assuming a 10- month runway ahead of a summer of 2026 Council decision to place a measure on the ballot.

Budget Item Consulting
Fees

OPTIONAL PROGRAM BUDGET
Minimum Better Adequate
CliffordMoss Consulting
$72,000
$8,000/mo.
(9 months)
Proven City Channels
E-Newsletters, Council Meetings, etc.

City Funded City Funded City Funded
Direct Mail/Collateral
ALL voter households (HH) + Parents
$15,000
One Mailer
2-way Reply
Mailer
$12,000
2nd Mailer
Report Back:

What We Heard
$10,000
Mailer #3 Proposed
Solution, + Support
Cards (Field)
Online Paid PSA Packages
Digital Display Design + Paid Reach to All
Voters on Social Media/Online
$15,000
One Round
$15,000
Second Round
Video Production
City Funded OR
$10,000
One Set
City Funded OR
$5,000
Second Set
Data
Voter file info
$500 $500 $500
City Texting & Emails City Funded City Funded City Funded Voter Texting
2,493 voter cell phones
$2,000
1 Round
Voter E-mails
Purchase from PDI and Integrate
into City communications.
$2,500
Travel Expenses $2,000
Miscellaneous Expenses $800 $800 $800 $800
TOTAL $74,800 $16,300 TBD based on actual need
and discussions with the City.

13 The CliffordMoss Promise
We realize you have are at liberty to select the consulting team that works best for you. We sincerely want to be that team – continuing to earn and keep your ongoing trust. As a friendly reminder, we hope you will keep in mind our core promises to you:

1. ACTIVE LISTENING. In this day and age, it often feels like listening is a lost art. Many consultants tell you exactly what you should do without ever getting to know who you are and what makes you and your cause unique. Our team is different. We will MAKE TIME to listen - in all directions. If you zoom out and take notice, you will see that many of our diagnostic tools involve effective listening: listening to you, listening to public leaders, and listening to stakeholders, influencers and voters who can impact your end-game goals. Providing effective assistance STARTS with quality listening.

2. CANDOR. In our business, candor is a virtue. That’s why we strive to build a working environment where all parties have room to be authentic and real. Avoiding or sugar-coating tough issues doesn’t help. When we all commit to candor, we keep your path to success open.

3. WORK ETHIC. Highly complex projects like yours require significant effort from all invested parties. Our work ethic will be an asset to you. We believe in personal investment, hard work, discipline, the easy and frequent flow of information, and continuous improvement in the work we do together. We practice these values in all aspects of our work, from logistical and analytical elements to resolving community concerns to developing policy, program and project options. We commit ourselves 24/7.

4. CONSULTANT ACCESSIBILITY. Our team is comfortable leading in a high pressure, fast-paced environment. You can count on us to be with you from start to finish. You will have seasoned professionals at your side; we will not hand your project off to junior-level staff. When you need us, you will have the capability to reach us quickly.

5. PASSION FOR YOUR CAUSE. We love the work we do with cities, counties, school districts and other agencies in California. Leading members of our team have been practicing professionals for years. When you succeed, we succeed – that’s what motivates us. Our passion for the work helps us to go deeper with clients. Call our references – ask how they feel about our CliffordMoss commitment to their cause.

1 Proposal for Ballot Measure Feasibility,
Preparation and Outreach Services
Prepared for
City of Twentynine Palms
September 22, 2025

2 Mr. Stone James
Office of the City Manager
6136 Adobe Road
Twentynine Palms, CA 92277
Dear Mr. James,
Thank you for the opportunity to present this proposal to the City of Twentynine Palms as you consider engaging with your community to educate residents on the need to pass a 1% sales tax measure to improve Twentynine Palms today and for future generations.

Props & Measures is a strategy and communications consulting firm that specializes in helping local government agencies design winning revenue measures for the ballot and implement the communication strategies that help your community understand your revenue needs. Over the past two decades, we have helped a variety of counties, cities, school districts, community college districts and other agencies pass hundreds of successful revenue measures, generating billions in locally controlled funding for public projects and services.

We believe we are uniquely qualified to help you in this process to achieve a successful revenue measure for the following reasons:
• Extensive Experience Working with Cities. Props & Measures has helped pass many measures to benefit cities around California. We understand how voters think about their communities and what kind of language resonates with – and repels – them. • A Winning Record in San Bernardino County. P&M has helped pass numerous tax measures in San Bernardino and neighboring Riverside Counties, so we can hit the ground running with our knowledge of the local dynamics that could affect your measure. • You Get Who You Hire – Senior Staff. At some firms, you get a partner during the proposal process and then you get passed down to junior staff. Not P&M. A combination of partners Erica Walters and Alex Wara-Macapinlac and senior account executive Robin Gerrity will be involved every step of the way, from strategic planning to regular conference calls (see below for more information on their approach and qualifications). • Customized Approach. We don’t apply a “cookie-cutter” approach to local tax measures.

Our prior clients will tell you that our attention to the unique political challenges of your funding measure and the current political environment set us apart from others in our industry.
• Experience with Information, Not Advocacy. We have extensive experience helping cities and other public agencies craft effective public informational materials that don’t cross the line into advocacy. This information plan includes gathering information from stakeholders and the community to gauge their understanding of this potential measure.

3 The remainder of this proposal provides information about our firm, the services we provide, our track record and other details.

Please don’t hesitate to contact Erica at (415) 816-3402/[email protected] if you have any questions or need additional information.

Sincerely,
Erica Walters Alex Wara-Macapinlac
Partner Partner
(415) 816-3402 (559) 871-6569
[email protected] [email protected]

4 Our Approach and Scope of Services
We have a proven general approach to successful revenue measures that follows four critical steps.

Within each step, we customize a set of strategies and tactics to address the specific challenges, circumstances and nuances for each of our projects.

PHASE 1
Feasibility study to determine if and under what conditions the city can pass a sales tax measure.

PHASE 2
Build consensus with outreach and awareness-building strategies that position your measure for success.

PHASE 3
Build a strong measure by aligning the measure’s features with the community’s priorities and sensitivities.

PHASE 4
Campaign for the win by efficiently getting your message out to persuade voters and mobilize your base of support.

The first three steps in this process are typically led by the public agency pursuing the revenue measure as part of the process to evaluate, plan and prepare a measure for the ballot. All publicly funded communication during this phase must be informational and not advocacy. The fourth step in the process, once a measure is on the ballot, must be coordinated by an independent campaign committee using private resources.

PHASE 1
Feasibility Study
Your existing polling from November 2023 provides an excellent starting place, but we would recommend conducting another survey, considering the political landscape has evolved, to help refine this information and provide a more updated picture of voter sentiment as decision time on a measure comes closer. In collaboration with Probolsky Research, Props & Measures will help you assess the basic viability of a sales tax measure for the November 2026 ballot and identify the strategic elements needed to maximize the chances for success. During the feasibility study we’ll help you tackle the most basic strategic questions that must be answered in order to identify a path to success.

5 Props & Measures will help you answer:
• What are the highest priorities for public funding according to Twentynine Palms residents? We know from the November 2023 survey that residents believe the city is doing good job in general but would like to see improvements in their perceived way in which the city is managing taxpayer dollars. We will help you craft a survey that tests how this sentiment has evolved over the past two years.
• How do the projects the Council is interested in funding, such at the animal shelter, stack up versus residents’ current priorities?
• How does the external environment of the economy affect your chances? This can include everything from national issues like tariffs to more localized challenges like the job market. • How does the presence of the military base play in here? Based on voter registration numbers, it’s clear many people on-base don’t vote locally but it’s still a major driver of the economy and local culture.
• What are the general parameters (in dollars) of the tax tolerance among residents right now? • Does sufficient community awareness of your needs already exist, or is proactive outreach required to build awareness? What are the key messages voters need to hear and what are the most effective channels for communication?
• How might specific exemptions or accountability protections be included in a successful measure?
• How have any recent (or less recent) controversies affected your standing in residents’ minds, if at all?
• What competing issues and/or ballot measures must be considered before moving forward? • How can you avoid the pitfalls that sometimes befall tax measures? To answer these questions, our team will carefully assess your needs and competing issues in the community. To obtain a deeper understanding of current attitudes and opinions in your community, Props & Measures will work with your chosen pollster to conduct opinion research with local voters.

Our team will work closely with you to outline your research options, explain the tradeoffs for the different approaches, and create a specific research scope that best meets the needs of your community. In conjunction with your pollster, we’ll help you interpret the results and turn the data into an actionable plan for moving forward. We’ll also help you interpret and present recommendations to your administrative team, the Council, and other key stakeholders to build consensus around a unified strategic approach.

PHASE 2
Build Consensus
Based on the findings from the survey and feasibility assessment, if the decision is made to move forward with a potential measure, Props & Measures will help develop and implement a public information and outreach program to educate the community about your funding needs and build broad community consensus around a revenue solution.

Specifically, Props & Measures will:
• Develop informational messaging and a plan for disseminating the message to key audiences

6 • Provide talking points, answers to frequently asked questions and a message training to key staff, employee groups and elected officials that will be speaking publicly about this issue • Provide information to be added to your website, distributed through social media and included in newsletters
• Prepare presentations for community meetings
• Write, design and produce informational mailings and advertising to educate, inform and engage voters
• Develop strategies and plans to inform and engage key internal stakeholder groups within the city and partner organizations
• Develop strategies for managing coverage of this issue in the local press • Develop strategies and plans to inform and engage influential external groups including elected leaders, business leaders, neighborhood leaders, faith community leaders and taxpayer groups Props & Measures has expertise in traditional communication strategies like direct mail, print advertising and earned media. We are also experts in utilizing online strategies such as social media, digital advertising and video. Our in-house graphic design and production capabilities allow us to deliver the highest level of strategic and creative communication for our clients.

PHASE 3
Build a Strong Measure
Once we know what a viable, winnable ballot measure looks like, Props & Measures will work with you to develop a revenue measure and qualify for the ballot.

During this phase of work, Props & Measures will:
• Work with you and your financial team to finalize the tax rate and the structure of your measure
• Refine the description of your needs and/or expenditure plan to make sure they are written in clear and understandable language featuring projects and programs that are high priorities for voters
• Work with you and your legal counsel to define important taxpayer accountability protections, including any potential independent citizens’ oversight committee and public reporting process, if needed
• Work with you and your legal counsel to develop all resolutions required for calling the election • Develop the critical ballot question that will appear on ballots • Develop and refine the full text of the measure and other materials that will appear in the ballot pamphlet mailed to all voters
• Present recommendations and documents to the City Council for formal approval

7 PHASE 4
Campaign for the Win*
The next step in the process is to mount a strategic advocacy campaign to secure the votes needed to win on Election Day. This is the only step in the process that cannot be funded with public dollars.

While public agencies can continue to provide information to residents about the measure, only a privately funded campaign committee can advocate for the measure. We will work with you to understand if volunteers are available and motivated to step forward to run such an effort. Typically, as consultant to volunteer campaign committees, we build campaign plans with the following elements to ensure the best possible chance of success on Election Day:
• Effective messaging and materials. Campaign logos, brochures, websites, social media and other materials must be eye-catching and have a local feel in order to persuade and motivate voters effectively.
• Avoiding controversy and obstacles. We can’t take anything for granted in today’s economic and political environment. To win, it is important to run an organized campaign that avoids controversy and neutralizes opposition to the extent possible. • Good teamwork. We strive to build broad coalitions that include support from business, labor and the full spectrum of political ideologies.
• Efficient grassroots organizing. The time and energy of your volunteers are precious resources.

We’ll work with you to develop a plan that maximizes the impact of their efforts on the outcome of the election.
• Strong fundraising. Fundraising for local ballot measures can be a challenge. It takes resources to get your message out to the voters who will determine the outcome of your election. We believe the key is forming a campaign committee well in advance whose primary job is to raise money for the measure. We can help you brainstorm ideas of committee members based on our knowledge of the local landscape. We generally value “doers” on a committee over big names, unless the big names are also willing to participate actively in day-to-day call time and other mechanisms for raising money.
*Note: The information provided in Step 4 is intended as information to convey Props & Measures’ full range of services available to assist with the tax measure process. The services described here are not proposed as part of the scope of services for the City of Twentynine Palms. If a tax measure is placed on the ballot and an independent advocacy committee forms, these services would be offered to that group and privately funded under a separate agreement.

8 Proposed Timeline
Below is a planning timeline for an election taking place on the November 2026 General Election ballot that provides the overall approach to the project, specific techniques that will be used, and the administrative and operational management expertise that will be employed.

September 2025 – January 2026 (Phase 1/Feasibility)
• Kick-off meetings and work with staff to learn all background details • If needed, partner with city to hire financial consultant to explore funding options, if not already completed
• Partner with city to review and/or refine master facilities plan, if not already completed • Pollster conducts next poll to test support for a potential sales tax project priorities, potential durations/sunset dates and messaging
• Collaborate with pollster to analyze the results from the poll • Present summary polling data and key findings to Council February – March 2026
• Props and Measures works with city staff to draft poll-based informational messaging for staff, community members and local stakeholders regarding city needs:
• Fact Sheet
• FAQ
• PowerPoint presentation
• Web page content
• Social media content
• Props and Measures conducts message training for key spokespeople and those participating in outreach meetings
• Assist city staff in identifying initial community outreach opportunities • Begin internal outreach
• City staff
• Council members
• Other spokespeople
• Update city website with information about potential ballot measure • Develop ongoing messaging for website and other city print and e-newsletters April – May 2026
• Early April: Write, design and send first informational mailer with a tear-off reply card to registered voters outlining city needs, introducing the need for local funding and encouraging feedback regarding potential projects to be funded
• Post online survey on the web page that correlates with mailer survey • Coordinate social media/digital ads
• Begin external outreach to community organizations, businesses, local elected officials • Meetings and presentations with influential groups and individuals • Meet with chamber/business leaders, neighborhood associations, community leaders

9 • Props and Measures creates informational video to educate the community about the city’s needs and the potential measure
• Video can be used for stakeholder outreach as well as digital advertising June 2026
• Early June: Write, design and send second informational mailer reporting on community feedback collected through mail and online surveys, providing additional details on city needs, expanding on the need for local funding, and information about a potential revenue measure • Coordinate social media/digital ads
• Early June: If needed, pollster conducts tracking poll to help finalize decisions and messaging; P&M to assist with drafting and post-survey analysis
• City staff, legal counsel and Props and Measures work together to develop internal first draft of tax ordinance and resolution
• Present summary of tracking polling data and key findings to Council • Continue external outreach to community organizations, businesses, local elected officials • Meetings and presentations with influential groups and individuals • Meet with chamber/business leaders, neighborhood associations, community leaders
June 30 City Council Meeting: Present summary of tracking poll data (if done) and key findings to Council as well as draft ordinance and resolution to place a revenue measure on the November ballot
July – August 2026
• Mid-July: Write, design and send third informational mailer outlining city needs, summarizing the need for local funding
• Coordinate social media/digital ads
• Finalize resolution and ordinance
• Complete outreach to key stakeholders
• July 28 City Council Meeting: Council adopts resolution and ordinance to place revenue measure on the November 2026 ballot
• August 7 (88 days Before Election Day): Deadline to deliver the final adopted ordinance and resolution to the City Clerk and Registrar of Voters to finalize the process for qualifying for the ballot
• Props and Measures conducts training of city staff regarding the role of staff during election • Update city website/social media accounts and affiliated organization websites/social media accounts with information about measure
• Transition to privately funded independent advocacy campaign

10 About Props & Measures
Props & Measures is a non-partisan strategy and communications consulting firm specializing in bond, tax and other public finance ballot measures supporting public programs, services and facilities. Props & Measures (formerly known as TBWBH Props & Measures and TBWB Strategies) launched in 2005 as an offshoot of Terris Barnes & Walters Political Media, which has been winning campaigns in California since 1988. The firm is fully remote and has staff located throughout the Bay Area. Our website can be found at www.PropsandMeasures.com
Building Public Consensus in Communities Throughout California Successful revenue measures are built upon a foundation of strong community consensus. We work with our clients to identify shared community priorities and values to identify the elements of a successful revenue proposal. We have built community consensus for revenue measures in hundreds of communities throughout our home state of California and many communities across the country.

We know how to develop successful revenue proposals and communicate with voters in urban, suburban and rural communities.

Unparalleled Experience
The partners and consultants at Props & Measures have experience with numerous successful public finance ballot measures that have raised billions of dollars in voter-approved revenue for public programs, services and facilities. The successful measures include real property transfer taxes, bonds, parcel taxes, sales taxes, transient occupancy taxes, utility users taxes, assessments and fees. We help cities, counties, school districts, community colleges, parks, water and open space districts, fire districts, libraries, healthcare districts, transportation and transit agencies and others.

Commitment to Client Service
We have found that a close partnership with attention to daily details is essential. We know public finance measures, and you know the community you serve. We also understand your reputation is at stake when you seek funding from your community. It’s not enough just to “win,” but the measure and the related messaging must help you strengthen city government’s relationship with the community.

In-House Graphic Design, Digital Media and Production Coordination Props & Measures is one of the few firms in our industry that maintains an in-house Art Department and Production Department, to produce award-winning, creative concepts and attend to all the details required for efficient and timely delivery of digital media and printed materials. Our team will make sure your materials are given the necessary attention to deliver your message to your constituents effectively and on time.

Multimedia Communications
Local residents receive their information in a variety of ways. We offer innovative multimedia communication plans that deliver your message through a combination of direct mail, email, online display advertising, pre-roll video advertising and social media advertising to ensure a thorough reach to voters and maximize visibility. Props & Measures has experience blending traditional and new media strategies to maximize the impact of your message.

11 References
City of Rancho Cucamonga
Contact: Jennifer Camacho-Curtis, Community Affairs Officer Telephone: (909) 774-2048
Email: [email protected]
Dates of Service: December 2023 – November 2024
Summary of Services Provided:

Props & Measures assisted in the feasibility study and provided recommendations for moving forward with a TOT measure; developed and implemented a year-long city public information and outreach plan; and worked with the city and San Bernardino County Registrar of Voters to qualify for the ballot.

Mammoth Lake Fire Protection District
Contact: Ales Tomier, Fire Chief
Telephone: (760) 934-2300
Email: [email protected]
Dates of Service: August 2023 – August 2024
Summary of Services Provided:

Props & Measures worked with the district to identify the best funding mechanism, assisted in the feasibility study, and provided recommendations for moving forward with a parcel tax measure. We also developed and implemented a robust public information and outreach plan and worked with the district and Mono County Registrar of Voters to qualify for the ballot.

City of Crescent City
Contact: Eric Wier, City Manager
Telephone: (707) 464-7483
Email: [email protected]
Dates of Service: July 2020 – November 2020
Summary of Services Provided:

Props & Measures assisted the city public information and outreach, worked with the city and Mendocino County Registrar of Voters to qualify for the ballot, and served as a campaign consultant to the independent campaign committee that helped to pass the measure with a 65% yes vote.

San Mateo County, Measures K & W
Contact: Board President David Canepa
Telephone: (707) 464-7483
Email: [email protected]
Dates of Service: 2016 and 2018
Summary of Services Provided:

In 2016, Props & Measures assisted the county with public information and outreach on Measure K in 2016, which passed with 70.4% support. In 2018, we worked alongside both SamTrans and the county to educate residents about needs surrounding public transit, and every last bit of that outreach mattered – Measure W passed by just 552 votes countywide. Supervisor Canepa was involved in both efforts and can speak to our work locally.

12 Fees & Costs
During PHASE 1 (Feasibility), Props & Measures charges a flat $20,000 fee that covers up to four months of work. This fee will cover all research, guidance, assistance, and recommendations during the voter survey process, including in-person meetings, Zoom meetings, phone calls, as well as any hard costs associated with those services. If the results of the feasibility study do not show a viable path forward, our contract may be terminated at any time with no further obligation.

Once a presentation is made showing the survey results and a decision is made to move forward, Phase 2 of the communication and outreach process will begin.

During PHASES 2-3, as is the standard in our industry, Props & Measures will move to our standard fixed-fee basis. For a city of your size, our standard consulting fee is $5,000 per month. Reimbursable business expenses, such as mileage, will be billed separately along with any other hard costs associated with printing and postage for informational materials. Partial months of services would be billed at a prorated amount.

Should the District decide to engage in broader informational communication efforts, below we have provided pricing for production and distribution of video, paid digital media ads or informational mail programs.

Direct Mail:

Direct mail is priced separately on a per-piece basis as follows for informational mailings to all registered voters in the City of Twentynine Palms – approximately 8,918 voters in 5,605 households.

Note that this level of voter registration is well below what we see in most places as a percentage of total population – we attribute this to the presence of the base and also the fact that your community is unusually young, with many residents under 18.

We recommend sending two or three mailers.
• 11x17, one-fold brochure or equivalent on 100# text: $9,830 • 11x17, one-fold brochure on 7 pt. with a tear-off return card: $11,857 Pricing includes design, stock photography, pre-press, print, mailing labels and address de-duping, ink jetting, postal handling including postage, shipping, bulk mailing forms, postal check-in, and applicable sales tax.

Digital advertising:

Digital ads are priced in a live spot market, so it’s difficult to provide advance pricing for the ad buy itself, but we can provide production costs and work within your budget for the buy.

We charge $7,500 per video, including scripting, shooting, and editing, to :30,:15 and :06 ads. We recommend doing a video as the first round of digital ads, as they garner the highest engagement of all forms of digital ads.

13 We charge $3,500 per static digital creative concept for the full range of treatments, including banner ads, Facebook and Instagram (approximately 14 sizes total). A full buy to all registered voters (same universe as mail above) for one creative concept (either video or static) is approximately $5,100 Legal
We have no known conflicts of interest concerning the proposal.

This proposal is predicated upon all the terms and conditions of the Request for Proposals. It is valid for a period of one hundred twenty (120) days from the date of receipt thereof by the City.

Erica Walters, Partner

14 Our Experience in San Bernardino and Riverside Counties We have worked extensively in San Bernardino and Riverside Counties with local organizations, agencies and candidates. Below is a selection of our previous campaigns. Though by no means exhaustive, it is designed to provide a snapshot of the breadth, depth and duration of our local work.

Alta Loma School District, Yes on H - 2016
Alvord Unified School District, Yes on J - 2022
Central School District, Yes on A - 2008 (public
side communications)
Chaffey Community College District, Yes on P -
2018
Chaffey High School District, Yes on X - 1998
City of Barstow, Yes on Q - 2018 (public side
communications)
City of Murrieta, Yes on T - 2018 (public side
communications)
City of Ontario, Yes on Q - 2022
City of Palm Springs, Yes on D & E - 2017 (public
side communications)
City of Rancho Cucamonga, Yes on Q - 2024
(public side communications)
City of Redlands, Yes on T - 2020
City of San Bernardino, Yes on S - 2020 (public
side communications)
Corona-Norco Unified School District, Yes on GG
- 2014
Jurupa Unified School District, Yes on EE - 2014
Lake Elsinore Unified School District,
- Yes on T - 2024
- Yes on V - 2016
Menifee Union School District, Yes on Q - 2016
Moreno Valley Unified School District, Yes on M
- 2014
Perris Union High School District,
- Yes on W - 2018
- Yes on T - 2012
Perris Elementary School District,
- Yes on C - 2014
- Yes on S - 2006
Riverside Unified School District, Yes on O -
2016
San Bernardino Community College District, Yes
on CC - 2018
Val Verde School District,
- Yes on C - 2020
- Yes on L - 2012

15 Our Experience with California Cities
Below is a partial list of cities and towns Props & Measures has assisted:

City of Adelanto
City of Alameda
City of Barstow
City of Beverly Hills
City of Campbell
City of Chula Vista
Town of Corte Madera
City of Crescent City
City of Del Mar
City of Diamond Bar
City of Downey
City of Emeryville
City of Fairfield
City of Foster City
City of Fremont
City of Fullerton
City of Glendale
City of Gustine
City of Kerman
City of Lancaster
City of Lafayette
City of Laguna Beach
City of La Verne
City of Lomita
City of Los Altos
City of Madera
City of Manteca
City of Merced
City of Montebello
City of Morgan Hill
City of Murrieta
City of Napa
City of Oceanside
City of Orinda
City of Pacifica
City of Palm Springs
City of Palmdale
City of Palo Alto
City of Paramount
City of Pleasant Hill
City of Pomona
City of Redlands
City of Redwood City
City of Salinas
Town of San Anselmo
City of San Bernardino
City of San Mateo
City of San Jose
City of San Rafael
City of Santa Cruz
City of Santa Fe Springs
City of Santa Monica
City of Santa Rosa
City of South Lake Tahoe
City of Suisun City
Town of Truckee
City of Vacaville
City of Ventura
City of Watsonville
City of Whittier
Town of Windsor
City of Yuba City

September 19, 2025
TO: City of Twentynine Palms
FROM: GrassrootsLab
RE: Proposal: Consulting Services for Public Information and Education Thank you for the opportunity to discuss collaboration on public information efforts surrounding revenue issues in your City. Our firm has a long and successful history of working with cities and counties on these issues and we would welcome the opportunity to continue assisting Twentynine Palms in this effort.

We understand that your City may have completed some initial research on a potential revenue measure. The deadline to refer such a measure would fall 88 days ahead of the planned election, which for a November measure would fall in early July. This provides a window of approximately nine months during which time the City can provide residents with public information about its fiscal outlook, and gather additional feedback. We propose to lead that outreach effort, as we have done successfully in dozens of other municipalities in recent years.

Approach and Proposed Scope of Work
Based on learnings from your research phase, GrassrootsLab will collaborate with your City Attorney to develop a legally permissible public outreach and education campaign that would provide factual, objective and balanced information to update and inform the community.

We believe the City should endeavor to make presentations to community-based groups as well as convene Town Hall meetings. These can be promoted via direct mail, social media and partnerships with community groups.

Included in a comprehensive program would be the development of collateral materials including Frequently Asked Questions, fact sheets and online assets. We may also distribute additional survey response mechanisms to residents, to promote engagement and augment the findings of the formal opinion survey.

Also vital will be properly structured community outreach presentations for civic groups to provide information about the city’s finances and planning processes. GrassrootsLab will collaborate with City staff to plan these presentations, develop materials and assist in presentation, if desired.

As deliverables for this Scope of Work:
- Develop print and digital assets including, but not limited to, Presentations, Frequently Asked Questions, talking points, key messages, etc.
- Develop Video content to communicate City Services and Budget issues - Collaborate with City staff on social media content.
- Draft content for City Newsletters.
- Work with City staff to develop informational video content for use on the City’s website and social media channels.
- Provide Graphic Design services for related materials. - Draft press releases, as needed, to support the effort. - Develop and design community informational mailer(s), as pertinent. - Develop, distribute and collect responses to a community survey document. - Be available as needed for in-person and/or virtual meetings and events. - (Optional) Conduct community meetings and townhall events. - Attend Council meetings to report on work
- Produce written and/or oral reports on activities as requested by City Staff.

All above subject to the review and approval of the City Attorney and designated City staff.

Timeline and Budget
We propose to conduct this work on the following timetable, subject to the City’s Feedback:

October 1, 2025 to July 1, 2026
The outreach component of this program is capped at $6,000 per month, and total not-toexceed of $54,000 for a nine-month engagement. We are happy to bill against this cap at the following hourly rates:
• Principal - $285/hr
• Associates - $160/hr
• Videography - $800/day rate
Our firm will cover our own travel expenses, as needed. Any printed and/or mailed materials are reimbursable only with prior written approval from the City.

Thank you for the opportunity to work with you. Please contact us with questions.

SINCERELY,
Robb Korinke
[email protected]

FIRM BACKGROUND

GRASSROOTSLAB COMPANY PROFILE
GrassrootsLab specializes in local government outreach, campaigns and communications in California. In addition to numerous local officials and candidates, our firm maintains ongoing client relationships with several key statewide organizations and, through online assets, maintains a weekly communication channel with local government stakeholders across the state.

With offices in Sacramento and Long Beach, GrassrootsLab has built a foundation on communicating the importance and relevance of local government services to California residents. The firm and its principles have crafted and executed campaigns for many of the central issues in local government, including successful revenue enhancements and other public information efforts. Firm co-founder Robb Korinke was a co-author of the League of California Cities handbook on local revenue measures “Countdown to Success”.

We have also worked on successful public information and measure development efforts with the Counties of Madera, Orange and Los Angeles, as well as Cities of La Canada Flintridge, Santa Barbara, Turlock, Monterey Park, Palm Desert, Pismo Beach, Foster City, Sebastopol, Santa Ana, Oxnard, Goleta, Agoura Hills, Ripon and Sacramento. Our firm principals were also involved in statewide measures to protect local revenues, Propositions 1A (2004) and 22 (2010).

The firm has also assisted the League of California Cities, California City Management Foundation, the California School Boards Association, the Municipal Information Services Association and numerous other local government advocates on strategic communications and advocacy efforts.

IX. REFERENCES
All of these references are from projects completed in 2024, to provide most current projects.

Additional references available upon request.

City of Monterey Park
Inez Alvarez, City Manager, City of Monterey Park,
(626) 326-1497, [email protected]
City of Santa Barbara
Contact: Rene Eyerly, Assistant City Manager
(805) 564-5510, [email protected]

City of Palm Desert
Contact: Todd Hileman, City Manager (now with City of South Pasadena) [email protected]
City of Pismo Beach
Contact: Jorge Garcia, City Manager
(805) 773-7928, [email protected]

September 30, 2025
Dr. Stone James
City of Twentynine Palms
City Hall
6136 Adobe Road
Twentynine Palms, CA 92277
DearDr. Stone:

Thank you for taking the time to speak with me last week.

William Berry Campaigns is proud to submit this proposal to the City of Twentynine Palms for Election Consultant & Public Education and Outreach Services related to a local revenue measure in 2026.

We understand that our work must be educational and informational, rather than advocating for the passage of any measure.

An unaware, uninformed or ill-informed voter will vote against a local tax measure because a NO vote typically keeps the status. And the status quo is always safer to a voter than the unknown which comes with a YES vote.

So, communicating with voters is crucial.

The City of Twentynine Palms requires additional revenue to support its animal shelter and other vital City services. Communicating with voters about the City's finances, needs, long-term plans –and how a revenue measure fits into its plans –is essential.

We are a great match to help guide you through this process.

Over the past 25 years, our firm has led public outreach and ballot measure strategies for nearly 100 California cities and local governments. Our proven data-driven, community-oriented methods are designed to foster informed public dialogue.

We know the Twentynine Palms community and its voters very well, having successfully won tax or bond measure elections for:
o Copper Mountain College
o Morongo Unified School District
o City of Victorville
o Town of Yucca Valley
o Victor Valley College
o City of San Bernardino
o San Bernardino City Schools
o Barstow Community College

2 We've won over 80 national awards for our strategic communications work, and we bring that same creativity and discipline to every client, regardless of size.

Our work is not just grounded in a communication strategy. It is built on behavioral science, which helps explain why people act—or don't. We utilize tested psychological frameworks, such as loss aversion, social proof, and narrative framing, to ensure that messages are heard, felt, and remembered.

We are experienced, prepared, and ready to start working collaboratively with the City of Twentynine Palmsand other partners to begin the Ballot Measure Public Education and Outreach effort immediately.

CONTACT INFORMATION
William Berry // William Berry Campaigns
5026 Sudbury Way // Sacramento, CA 95608
916-508-8215 // [email protected]
underdogcampaigns.com
We are ready to partner with your team to assess public sentiment, refine your strategy, and provide Twentynine Palms voters with the information they need to vote on your local revenue measure in 2026.

Sincerely,
William Berry
William Berry Campaigns (WBC)

3 Table of Contents.

City OF TWENTYNINE PALMS. Page 4
BY THE NUMBERS.

PROJECT UNDERSTANDING & APPROACH. Page 5
FIRST DRAFT BALLOT LANGUAGE Page 6
MESSAGING. Page 7
TEAM Page 8
EXPERIENCE AND REFERENCES Page 9
FEE PROPOSAL Page 12
PROJECT APPROACH Page 13
KEY CONCEPTS Page 14
PRINCIPLES IN OUTREACH Page 17
SCOPE OF WORK Page 20
DELIVERABLES SUMMARY. Page 21
DIGITAL OUTREACH Page 22
QUOTES. Page 23

4 CITY OF TWENTYNINE PALMS
BY THE NUMBERS.

TOTAL REGISTERED VOTERS 8,920
DEMOCRAT 2,580 28.9%
REPUBLICAN 3,058 34.3%
ALL OTHER PARTIES 3,282 36.8%
AGE 65+ 1,920 21.5%
LATINO 1,616 21.7%
FOREIGN BORN 526 6.0%
VOTED 11/20 G. 4,805 53.9%
VOTED 11/22 G. 3,002 33.6%
Projected Vote 11/2026 3,222
VOTES NEEDED TO PASS 1,612
11/26 TAX MEASURE

5 Project Understanding & Approach.

The City of Twentynine Palms would like to ask voters to raise its local sales tax rate to fund a new Animal Shelter and additional City services/programs. Initial polling indicates that voters are supportive of a potential tax, but the support is not deep or overwhelming. The political landscape has undergone drastic changes since then.

Broadly, these are the steps I will guide you through, should we work together, from today to Election Day. • Initial Assessment
How much, how long, how come? Costs and programs of the tax measure. • Add Behavioral Economics
What do voters stand to lose without new revenue? How can they prevent a loss? • Messages & Elevator Pitches
What to say about the measure and how to best say it.
• Twentynine Palms Influentials
In any community, approximately 3-5% of people are what we call Influentials. These individuals sit on the Boards of nonprofits and community organizations, are small business owners, educators, faith leaders, veterans’ organizations, are active on social media, and are involved in the civic life of Twentynine Palms. They form popular opinions and narratives in every City. I will help identify and communicate with these folks early to help form and cement conventional wisdom.
• Road Show –the Jack Rabbit Phase
Ideally, this would be a community-backed measure, involving hosted town halls and community meetings to answer questions and request feedback and input. We will report back and communicate what was heard, as well as the plan that emerged from the citizen input.
• Use all Vehicles
Leveraging content and information on all City communications platforms is essential for getting the message out. Microsites, newsletters, utility bills, kiosks, etc. • Craft the Measure
The Bandwagon Effect. Loss Aversion. Authority Bias. Hyperbolic Discounting. There are troves of scientific research that should guide us as we frame, communicate and write the ballot language and associated documents.People feel losses twice as powerfully as they do gains of a similar size. Numbers that are written in words appear larger to people than numbers written out simply numerically, plus you don't need to use the $ dollar sign: two million dollars or $2,000,000
• Quarterbacks and Calendars
I have taken a hundred local revenue measure from the inception of an idea all the way through the passage of the tax measure. I know due dates, calendars, deadlines –everything that will be needed to get the measure on the ballot. I don't do legal or financial work –but I am also well-versed in how to work with your in-house or consultant team.

6 First Draft
Ballot Label Language
“To prevent cuts to City of Twentynine Palms vital services, such as 9-1-1 emergency response, fire and law enforcement staff, neighborhood patrols, crime prevention programs, replacing the animal shelter, road and street repair and general city services, shall the measure raising the 1% sales tax be adopted, providing approximately $1,500,000 annually, until ended by voters, with citizen oversight, accountability and annual audits?

7 Messaging.

Four questions must be satisfied in the minds of Twentynine Palms voters before they will support increasing local taxes:

1. Voters must trust the City; from the City Council and City Manager to the Police and Firefighters, there must be a sense that the City is doing its job.

2. Voters must trust that there is a need for the additional revenue they are being asked for – it's going towards a priority of theirs. The City needs to demonstrate that it has tightened its belt and cut the fat from the budget, showing voters that their priorities are being taken into consideration.

3. Voters must trust that you've looked elsewhere for the money – grants, partnerships, matches, etc.

4. Voters must trust that if they pass the tax measure, the City will spend the money as promised.

According to your Voter Survey, below are the messages that received over 50% persuasiveness with voters as they decide whether to vote for a new tax measure:
• 55% are more likely to vote yes after hearing there is a need to increase detective staffing Question 18: With the current volume of service calls and the subsequent case load for detectives, there is a need to increase staffing in the detective bureau to investigate and solve crimes more effectively. Does knowing this make you more likely to vote 'yes' or more likely to vote 'no' on the proposed sales tax measure?
• 55% are more likely to vote yes after hearing that the current The animal shelter is aging, and the facilities need an upgrade Question 16: The current Palms and Paws animal shelter is made of old steel buildings built by government workers and community volunteers over 30 years ago. These aging facilities are in desperate need of an upgrade. Does knowing this make you more likely to vote 'yes' or more likely to vote 'no' on the proposed sales tax measure? • 51% are more likely to vote yes after hearing that the City will have to make cuts if the measure is not passed Question 19: Without passing a new local sales tax, the City will have to make cuts to essential city services, such as responding to crime reports, emergency preparedness, homelessness solutions and services, and parks and recreation services and animal services. Does knowing this make you more likely to vote 'yes' or more likely to vote 'no' on the proposed sales tax measure?

8 PROJECT TEAM.

We’ve assembled a team that doesn’t just understand local revenue measures—we build them, guide them, and see them through to victory. Each member brings specific, battle-tested expertise in public communication, community outreach, strategic planning, polling, and design.

Together, we offer a comprehensive toolkit of skills supported by decades of experience and a shared commitment to helping communities thrive.

WILLIAM BERRY // Lead Consultant & Project Manager
William Berry brings 25+ years of experience in California's public affairs, strategic communications, and ballot measure campaigns. He is the founder and principal of William Berry Campaigns, a firm known for its award-winning work on behalf of cities, school districts, and special districts.

William has personally led over 100 local revenue measure campaigns and public education programs. He will serve as the project’s day-to-day lead, developing the strategic plan, managing communications, overseeing creative output, and coordinating directly with City staff.

William has a 94% winning rate for local California city tax measures.

His leadership style is hands-on, creative, and transparent. William is also an expert in behavioral messaging, known for applying theories of readability, loss aversion, and narrative framing in local government outreach and education efforts.

CATHY GRUBB // Media Strategist
Cathy Grubb is a senior advisor and communications strategist specializing in media planning, community engagement, and narrative development. She has helped lead multi-channel outreach campaigns for many clients, from municipalities to nonprofits to public health agencies.

Cathy will develop and guide media strategy—including content development for earned media, advisories, and internal talking points—and advise on messaging alignment throughout the campaign.

CASEY MASTERSON // Graphic Designer
Casey is the creative engine behind our visual materials. With over 15 years of experience in public agency and nonprofit design, he specializes in layout design, branding consistency, and turning complex concepts into clear, compelling visuals.

Casey will lead the design and production of all collateral materials, including FAQs, flyers, mailers, social media graphics, and web content. His design approach is clean, modern and always accessible.