Twentynine Palms City Council
December 9, 2025

TWENTYNINE PALMS CITY COUNCIL

REGULAR MEETING AGENDA
6136 Adobe Road
Twentynine Palms, CA 92277
www.29palms.org
Tuesday, December 9, 2025
NOTICE IS HEREBY GIVEN, that the City Council will hold a Regular Meeting on Tuesday, December 9, 2025, at City Hall, 6136 Adobe Road, Twentynine Palms, CA 92277, to consider the following:

CLOSED SESSION AGENDA
5:00 P.M.

CLOSED SESSION AGENDA
5:00 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 Section § 54956.9 (d)(2), (1 case - Ryan Parker Claim).

CLOSED SESSION AGENDA
6:00 P.M.

CALL TO ORDER
Pledge of Allegiance.

Invocation - Minister Jeremy Young from The Sanctuary Church.

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. Introduction of New Sheriff's Captain, Captain Steve Scovel, and Presentation to Outgoing Captain, Captain Robert Warrick.

3. Presentation by Joshua Tree National Park to the Twentynine Palms Inn.

4. Recognition of Anna Stump and Audrey Philpot for their Work on the 29 Palms Music Festival Series Grant.

5. Presentation by the Twentynine Palms Youth Council on the Year's Achievements.

6. Presentation by the Public Arts Advisory Committee (PAAC), Review of 2025.

7. Comments by Outgoing Mayor and Presentation of the Mayor's Recognition Award and Employee of the Year Award.

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.

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

9. Approval of Warrant Register Totaling $1,921,729.04.

Approval of Warrant Register Totaling $1,921,729.04. - Pdf 5 - 8

10. Second Reading of Ordinance No. 326, an Ordinance of the City Council of the City of Twentynine Palms, California Amending Title 8 of the City of Twentynine Palms Municipal Code
RECOMMENDATION: The City Council adopt Ordinance No. 255-326, repealing Section

18.01, California Code of Regulations, Chapter 18.01 of Title 18 of the Twentynine Palms Municipal Codes, and sets the matter for a Public Hearing and Ordinance adoption at the City Council meeting of November 12, 2025.

Second Reading of Ordinance No. 326, an Ordinance of the City Council of the City of Twentynine Palms, California Amending Title 8 of the City of Twentynine Palms Municipal Code - Pdf
9 - 26

11. Twentynine Palms Farmer's Market and No Parking Signs in Farmer's Market Area within Freedom Plaza.

RECOMMENDATION: The City Council adopt a Resolution prohibiting public parking and authorizes the removal of vehicles at prescribed times within Freedom Plaza in the Farmer's Market area.

Twentynine Palms Farmer's Market and No Parking Signs in Farmer's Market Area within Freedom Plaza. - Pdf
27 - 38

12. Improving the Accuracy of the 2025/2026 Community Assessment.

RECOMMENDATION: The City Council authorize the City Manager to work with the City Attorney's office to negotiate and execute a professional services agreement for the Phase 1/Limited engagement of Clifford Moss in the amount of $14,000.00.

Improving the Accuracy of the 2025/2026 Community Assessment. - Pdf 39 - 43

13. Lot Donation, APN 061725118 located on the east side of National Park Drive between 6719 and 6937 National Park Drive
RECOMMENDATION: The City Council authorize City Staff to work with the City Attorney to accept the donation of APN 061725118 located on the east side of National Park Drive between 6719 and 6937 National Park Drive.

Lot Donation, APN 061725118 located on the east side of National Park Drive between 6719 and 6937 National Park Drive - Pdf
45 - 55

14. Information on the Importance of Periodic Septic System Maintenance.

RECOMMENDATION: The purpose of this agenda item is to make the public aware of the vital need to periodically inspect and maintain your septic system. Proper maintenance will help protect the City's water supply and may help residents avoid expensive repairs. The EPA recommends having a professional inspect your system at least every three years and pump out the system every three to five years. Do your part to protect our water supply!
Information on the Importance of Periodic Septic System Maintenance. - Pdf 57 - 63

15. Adoption of Twentynine Palms' Five-Year Strategic Plan.

RECOMMENDATION: The City Council adopt the attached Five-Year Strategic Plan and ensure this plan serves as a guide for both the City Council and City staff as they strive improve the City's financial sustainability, improve our community's economic vibrancy, and enhance our quality of life.

Adoption of Twentynine Palms' Five-Year Strategic Plan. - Pdf 65 - 108

ITEMS REMOVED FROM CONSENT CALENDAR FOR DISCUSSION

PUBLIC HEARING- NONE

DISCUSSION AND POTENTIAL ACTION ITEMS

16. Selection of Mayor and Mayor Pro Tem.

RECOMMENDATION: The City Council select a Mayor and Mayor Pro Tem.

Selection of Mayor and Mayor Pro Tem. - Pdf
109 - 110

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 of a policy regulating the use of City Attorney resources.

4. Maintained Roads vs. Non-Maintained Roads.

5. Parking in Residential Areas.

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

7. Moratorium of drive-thru facilities.

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., December 4, 2025.

Cindy Villescas CMC, City Clerk Time/Date

STAFF REPORT
TO: City Council
FROM: Finance Technician
FOR MEETING: Dec 09 2025
SUBJECT: Approval of Warrant Register Totaling $1,921,729.04.

ATTACHMENTS:
• Approval of Warrant Register
Totaling $1,921,729.04

Check Date
Warrant Register
PPBI Gen Chkng

CITY OF TWENTYNINE PALMS
Vendor
WARRANT DATE: 12-09-25
Check / Payment
0021426 11/06/2025 [3963] ALEXANDRA MARTINEZ 130.00
0021427 11/13/2025 [3043] 29 FIT (9045) 90.00
0021428 11/13/2025 [1005] AFLAC 648.86
0021429 11/13/2025 [2996] AMERIGAS 110.97
0021430 11/13/2025 [1017] AUTOZONE (0842) 203.29
0021431 11/13/2025 [0452] CHRISTINA BENTON 245.47
0021432 11/13/2025 [1070] CNTY SAN BERDO CLERK BRD SUPERVISORS 50.00 0021433 11/13/2025 [2957] CRM TECH 2,340.00
0021434 11/13/2025 [1081] STEPHEN F DAVIS 600.00
0021435 11/13/2025 [1087] DESERT HARDWARE (0301) 995.64 0021436 11/13/2025 [2904] DILIGENT CORP 21,364.35
0021437 11/13/2025 [1095] EMPLOYMENT DEVELOPMENT DEPT 705.00 0021438 11/13/2025 [1102] FORENSIC DTS INC 224.00
0021439 11/13/2025 [1107] FULTON DISTRIBUTING 381.42
0021440 11/13/2025 [3732] FUSE CONNECT, LLC. 1,875.00
0021441 11/13/2025 [1109] GALLS LLC 189.70
0021442 11/13/2025 [0509] CHRISTOPHER J GIUNTA 20.00
0021443 11/13/2025 [1122] GOLD MOUNTAIN CA NEWS MEDIA 2,556.75 0021444 11/13/2025 [1116] GOVERNMENT FINANCE OFFICERS ASSN 590.00 0021445 11/13/2025 [3000] GRANICUS 2,047.50
0021446 11/13/2025 [2164] INNOVATIVE FEDERAL STRATEGIES LLC 4,300.00 0021447 11/13/2025 [3874] LINCOLN FINANCIAL GROUP 1,837.32 0021448 11/13/2025 [3966] KORISSA LOPEZ 280.00
0021449 11/13/2025 [1167] MORONGO UNIFIED SCHOOL DISTRICT 13,687.68 0021450 11/13/2025 [3884] ODP BUSINESS SOLUTIONS LLC 160.49 0021451 11/13/2025 [0001] ONE TIME VENDOR - MATTHEW CAVNER 742.87 0021452 11/13/2025 [2499] RACKSPACE US, INC 1,213.43
0021453 11/13/2025 [1209] ROGERS ANDERSON MALADY AND SCOTT (2807) 9,490.50 0021454 11/13/2025 [3964] CAMRIE ROUNDS 1,800.00
0021455 11/13/2025 [1230] SCE 21,111.39
0021456 11/13/2025 [3956] AUSTIN SHUPE 350.00
0021457 11/13/2025 [3965] DAMEN SNELL 480.00
0021458 11/13/2025 [3967] MICHAEL A TORCHIA 435.00
0021459 11/13/2025 [1252] TPHS 300.00
0021460 11/13/2025 [1259] TWENTYNINE PALMS WATER DISTRICT 1,132.39 0021461 11/13/2025 [1269] VALIC C/O JP MORGAN CHASE 2,229.35 0021462 11/13/2025 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 332.75 0021463 11/19/2025 [3043] 29 FIT (9045) 90.00
0021464 11/19/2025 [3811] 316 ENGINEERING AND CONSTRUCTION CO., INC. 452,440.38 0021465 11/19/2025 [1506] A NEW CREATION FLOWERS & GIFTS (2187) 412.12 0021466 11/19/2025 [1001] LORI (8411) ABDELNOUR 1,475.00 0021467 11/19/2025 [3877] AMERITAS LIFE INSURANCE CORP 3,336.24 0021468 11/19/2025 [3877] AMERITAS LIFE INSURANCE CORP 591.92 Run: 12/02/2025 at 10:52 AM Page: 1

0021469 11/19/2025 [1007] ANDY'S LANDSCAPE AND TREE SERVICE (3803) 1,975.00 0021470 11/19/2025 [3968] BRAND SPANKIN USED THRIFT 225.00 0021471 11/19/2025 [1329] CARDINAL VAN & STORAGE (0275) 800.00 0021472 11/19/2025 [1052] CHARLES ABBOTT ASSOCIATES INC 48,109.94 0021473 11/19/2025 [3693] DANNI'S DEN DESIGNS 3,219.57
0021474 11/19/2025 [1079] DATA TICKET INC 588.08
0021475 11/19/2025 [1307] DESERT FIRE EXTINGUISHER CO INC (0133) 1,636.22 0021476 11/19/2025 [1709] DOKKEN ENGINEERING (3504) 30,113.69 0021477 11/19/2025 [1105] FRIENDS OF TWENTYNINE PALMS LIBRARY 146.00 0021478 11/19/2025 [1106] FRONTIER 105.95
0021479 11/19/2025 [0509] CHRISTOPHER J GIUNTA 10.00
0021480 11/19/2025 [1122] GOLD MOUNTAIN CA NEWS MEDIA 3,560.86 0021481 11/19/2025 [1163] MOJAVE DESERT AIR QUALITY MGMT DIST 398.34 0021482 11/19/2025 [1164] MORONGO BASIN BROADCASTING CORP 1,800.00 0021483 11/19/2025 [1228] NCSI 222.00
0021484 11/19/2025 [3932] NENA JIMENEZ 2,464.96
0021485 11/19/2025 [1175] AARON NEVEU 1,088.00
0021486 11/19/2025 [1182] NV5 INC (8793) 7,214.75
0021487 11/19/2025 [0001] ONE TIME VENDOR - DMV RENEWAL 32.00 0021488 11/19/2025 [1192] PETTY CASH/CH 500.00
0021489 11/19/2025 [0564] APRIL RAMIREZ 119.66
0021490 11/19/2025 [3940] ROADRUNNER PRINT AND SHIP 338.06 0021491 11/19/2025 [1213] SAN BERNARDINO CO SHERIFFS DEPT 985,539.00 0021492 11/19/2025 [3838] SARA M. LYONS, SCORPION LOLLIPOP LLC 250.00 0021493 11/19/2025 [1230] SCE 2,481.90
0021494 11/19/2025 [1178] T-MOBILE 45.12
0021495 11/19/2025 [2381] TAYLOR GARAGE DOORS & GATES 175.00 0021496 11/19/2025 [2528] WELLS FARGO VENDOR FIN SERV 121.71 0021497 11/20/2025 [1014] ARROWHEAD CREDIT UNION 22,667.63 0021498 11/20/2025 [2268] SAN BERNARDINO COUNTY-RADIO 14,553.00 0021499 11/26/2025 [3972] 29-PSP 2,850.00
0021500 11/26/2025 [2680] AIS 297.37
0021501 11/26/2025 [3121] AMERICAN EXPRESS 30.05
0021502 11/26/2025 [1466] AMERICAN LEAK DETECTION INC 710.00 0021503 11/26/2025 [3961] MARK CLINKSCALES 200.00
0021504 11/26/2025 [1038] CMRSFP 900.00
0021505 11/26/2025 [3670] DAVID LOPEZ 1,200.00
0021506 11/26/2025 [1109] GALLS LLC 1,147.84
0021507 11/26/2025 [3914] GIRLS ON THE RUN 6,971.00
0021508 11/26/2025 [2183] JOE A GONSALVES & SON 3,000.00 0021509 11/26/2025 [1151] ELIJAH (2503) MARSHALL 460.46 0021510 11/26/2025 [3828] METROPOLITAN COMPOUNDS, INC 3,228.10 0021511 11/26/2025 [1546] MORONGO BASIN COMMUNITY HEALTH (2434) 1,000.00 0021512 11/26/2025 [3884] ODP BUSINESS SOLUTIONS LLC 242.16 0021513 11/26/2025 [3382] PARTY LIFE PHOTO BOOTH 2,727.50 0021514 11/26/2025 [1231] PRIMO BRANDS 721.91
0021515 11/26/2025 [1210] ROTARY CLUB OF TWENTYNINE PALMS 1,260.00 0021516 11/26/2025 [2268] SAN BERNARDINO COUNTY-RADIO 118.58 0021517 11/26/2025 [1230] SCE 1,175.20
0021518 11/26/2025 [3056] SOAP SUDS CLEANING SERVICE (9049) 2,627.00 0021519 11/26/2025 [1249] SPECTRUM 199.99
Run: 12/02/2025 at 10:53 AM Page: 2

0021520 11/26/2025 [1249] SPECTRUM 35.11
0021521 11/26/2025 [1249] SPECTRUM 45.42
0021522 11/26/2025 [1249] SPECTRUM 130.00
0021523 11/26/2025 [1249] SPECTRUM 159.63
0021524 11/26/2025 [1249] SPECTRUM 1,179.00
0021525 11/26/2025 [1249] SPECTRUM 119.99
0021526 11/26/2025 [1249] SPECTRUM 119.99
0021527 11/26/2025 [1249] SPECTRUM 149.99
0021528 11/26/2025 [3971] TARA HOWARD PETRILLA 900.00
0021529 11/26/2025 [3798] TERRY EQUIPMENT INC. 3,857.87 0021530 11/26/2025 [3969] THE PIN CENTER 1,602.50
0021531 11/26/2025 [1269] VALIC C/O JP MORGAN CHASE 2,229.35 0021532 11/26/2025 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 1,030.05 0021533 11/26/2025 [1273] VERIZON WIRELESS 800.89
0021534 11/26/2025 [3872] VESTIS GROUP, INC. 1,900.02
EFT 11/14/2025 94,181.65
EFT 11/28/2025 98,122.20
Approved by: Date:

Total Checks: 1,921,729.04
Run: 12/02/2025 at 10:53 AM Page: 3

STAFF REPORT
TO: City Council
FROM: City Engineer
FOR MEETING: Dec 09 2025
SUBJECT: Second Reading of Ordinance No. 326, an Ordinance of the City Council of the City of Twentynine Palms, California Amending Title 8 of the City of Twentynine Palms Municipal Code RECOMMENDATION:

The City Council adopt Ordinance No. 255-326 , repealing Section 18.01, California Code of Regulations, Chapter

18.01 of Title 18 of the Twentynine Palms Municipal Codes, and sets the matter for a Public Hearing and Ordinance adoption at the City Council meeting of November 12, 2025.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Receive Public Comment
Council Discussion
Motion/Second
Discussion on Motion
Call the Question
ATTACHMENTS:
• ord 326- 2025 - 29-palmsBuilding Codes -_
BACKGROUND:

Ordinance No. 326 was tentatively approved by the City Council on November 12, 2025. This action is the second reading of the Ordinance.

Accordingly, the Ordinanceamends the following sections of Title 18of theTwentynine PalmsMunicipalCode:

Part1 of Title24of the California CodeofRegulations, compromising the 2025California AdministrativeCodeofRegulations,compromisingthe2025California BuildingCodeVolumes1 &2, withappendices andChapter 1 Division II;
Part2.5of the Title24of the CaliforniaCodeof Regulations,compromisingthe2025California Residential Code with appendices;
Part3of Title24of theCalifornia CodeofRegulations, comprisingthe2025CaliforniaElectrical Code; Part4of Title24of theCalifornia CodeofRegulations, comprisingthe2025California Mechanical Code; Part5ofTitle24oftheCaliforniaCodeofRegulationscomprisingthe2025CaliforniaPlumbing Code,withappendixH; Part6of the Title24of theCaliforniaCodeof Regulations, comprisingthe2025California Energy Code;

Part7of the Title24of the CaliforniaCodeof Regulations, comprisingthe2025Wildland-Urban InterfaceCode; Part8of Title24of theCalifornia CodeofRegulations, comprisingthe2025HistoricBuilding Code; Part9of Title24of theCalifornia CodeRegulations,comprisingthe2025CaliforniaFireCode with Chapter appendices;

B,BB,C,CC
Part10of Title24of the CaliforniaCodeof Regulations,comprisingthe 2025California existing BuildingCode; Part11of Title24of the CaliforniaCodeof Regulations,comprisingthe2025CaliforniaGreen Building Standards Code; Part12of Title24of the CaliforniaCodeof Regulations,comprisingthe2025California Referenced Standards Code; The2024EditionoftheInternationalPropertyMaintenanceCode.

The proposed Ordinance will not amend the 2025 California Residential code in compliance with California AB130 City Staff will complete all residential project evaluations for completeness within 30 days of application in compliance with California AB130.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The2025codesbecomestatelawasofJanuary1, 2026.Failuretoamendandadoptwould forfeit the option of local amendments based on climactic, geographic, andtopographic conditions.

FISCAL IMPACT:

Fiscal impactstoabuilder willbebased uponconstruction typeand structure size,andthose costscannot be determined except on acase-by-case basis.

ORDINANCE NO. 326

AN ORDINANCE OF THE CITY COUNCIL OF THE OF THE CITY OF TWENTYNINE PALMS, CALIFORNIA, AMENDING TITLE 18, C H A P T E R 1 8 . 0 1 OF THE CITY OF TWENTYNINE PALMS MUNICIPAL CODE BY THE ADDITION OF CHAPTERS 18.01.090, 18.01.100, 18.01.110, 18.01.120, 1 8.01.130 A N D 1 8 . 0 1 . 1 4 0 AMENDING CHAPTERS 1 8.01.010, 1 8.01.020, 1 8.01.030,

18.01.040, 18.01.050, 18.01.060, 18.01.070, A N D 18.01.080, , ADOPTING AS MODIFIED THE 2025 EDITION OF THE CALIFORNIA BUILDING CODE VOLUMS 1, 2 INCLUDING THE APPENDIX AND STANDARDS, THE 2025 EDITION OF THE CALIFORNIA ELECTRICAL CODE, THE 2025 EDITION OF THE CALIFORNIA PLUMBING CODE, THE 2025 EDITION OF THE CALIFORNIA MECHANICAL CODE, THE 2025 EDITION OF THE CALIFORNIA GREEN BUILDING CODE, THE 2025 EDITION OF THE CALIFORNIA RESIDENTIAL CODE, THE 2025 EDITION CALIFORNIA ENERGY CODE, THE 2025 EDITION OF THE CALIFORNIA FIRE CODE, THE 2025 EDITION OF THE

CALIFORNIA WILDLAND URBAN INTERFACE CODE, AND ADOPTING OTHER REGULATIONS RELATING TO BUILDING REQUIREMENTS.

The City Council of the City of Twentynine Palms, California does ordain as follows:

SECTION 1. Findings
A. Government Code Sections 50022.1et seq., provide that ordinances and codes of the federal, state or any agency of either of them may be adopted by reference, provided that prior to such adoption by reference a noticed public hearing has been held.

B. Pursuant to Section 17958.5 of the Health and Safety Code of the State of California, The City Council of the City of Twentynine Palms hereby finds that the amendments of the building standards contained in the California Building Code, volumes 1, 2, 2025 Edition are necessary due to:

1. Local Climatic Conditions:
a. The City is subject to extremely strong winds, commonly known as "Santa Ana Winds" which can reach speeds in excess of ninety (90) miles per hour. Extensive damage frequently accompanies these winds, such as blowing sand and debris, downed power lines, fallen trees, overturned vehicles and structural damage to buildings. These conditions result in increased demand for fire services, blocked or delayed emergency vehicle access and impaired water supplies and building emergency systems. b. During the summer months, the Santa Ana Winds may produce periods of extremely low humidity, thereby reducing the fuels moisture and increasing the possibility and severity of fire from dry vegetation and other common combustibles. c. During the summer months, much of the City experiences prolonged periods of temperatures in excess of one hundred degrees Fahrenheit (l00°F). When coupled with

sustained severe Santa Ana Winds, an increase in the threat from rapidly moving wildfires exists.
d. During the winter months, heavy rains routinely cause damage to roadways rendering them completely impassible, or with limited access, sometimes for extended periods. e. During winter months, heavy snow and ice conditions exist in the mountain areas resulting in increased demand for fire services and limiting or delaying emergency vehicle access. In some cases, emergency vehicle access roads are completely impassible, or have limited access, sometimes for extended periods.

2. Local Geological Conditions:
a. The City is subject to moderately strong to severe shaking and surface ruptures resulting from known earthquake faults located within or near the City. These local earthquake faults have the potential to cause severe personal and property damage, utility interruptions, fire hazards and hazardous materials releases. Additionally, significant roadway, bridge structure, water supply and communications systems are subject to failure, thereby causing a detriment to emergency services response. b. Unstable slopes in several areas throughout the City have experienced soil movement as a result of heavy or soaking rains, resulting in damage to roadways, structures and utilities.
c. Some desert areas of the City have limited aquifers, exceptionally deep aquifers or aquifers providing only brackish or contaminated water supplies. These limits, or in some cases eliminates, water supplies available for firefighting purposes.

3. Local Topographical Conditions:
a. The City encompasses an area with limited access routes connecting valley, mountain and desert areas. This distance, combined with these limited access routes, results in delays in the reallocation of resources to emergency scenes. b. The topography of the City is exceptionally diverse, ranging from relatively flat desert and valley areas, to foothill areas, and canyon areas. This results in some areas that are inaccessible to radio communications, which hampers emergency response capabilities. c. The diverse topography of the City results in many areas having limited, unreliable or unavailable water supplies available for firefighting purposes.

C. Copies of these codes and standards were filed with the office of the City Clerk fifteen (15) days prior to the noticed hearing.

D. A noticed public hearing has been held by the City Council, at which time all interested persons had the opportunity to appear and be heard on the matter of adopting by reference the current editions of certain model codes, as follows:

1. California Building Code, 2025 Edition, volumes 1,2 with Appendices.

2. California Residential Code, 2025 Edition with Appendices.

3. California Mechanical Code, 2025 Edition with Appendix and Standards

4. California Plumbing Code, 2025 Edition with Appendix H.

5. California Electrical Code, 2025 Edition.

6. California Green Building Code, 2025 Edition.

7. California Energy Code, 2025 Edition.

8. California Wildland, Urban Interface Code, 2025 Edition.

9. California Historic Building Code, 2025 Edition

10. California Fire Code, 2025 Edition.

11. California Administration Code, 2025 Edition.

12. The 2024 International Property Maintenance Code.

E. Pursuant to section 17958.5 of the Health and Safety Code of the State of California, The City Council of the City of Twentynine palms hereby finds that the amendments of the building standards contained in the California Building Code, volumes 1, 2, 2025 Edition are necessary due to past earthquakes (Landers 1992) and the inherent run off problems incurred with severe thunderstorm activity and flooding due to the City’s desert location.

Chapter 18.01.010

CALIFORNIA BUILDING CODE
Chapter 18.01.010 Adopted. The California Building Code, Volumes 1 & 2, 2025 Edition, as published by the California Building Standards Commission, including the Appendix and the Standards referred to therein, is hereby adopted and made part of this Chapter by reference, with the following modifications.

Chapter 18.01.020

CALIFORNIA BUILDING CODE AMENDED
Section 104.8. Liability
The Building Official, or his/her authorized representative, charged with the enforcement of this Code, acting in good faith and without malice in the discharge of the duties required by this code or other pertinent law or ordinance, shall not thereby be rendered personally liable for damages that may accrue to persons or property as a result of an act or by reason of act or omission in the discharge of such duties. A suit brought against the Building Official, agent or employee in the enforcement of any provision of such codes or other pertinent laws or ordinances implemented through the enforcement of this code or enforced by the code

enforcement agency shall be defended by this jurisdiction until final termination of such proceedings, and any judgment resulting there from shall be assumed by this jurisdiction.

The provisions of this section shall apply if the Building Official or his/her authorized representative are employees of this jurisdiction and shall also apply if the Building Official or his/her authorized representative are acting under contract as agents of the jurisdiction.

This code shall not be construed to relieve from or lessen the responsibility of any person owning, operating or controlling any building or structure for any damages to persons or property caused by defects, nor shall the code enforcement agency or its parent jurisdiction be held as assuming any such liability by reason of the inspections authorized by this code or any permits or certificates issued under this code."
Section 105.5. Expiration
Every permit issued shall become invalid unless the work on the site authorized by such permit is commenced within 365 and, after its issuance, or if the work authorized on the site by such permit is suspended, abandoned or uncompleted for a period of 365 days after the work has commenced or 180 days past the last required inspection. The building official is authorized to grant one extension of time for not more than 180 days. The extension shall be requested in writing and justifiable cause demonstrated. No permit shall be extended more than once.

If work has been suspended or abandoned past 180 days, the permit shall be expired and new permit(s) issued. The fee for such renewal of permit(s) shall be one half of the original permit fee or one half of the fee of the current adopted fee schedule at the time of renewal.

Permits which have been abandoned and require only final inspection may be reissued at minimum fee or as determined by the building official.

Offsite Improvements is added to Chapter 1, Division II Subsection 105 to read as follows:

Section 105.8 Deadline for Onsite and/or Offsite Improvements.

Onsite and/or Offsite Improvements required by the terms of the Municipal Code, Development Code, or other ordinances or applicable policies or regulations adopted by the Town, must be completed and approved prior to occupancy or prior to connection of utilities. A cash deposit may be submitted in lieu of onsite improvements if necessitated by climatic conditions, coordination of utilities or improvements, material shortages or labor strike.

A cash deposit may be submitted in lieu of offsite improvements under the following conditions:

To facilitate preparations of the building(s) for an occupancy, utilities may be permitted to beconnected provided the improvements are completed and approved prior to final

occupancy approval.

If necessitated by climatic conditions, coordination of utilities or improvements, material shortages or labor strike, the cash deposit for the improvements may be increased to permit connection of the utilities and occupancy provided a Certificate of Occupancy will not be issued until the improvements are completed and approved." Section 109.6 Refunds
Refund's for permits issued in error or permits issued for which no work has been started and have not been expired shall be determined by the City Finance Department policy.

Section 110.1Inspections General
To be amended to include. If work has not been completed for a requested inspection, plans are not available on site or access has not been provided a re-inspection fee shall be assessed as determined by the Building Official or his/her authorized representative.

Section 113.3. Board of Appeals Qualifications
The City Council shall act as the Board of Appeals.

Section 1505.1Roof Covering Requirements
The roof covering on any structure regulated by this Code shall be Class "A" as classified in Section 1505.2. Exception: Repairs of and additions to existing structures which requires the replacement or addition of 25% or less of the total roof area may be made using material matching the existing roof.

Appendix Chapter J, of the California Building Code 2025 Edition is amended to read as follows:

SECTION J103 Permits Required
Section J103.l
No person shall do any grading without first having obtained a grading permit from the Building Official except for the following:

1. Cemetery Graves

2. Refuse disposal sites controlled by other regulations.

3. Excavations for wells or tunnels or utilities.

4. Mining, quarrying, excavating, processing, stockpiling of rock, sand, gravel, aggregate or clay where established and provided for by law, provided such operations do not

affect the lateral support or increase the stresses in pressure upon any adjacent or contiguous property.

5. Exploratory excavations under the direction of soil engineers or engineering geologists.

6. Excavation for construction of a structure permitted under this code.

Section J103.3. Unsafe Grading Sites.

All sites which constitute a hazard to safety or health or public welfare by reason of inadequate maintenance, or abandonment, or noncompliance with approved grading plans as specified in this Code are for the purposes of this Chapter unsafe grading sites. Further, whenever the Building Official determines by inspection that a site is dangerous to human life or property by reason of being located in an area which is unsafe due to a hazard from landslide, mudslide, settlement, displacement or slippage, such site shall for the purpose of this Chapter be considered unsafe, whether or not grading earth work has been performed. All such unsafe grading sites are hereby declared to be public nuisances and shall be abated by repair, in accordance with the procedures as set forth in Section 115 of the California Building Code Chapter 1 Division II and Section 8.10.120 of the Municipal Code." SECTION J104
J104.2.1. Grading Designation.

All grading, or that is proposed to support any structure shall be designated as "engineered grading." All engineered grading shall be performed in accordance with an approved grading plan and specifications prepared by a Civil Engineer, unless otherwise required by the Building Official.

J104.2.3 Engineered Grading Requirements.

In addition to the provisions of Section 106 and Section J104.2, an application for a permit for engineered grading shall be accompanied by three (3) sets of plans, or electronic file, and specifications, and supporting data consisting of a soils engineering report and engineering geology report.

Specifications shall contain information covering construction and material requirements.

Plans shall be drawn to scale upon substantial paper or cloth and shall be of sufficient clarity to indicate the nature and extent of the work proposed and shall show in detail that the proposed work will conform to the provisions of this Code and all relevant laws, ordinances, rules, and regulations. The first sheet of each set of plans shall depict the location of the proposed work, the name and address of the owner, and the person by whom they were prepared.

The plans shall include or be accompanied by the following information:

1. General vicinity of the proposed site.

2.Property limits and accurate contours of existing ground and details of terrain and area drainage.

3. Limiting dimensions, elevations, or finish contours to be achieved by the grading, proposed drainage channels, and related construction.

4.Detailed plans of all surface and subsurface drainage devices, walls, cribbing, dams, and other protective devices to be constructed with, or as a part of, the proposed work. A map showing the drainage area and the estimated runoff of the area served by any drains shall also be provided.

5.Location of any existing or proposed buildings or structures located on the property on which the work is to be performed and the location of any buildings or structures on adjacent properties that are within 15 feet (4572 mm) of the property or that may be affected by the proposed grading operations.

6.Recommendations in the geotechnical report and the engineering geology report shall be incorporated into the grading plans or specifications. When approved by the Building Official, specific recommendations contained in the soils engineering report and the engineering geology report, that are applicable to grading, may be included by reference.

7. The dates of the geotechnical and engineering geology report together with the names, addresses, and phone numbers of the firms or individuals who prepared the reports.

8. A statement of the quantities of material to be excavated and/or filled. Earth work quantities shall include quantities for geotechnical and geological remediation. In addition, a statement of the quantities of material to be imported or exported from the site.

9. A statement signed by the owner, acknowledging that a Field Engineer, Geotechnical Engineer, and Engineering Geologist, when appropriate, will be employed to perform the services required by this Code, when the Building Official requires that such professional persons be so employed.

10.Storm water provisions are required to be shown on the grading plan.

11. A drainage plan for those portions of property proposed to be utilized as a building site (building pad), including elevations of floors with respect to finish site grade and locations of proposed stoops, slabs, and fences that may affect drainage.

12. Location and type of any proposed private sewage disposal system, including the location of the expansion area.

13.Location of existing and proposed utilities, drainage facilities, and recorded public and private easements and restricted use areas.

14. Location of all recorded floodways.

15. Location of all Special Flood Hazard Areas as designated and defined in Title 44, Code of Federal Regulations.

SECTION J109 Drainage and Terracing
Section J109.5 Disposal.

All drainage facilities shall be designed to convey waters to the nearest practicable street, storm drain, or natural watercourse or drainage way approved by the Building Official or other appropriate governmental agency provided that the discharge of such waters at that location will not create or increase a hazard to life or property. Erosion of the ground in the area of discharge shall be prevented by installation of non-erosive down drains or other devices. Desilting basins, filter barriers, or other methods, as approved by the Building Official, shall be utilized to remove sediments from surface waters before such waters are allowed to enter streets, storm drains, or natural watercourses. If the drainage device discharges onto natural ground, riprap, or a similar energy dissipater may be required.

Building pads shall have a minimum drainage gradient of ( 2) percent toward an approved drainage facility or a public street unless otherwise directed by the Building Official. A lesser slope may be approved by the Building Official for sites graded in relatively flat terrain, or where special drainage provisions are made, when the Building Official finds such modification will not result in a hazard to life or property.

SECTION J110. Erosion Control
Section Jll0.1.1. Slopes
The faces of cut and fill slopes shall be prepared and maintained to control against erosion. This control may consist of effective planting. The protection for the slopes shall be installed as soon as practicable and prior to calling for final approval. Where cut slopes are not subject to erosion due to the erosion resistant character of the materials, such protection may be omitted.

Section Jll0.1.2.2. Wind Erosion Control Plans Required A written wind erosion control plan shall be submitted to the Building Official for approval prior to the issuance of a grading permit. This plan shall employ the use of one or more of the following measures:

Grading of tracts in small phases to minimize the amount of bare ground exposed at any one time.

The requirement to have water trucks on site and that they be used on a regular basis; The use of approved chemical additives to water stabilize the soil crust.

The use of hydro seeding.

The Building Official may at any time during or after grading has taken place require additional erosion measures be implemented if the measures contained in the wind erosion control plan are not achieving the desired result of preventing wind erosion of the soil."

Section Jll0.2.3. Water Erosion Control Plans Required
A written water erosion control plan shall be submitted to the Building Official for approval for any grading performed. Water erosion control measures shall be required to be in place during this time period for all active grading projects and, if the Building Official deems it appropriate, any previously graded projects.

A new Section J112 is hereby added to Appendix.

Chapter J of the Appendix to The California Building Code, 2025 Edition, to read as follows:

SECTION J112 Grading Compatibility Review
J 112.1.1. Plans for single lot grading which are not part of a land subdivision grading plan shall be reviewed for approval by the City Engineer when any of the following exist:

Fills or cuts greater than 4 feet in height or depth from existing grade are proposed; or A combination cut/fill slope having greater than 4 feet in vertical height is proposed; or An area of 13,000 square feet or more is proposed to be graded unless:

It is determined by the City Engineer that an area greater than 13,000 square feet is required to be graded for drainage purposed; or
The lot is 18,000 square feet or less in area with an average slope of five percent (5%) or less and the grading is necessary as determined by the City Engineer to help reduce the amount of import or export of dirt required to grade the site; or Grading is proposed on slopes having a fifteen percent (15%) or greater grade.

Section J112.1.2. City Engineer's review and subsequent approval of the grading plans shall be based upon the following findings:

That the proposed grading conforms to the City’s policy goal of preserving the extent feasible the natural contours of the land; and
That the proposed grading conforms to the City’s policy goal of minimizing land disturbance caused by grading; and
The proposed slope of the land complies with all applicable regulations and is not unreasonably severe; and
The proposal will not unreasonably interfere with light, air, or visibility of the general public or of adjacent neighbors; and

The proposal is planned so as to prevent unreasonable damage to or interference with surrounding property; and
The proposal is planning so as to avoid unreasonable interference with the health or safety of people.

Section Jl12.1.2.1. Any grading resulting in a retention area that retain more than 18 inches of water must percolate within 72 hours.

J112.1.3. The decision of the City Engineer shall be final unless appealed in writing to the Planning Commission. The letter of appeal accompanied by an appeal fee as set by the City Council must be received by the City Engineer within 10 days of said decision. The determination of the Planning Commission shall be final.

A new Section J113 is hereby added to Appendix Chapter J of the Appendix of the California Building code, 2025 Edition, to read as follows:

SECTION J113 Clearing Permit
J113.1. Permits Required. A person shall not clear or grub any vacant lot,or any developed lot exceeding one-half acre in size, without first obtaining a clearing permit from theCity. In the event that a grading permit has been issued with respect to the property, no clearing permit shall be required for that portion of the property covered by the grading permit.

J113.2. Findings and Decision. An application for a clearing permit shall not be approved unless the BuildingOfficial determines that the proposed clearing and grubbing will notresult in the damage or removal of the Western Joshua tree and blowing dust or erosion of topsoil.

J113.3. Exemptions. Persons shall be exempt from thisSection in the event that:

They are required to remove vegetation at the request of the California Department Fish and Wildlife, San Bernardino County Fire Protection District, San Bernardino County Flood Control District or any other appropriate governmental agency. This shall be done by mowing no ground disturbance; or
The proposed grading activity is part of anexisting bona fide agricultural activity; or The County Agricultural Commissioner has given written notice that the proposed grading/clearing activity is required to perform a new bona fide agricultural activity. A Bona fide agricultural activity must be served by a water distribution system adequate for the proper operation of such activity."

Chapter 8.13 entitled the "California Residential Code" is hereby added to read as follows:

Chapter 18.01.030

CALIFORNIA RESIDENTIAL CODE
Chapter 8.02.030. Adopted. The California Residential Code, 2025 Edition, prepared and published by the California Building Standards, is hereby adopted and made a part of this chapter by reference as the Residential Building Code of the City of Twentynine Palms. A copy of the California Residential Building Code, 2022 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.040 entitled "California Electrical Code" is hereby amended to read as follows:

Chapter 18.01.040

CALIFORNIA ELECTRICAL CODE
Chapter 8. 02.040. Adopted., The California Electrical Code, 2025 Edition, prepared and published by the California Building Standards, is hereby adopted and made a part of this Chapter by reference as the Electrical Code of the City of Twentynine Palms. A copy of the California Electrical Code, 2022 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.050 entitled "California Plumbing Code" is hereby amended to read as follows:

Chapter 18.01.050

CALIFORNIA PLUMBING CODE
Chapter 8.18.050 Adopted. The California Plumbing Code, 2025 Edition, prepared and published by the California Building Standards, including Appendices thereto and installation standards contained in is hereby adopted by reference as the Plumbing Code of the City of Twentynine Palms. A copy of the California Plumbing Code 2025 Edition, including the installation standards shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.060 entitled "California Existing Building Code" is hereby amended to read as follows:

Chapter 18.01.060

CALIFORNIA EXISTING BUILDING CODE
Chapter 8.02.060 Adopted. The California Existing Building Code, 2025 Edition, prepared and published by the California Building Standards, is hereby adopted and made part of this Chapter by reference as the Existing Building Code of the City of Twentynine Palms. A copy of the California

Existing Building Code, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.070 entitled "California Historical Building Code" is hereby amended to read as follows:

Chapter 18.01.070

CALIFORNIA HISTORICAL BUILDING CODE
Chapter 8.02.070 Adopted. The Historical Building Code Adopted By Reference: Except as hereinafter provided, the California Historical Building Code, 2025 Edition, published by the International Code Council is hereby adopted by reference as the Historical Building Code of the City of Twentynine Palms. A copy of the California Historical Building Code, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.080 entitled "California Reference Standards Code" is hereby amended to read as follows:

Chapter 18.01.080

CALIFORNIA REFERENCE STANDARDS CODE
Chapter 8.02.080 Adopted. California Reference Standards Code Adopted By Reference: Except as hereinafter provided, the California Reference Standards Code, 2025 Edition, published by the International Code Council is hereby adopted by reference as the California Reference Standards Code of the City of Twentynine Palms. A copy of the California Reference Standards Code, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.090 entitled "California Mechanical Code" is hereby amended to read as follows:

Chapter 18.01.090

CALIFORNIA MECHANICAL CODE
Chapter 8.02.090 Adopted. Mechanical Code Adopted By Reference: Except as hereinafter provided, the California Mechanical Code, 2025 Edition, published by the International Association of Plumbing and Mechanical Officials, is hereby adopted by reference as the Mechanical Code of the City of Twentynine Palms. A copy of the California Mechanical Code, 2025 Edition shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.100 entitled "California Green Building Standards" is hereby amended to read as follows:

Chapter 1 8.01.100

CALIFORNIA GREEN BUILDING STANDARDS
Chapter 8.02.100 Adopted. California Green Building Standards Adopted By Reference: Except as hereinafter provided, the California Green Building Standards, 2025 Edition, published by the California Building Standards Commission is hereby adopted by reference as the Green Building Standards of the City of Twentynine Palms. A copy of the California Green Building Standards, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.110 entitled "California Energy Code" is hereby amended to read as follows:

Chapter 18.01.110

CALIFORNIA ENERGY CODE
Chapter 8.02.110 Adopted. California Energy Code Adopted By Reference: Except as hereinafter provided, the California Energy Code, 2025 Edition, published by the California Building Standards Commission is hereby adopted by reference as the California Energy Code of the City of Twentynine Palms. A copy of the California Energy Code, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.115 entitled "California Wildland Urban Interface Code" is hereby added to the City of Twentynine Palms Code and amended as follows:

Chapter 18.01.120

CALIFORNIA WILDLAND URBAN INTERFACE CODE
Chapter. 8.02.115 Adopted. California Wildland Urban Interface Code Adopted By Reference:

Except as hereinafter provided, the California Wildland Urban Interface, 2025 Edition, published by the California Building Standards Commission is hereby adopted by reference as the Wildland Urban Interface Code of the City of Twentynine Palms. A copy of the California Wildland Urban Interface Code, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine Palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.120 entitled "California Fire Code" is hereby amended to read as follows:

Chapter 18.01.130

CALIFORNIA FIRE CODE
Chapter 8.02.120 Adopted. California Fire Code Adopted By Reference: Except as hereinafter provided, the California Fire Code, 2025 Edition, published by the California Building Standards Commission is hereby adopted by reference as the California Fire Code of the City of Twentynine Palms. A copy of the California Energy Code, 2025 Edition, shall be maintained in the office of the City Clerk of the City of Twentynine palms and shall be made available for public inspection while this Code is in force.

Chapter 8.02.125 entitled "2024 International Property Maintenance Code is hereby added to the City of Twentynine Palms Code and amended to read as follows:

Chapter 18.01.140
2024 INTERNATIONAL PROPERTY MAINTENANCE CODE
Chapter 8.02.125 Adopted. Except as hereinafter provided, the International Property Maintenance Code, 2024 Edition, published by the International Code Council, is hereby adopted by reference as the Housing Code of the City of Twentynine Palms. A copy of the International Property Maintenance Code, 2024 Edition, shall be maintained in the office of the City Clerk for public inspection while this Code is in force.

SECTION 12. Modifications
The City Council of the City of Twentynine Palms hereby expressly finds that these regulations and provisions, and those of the codes adopted herein, are in compliance with Sections 17958 et seq. of the Health and Safety Code of the State of California and that a copy of this Ordinance shall be forwarded to the California Building Standard Commission of the State of California by the City Clerk of the City of Twentynine Palms, and said copy will serve to satisfy the requirements of filing of findings as stated in Section 17958.7 of the Health and Safety Codes of the State of California. Each of the foregoing modifications to the uniform code adopted by this Ordinance are reasonably necessary because of local climatic, geological or topographical conditions.

SECTION 13. Effective Date.

This Ordinance shall become effective thirty {30) days from and after date of its adoption, but not prior to January 1, 2026.

SECTION 14. Severability.

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.

SECTION 15. Notice of Adoption.

The City Clerk of the City of Twentynine Palms shall certify to the adoption of the Ordinance and cause publication to occur in the newspaper of general circulation and published and circulated

in the City in a manner permitted under Section 36933 of the Government Code of the State of California.

ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this 9 th day of December, 2025.

Mayor
Attest:

City Clerk
Approved as to Form: Approved as to Content:

City Attorney City Manager

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Dec 09 2025
SUBJECT: Twentynine Palms Farmer's Market and No Parking Signs in Farmer's Market Area within Freedom Plaza.

RECOMMENDATION:

The City Council adopt a Resolution prohibiting public parking and authorizes the removal of vehicles at prescribed times within Freedom Plaza in the Farmer's Market area.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Call the Question
ATTACHMENTS:
• 2025-10-09 Vehicle Code
22651 Circumstances
permitting removal
• 2025-11-08 Farmers Market
Active Market Unauthorize
Entry and Parking DURING
Event
• 2025-11-29 Farmers Market
Overnight Parked Car in
between booths
BACKGROUND:

The Twentynine Palms weekly Farmers' Market has become an integral part of our community. Offering residents and visitors an opportunity to purchase fresh produce, enjoy great food, connect with old friends (or make new ones), and peruse art and retail offerings unique to our region.

Currently, there are no "No Parking" signs within the Freedom Plaza area. Periodically, cars are left overnight within the Farmer's Market area. When this happens, the Farmers' Market operator and vendors are forced to set up around the vehicles (photos attached). Setting up a Farmers' Market around randomly parked cars is unsightly, bad for business, and creates safety issues if someone wants to remove their car during the actual Farmers' Market event. In addition to cars left overnight, there have even been times on Saturday morning vehicles not associated with the Farmers' Market have driven around signs and barricades, parked near active booths, and then left in place by their owners. Without any City Council-approved "No Parking" signs, the City, nor the Farmers' Market operator has any recourse (such as towing). Page 27 of 110 Staff is proposing the installation of "No Parking" signs in the areas the Farmers' Market is held. The signs would prohibit parking from Friday evening at midnight to Saturday at 2pm. Currently, local businesses like Beer Co and Snakes and Stars close at 11pm. Parking within the Freedom Plaza area outside of the Farmers' Market footprint would not be affected and would be available for visitor parking.

For "No Parking" signs to be erected and enforceable, the City Council has to approve the adoption the attached Resolution.

Public Works will work with the Farmers' Market organizer to create and place the necessary signs.

This agenda item is consistent with Strategic Plan Goals A1, B2, C3, D2, and E3.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The City Council could take no action.

FISCAL IMPACT:

N/A

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 1 KeyCite Yellow Flag
Unconstitutional or Preempted Prior Version's Validity Called into Doubt by Coalition on Homelessness v. City and County of San Francisco, Cal.App. 1 Dist., July 21, 2023
KeyCite Yellow Flag
Proposed Legislation
West's Annotated California Codes
Vehicle Code (Refs & Annos)
Division 11. Rules of the Road
Chapter 10. Removal of Parked and Abandoned Vehicles (Refs & Annos) Article 1. Authority to Remove Vehicles (Refs & Annos)
West's Ann.Cal.Vehicle Code § 22651
§ 22651. Circumstances permitting removal
Currentness
A peace officer, as defined in Chapter 4.5 (commencing with Section 830) of Title 3 of Part 2 of the Penal Code, or a regularly employed and salaried employee who is engaged in directing traffic or enforcing parking laws and regulations of a city, county, or jurisdiction of a state agency in which a vehicle is located may remove a vehicle located within the territorial limits in which the officer or employee may act, under the following circumstances:
(a) If a vehicle is left unattended upon a bridge, viaduct, or causeway or in a tube or tunnel where the vehicle constitutes an obstruction to traffic.
(b) If a vehicle is parked or left standing upon a highway in a position so as to obstruct the normal movement of traffic or in a condition so as to create a hazard to other traffic upon the highway. (c) If a vehicle is found upon a highway or public land and a report has previously been made that the vehicle is stolen or a complaint has been filed and a warrant thereon is issued charging that the vehicle was embezzled. (d) If a vehicle is illegally parked so as to block the entrance to a private driveway, and it is impractical to move the vehicle from in front of the driveway to another point on the highway. (e) If a vehicle is illegally parked so as to prevent access by firefighting equipment to a fire hydrant, and it is impracticable to move the vehicle from in front of the fire hydrant to another point on the highway. (f) If a vehicle, except highway maintenance or construction equipment, is stopped, parked, or left standing for more than four hours upon the right-of-way of a freeway that has full control of access and no crossings at grade, and the driver, if present, cannot move the vehicle under its own power.

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 2 (g) If the person in charge of a vehicle upon a highway or public land is, by reason of physical injuries or illness, incapacitated to an extent so as to be unable to provide for its custody or removal. (h)(1) If an officer arrests a person driving or in control of a vehicle for an alleged offense, and the officer is, by this code or other law, required or permitted to take, and, except as provided in Section 23109.3, does take, the person into custody. (2) If an officer serves a notice of an order of suspension or revocation pursuant to Section 13388 or 13389. (i)(1) If a vehicle, other than a rented vehicle, is found upon a highway or public land, or is removed pursuant to this code, and it is known that the vehicle has been issued five or more notices of parking violations to which the owner or person in control of the vehicle has not responded within 21 calendar days of notice of citation issuance or citation issuance or 14 calendar days of the mailing of a notice of delinquent parking violation to the agency responsible for processing notices of parking violations, or the registered owner of the vehicle is known to have been issued five or more notices for failure to pay or failure to appear in court for traffic violations for which a certificate has not been issued by the magistrate or clerk of the court hearing the case showing that the case has been adjudicated or concerning which the registered owner's record has not been cleared pursuant to Chapter 6 (commencing with Section 41500) of Division 17, the vehicle may be impounded until that person furnishes to the impounding law enforcement agency all of the following:
(A) Evidence of their identity.
(B) An address within this state where they can be located. (C) Satisfactory evidence that all parking penalties due for the vehicle and all other vehicles registered to the registered owner of the impounded vehicle and all traffic violations of the registered owner have been cleared. (2) The requirements in subparagraph (C) of paragraph (1) shall be fully enforced by the impounding law enforcement agency on and after the time that the Department of Motor Vehicles is able to provide access to the necessary records. (3) A notice of parking violation issued for an unlawfully parked vehicle shall be accompanied by a warning that repeated violations may result in the impounding of the vehicle. In lieu of furnishing satisfactory evidence that the full amount of parking penalties or bail has been deposited, that person may demand to be taken without unnecessary delay before a magistrate, for traffic offenses, or a hearing examiner, for parking offenses, within the county where the offenses charged are alleged to have been committed and who has jurisdiction of the offenses and is nearest or most accessible with reference to the place where the vehicle is impounded. Evidence of current registration shall be produced after a vehicle has been impounded, or, at the discretion of the impounding law enforcement agency, a notice to appear for violation of subdivision (a) of Section 4000 shall be issued to that person.
(4) A vehicle shall be released to the legal owner, as defined in Section 370, if the legal owner does all of the following:
(A) Pays the cost of towing and storing the vehicle.

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 3 (B) Submits evidence of payment of fees as provided in Section 9561. (C) Completes an affidavit in a form acceptable to the impounding law enforcement agency stating that the vehicle was not in possession of the legal owner at the time of occurrence of the offenses relating to standing or parking. A vehicle released to a legal owner under this subdivision is a repossessed vehicle for purposes of disposition or sale. The impounding agency shall have a lien on any surplus that remains upon sale of the vehicle, to which the registered owner is or may be entitled, as security for the full amount of the parking penalties for all notices of parking violations issued for the vehicle and for all local administrative charges imposed pursuant to Section 22850.5. The legal owner shall promptly remit to, and deposit with, the agency responsible for processing notices of parking violations from that surplus, on receipt of that surplus, the full amount of the parking penalties for all notices of parking violations issued for the vehicle and for all local administrative charges imposed pursuant to Section 22850.5.
(5) The impounding agency that has a lien on the surplus that remains upon the sale of a vehicle to which a registered owner is entitled pursuant to paragraph (4) has a deficiency claim against the registered owner for the full amount of the parking penalties for all notices of parking violations issued for the vehicle and for all local administrative charges imposed pursuant to Section 22850.5, less the amount received from the sale of the vehicle. (j) If a vehicle is found illegally parked and there are no license plates or other evidence of registration displayed, the vehicle may be impounded until the owner or person in control of the vehicle furnishes the impounding law enforcement agency evidence of their identity and an address within this state where they can be located. (k) If a vehicle is parked or left standing upon a highway for 72 or more consecutive hours in violation of a local ordinance authorizing removal.
(l) If a vehicle is illegally parked on a highway in violation of a local ordinance forbidding standing or parking and the use of a highway, or a portion thereof, is necessary for the cleaning, repair, or construction of the highway, or for the installation of underground utilities, and signs giving notice that the vehicle may be removed are erected or placed at least 24 hours prior to the removal by a local authority pursuant to the ordinance. (m) If the use of the highway, or a portion of the highway, is authorized by a local authority for a purpose other than the normal flow of traffic or for the movement of equipment, articles, or structures of unusual size, and the parking of a vehicle would prohibit or interfere with that use or movement, and signs giving notice that the vehicle may be removed are erected or placed at least 24 hours prior to the removal by a local authority pursuant to the ordinance. (n) Whenever a vehicle is parked or left standing where local authorities, by resolution or ordinance, have prohibited parking and have authorized the removal of vehicles. Except as provided in subdivisions (v) and (w), a vehicle shall not be removed unless signs are posted giving notice of the removal.
(o)(1) If a vehicle is found or operated upon a highway, public land, or an offstreet parking facility under any of the following circumstances:

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 4 (A)(i) With a registration expiration date in excess of six months before the date it is found or operated on the highway, public lands, or the offstreet parking facility.
(ii) Prior to removing a vehicle pursuant to this subparagraph, the officer or employee shall verify, using available Department of Motor Vehicles records, that no current registration exists for the vehicle. A vehicle shall not be removed pursuant to this subparagraph if it has a current registration on file with the Department of Motor Vehicles, regardless of whether the vehicle is in compliance with subdivision (a) of Section 5204. If the officer or employee does not have immediate access to those records, a vehicle shall not be removed pursuant to this subparagraph. (B) Displaying in, or upon, the vehicle, a registration card, identification card, temporary receipt, license plate, special plate, registration sticker, device issued pursuant to Section 4853, or permit that was not issued for that vehicle or is not otherwise lawfully used on that vehicle under this code.
(C) Displaying in, or upon, the vehicle, an altered, forged, counterfeit, or falsified registration card, identification card, temporary receipt, license plate, special plate, registration sticker, device issued pursuant to Section 4853, or permit. (D)(i) The vehicle is operating using autonomous technology, without the registered owner or manufacturer of the vehicle having first applied for and obtained a valid permit that is required to operate the vehicle on public roads pursuant to Section 38750, Article 3.7 (commencing with Section 227.00) of Title 13 of the California Code of Regulations, and Article 3.8 (commencing with Section 228.00) of Title 13 of the California Code of Regulations. (ii) The vehicle is operating using autonomous technology after the registered owner or person in control of the vehicle received notice that the vehicle's permit required for the operation of the vehicle pursuant to Section 38750, Article 3.7 (commencing with Section 227.00) of Title 13 of the California Code of Regulations, and Article 3.8 (commencing with Section 228.00) of Title 13 of the California Code of Regulations is suspended, terminated, or revoked. (iii) For purposes of this subdivision, the terms “autonomous technology” and “autonomous vehicle” have the same meanings as in Section 38750.
(iv) This subparagraph does not provide the authority for a peace officer to stop an autonomous vehicle solely for the purpose of determining whether the vehicle is operating using autonomous technology without a valid permit required to operate the autonomous vehicle on public roads pursuant to Section 38750, Article 3.7 (commencing with Section 227.00) of Title 13 of the California Code of Regulations, and Article 3.8 (commencing with Section 228.00) of Title 13 of the California Code of Regulations.
(2) If a vehicle described in paragraph (1) is occupied, only a peace officer, as defined in Chapter 4.5 (commencing with Section 830) of Title 3 of Part 2 of the Penal Code, may remove the vehicle. (3) For the purposes of this subdivision, the vehicle shall be released under any of the following circumstances:

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 5 (A) If the vehicle has been removed pursuant to subparagraph (A), (B), or (C) of paragraph (1), to the registered owner of, or person in control of, the vehicle only after the owner or person furnishes the storing law enforcement agency with proof of current registration and a valid driver's license to operate the vehicle. (B) If the vehicle has been removed pursuant to subparagraph (D) of paragraph (1), to the registered owner of, or person in control of, the autonomous vehicle, after the registered owner or person furnishes the storing law enforcement agency with proof of current registration and a valid driver's license, if required to operate the autonomous vehicle, and either of the following:
(i) Proof of a valid permit required to operate the autonomous vehicle using autonomous technology on public roads pursuant to Section 38750, Article 3.7 (commencing with Section 227.00) of Title 13 of the California Code of Regulations, and Article

3.8 (commencing with Section 228.00) of Title 13 of the California Code of Regulations. (ii) A declaration or sworn statement to the Department of Motor Vehicles that states that the autonomous vehicle will not be operated using autonomous technology upon public roads without first obtaining a valid permit to operate the vehicle pursuant to Section 38750, Article 3.7 (commencing with Section 227.00) of Title 13 of the California Code of Regulations, and Article

3.8 (commencing with Section 228.00) of Title 13 of the California Code of Regulations. (C) To the legal owner or the legal owner's agency, without payment of any fees, fines, or penalties for parking tickets or registration and without proof of current registration, if the vehicle will only be transported pursuant to the exemption specified in Section 4022 and if the legal owner does all of the following:
(i) Pays the cost of towing and storing the vehicle.
(ii) Completes an affidavit in a form acceptable to the impounding law enforcement agency stating that the vehicle was not in possession of the legal owner at the time of occurrence of an offense relating to standing or parking. A vehicle released to a legal owner under this subdivision is a repossessed vehicle for purposes of disposition or sale. The impounding agency has a lien on any surplus that remains upon sale of the vehicle to which the registered owner is or may be entitled, as security for the full amount of parking penalties for any notices of parking violations issued for the vehicle and for all local administrative charges imposed pursuant to Section 22850.5. Upon receipt of any surplus, the legal owner shall promptly remit to, and deposit with, the agency responsible for processing notices of parking violations from that surplus, the full amount of the parking penalties for all notices of parking violations issued for the vehicle and for all local administrative charges imposed pursuant to Section 22850.5. (4) The impounding agency that has a lien on the surplus that remains upon the sale of a vehicle to which a registered owner is entitled has a deficiency claim against the registered owner for the full amount of parking penalties for any notices of parking violations issued for the vehicle and for all local administrative charges imposed pursuant to Section 22850.5, less the amount received from the sale of the vehicle.
(5) As used in this subdivision, “offstreet parking facility” means an offstreet facility held open for use by the public for parking vehicles and includes a publicly owned facility for offstreet parking and a privately owned facility for offstreet parking if a fee is not charged for the privilege to park and it is held open for the common public use of retail customers.

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 6 (p) If the peace officer issues the driver of a vehicle a notice to appear for a violation of Section 12500, 14601, 14601.1, 14601.2, 14601.3, 14601.4, 14601.5, or 14604, and the vehicle is not impounded pursuant to Section 22655.5. A vehicle so removed from the highway or public land, or from private property after having been on a highway or public land, shall not be released to the registered owner or their agent, except upon presentation of the registered owner's or their agent's currently valid driver's license to operate the vehicle and proof of current vehicle registration to the impounding law enforcement agency or upon order of a court.
(q) If a vehicle is parked for more than 24 hours on a portion of highway that is located within the boundaries of a common interest development, as defined in Section 4100 or 6534 of the Civil Code, and signs, as required by paragraph (1) of subdivision (a) of Section 22658 of this code, have been posted on that portion of highway providing notice to drivers that vehicles parked thereon for more than 24 hours will be removed at the owner's expense pursuant to a resolution or ordinance adopted by the local authority.
(r) If a vehicle is illegally parked and blocks the movement of a legally parked vehicle. (s)(1) If a vehicle, except highway maintenance or construction equipment, an authorized emergency vehicle, or a vehicle that is properly permitted or otherwise authorized by the Department of Transportation, is stopped, parked, or left standing for more than eight hours within a roadside rest area or viewpoint. (2) Notwithstanding paragraph (1), if a commercial motor vehicle, as defined in paragraph (1) of subdivision (b) of Section 15210, is stopped, parked, or left standing for more than 10 hours within a roadside rest area or viewpoint. (3) For purposes of this subdivision, a roadside rest area or viewpoint is a publicly maintained vehicle parking area, adjacent to a highway, utilized for the convenient, safe stopping of a vehicle to enable motorists to rest or to view the scenery. If two or more roadside rest areas are located on opposite sides of the highway, or upon the center divider, within seven miles of each other, then that combination of rest areas is considered to be the same rest area. (t) If a peace officer issues a notice to appear for a violation of Section 25279. (u) If a peace officer issues a citation for a violation of Section 11700, and the vehicle is being offered for sale. (v)(1) If a vehicle is a mobile billboard advertising display, as defined in Section 395.5, and is parked or left standing in violation of a local resolution or ordinance adopted pursuant to subdivision (m) of Section 21100, if the registered owner of the vehicle was previously issued a warning citation for the same offense pursuant to paragraph (2). (2) Notwithstanding subdivision (a) of Section 22507, a city or county, in lieu of posting signs noticing a local ordinance prohibiting mobile billboard advertising displays adopted pursuant to subdivision (m) of Section 21100 may provide notice by issuing a warning citation advising the registered owner of the vehicle that they may be subject to penalties upon a subsequent violation of the ordinance that may include the removal of the vehicle as provided in paragraph (1). A city or county is not required to provide further notice for a subsequent violation prior to the enforcement of penalties for a violation of the ordinance.

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 7 (w)(1) If a vehicle is parked or left standing in violation of a local ordinance or resolution adopted pursuant to subdivision (p) of Section 21100, if the registered owner of the vehicle was previously issued a warning citation for the same offense pursuant to paragraph (2).
(2) Notwithstanding subdivision (a) of Section 22507, a city or county, in lieu of posting signs noticing a local ordinance regulating advertising signs adopted pursuant to subdivision (p) of Section 21100 may provide notice by issuing a warning citation advising the registered owner of the vehicle that they may be subject to penalties upon a subsequent violation of the ordinance that may include the removal of the vehicle as provided in paragraph (1). A city or county is not required to provide further notice for a subsequent violation before the enforcement of penalties for a violation of the ordinance.

Credits
(Stats.1959, c. 3, p. 1701, § 22651. Amended by Stats.1959, c. 972, p. 3003, § 1; Stats.1960, 1st Ex.Sess., c. 59, p. 408, § 3; Stats.1963, c. 1004, p. 2271, § 2; Stats.1967, c. 543, p. 1891, § 1; Stats.1968, c. 749, p. 1452, § 1; Stats.1969, c. 1116, p. 2177, § 1; Stats.1970, c. 886, p. 1620, § 1; Stats.1971, c. 130, p. 172, § 1, operative May 3, 1972; Stats.1974, c. 545, p. 1327, § 211; Stats.1977, c. 73, p. 477, § 1; Stats.1977, c. 486, p. 1605, § 2; Stats.1977, c. 1129, p. 3624, § 2; Stats.1979, c. 831, p. 2874, § 1; Stats.1979, c. 909, p. 3123, § 2.3; Stats.1980, c. 1340, p. 4735, § 31, eff. Sept. 30, 1980; Stats.1981, c. 343, p. 1501, § 1; Stats.1982, c. 344, p. 1647, § 1; Stats.1983, c. 816, § 1; Stats.1983, c. 1017, § 3; Stats.1985, c. 1007, § 1; Stats.1985, c. 1126, § 5, eff. Sept. 28, 1985; Stats.1985, c. 1126, § 6, eff. Sept. 28, 1985, operative April 1, 1986; Stats.1986, c. 328, § 2; Stats.1986, c. 1236, § 2; Stats.1986, c. 1262, § 1; Stats.1987, c. 521, § 1, eff. Sept. 11, 1987; Stats.1988, c. 619, § 1; Stats.1988, c. 1008, § 3; Stats.1989, c. 331, § 1; Stats.1991, c. 90 (A.B.1297), § 68, eff. June 30, 1991; Stats.1991, c. 189 (A.B.544), § 40, eff. July 29, 1991; Stats.1992, c. 633 (A.B.1067), § 3; Stats.1992, c. 1242 (S.B.602), § 3; Stats.1992, c. 1244 (A.B.408), § 5, operative July 1, 1993; Stats.1993, c. 272 (A.B.301), § 42, eff. Aug. 2, 1993; Stats.1993, c. 614 (A.B.481), § 1; Stats.1993, c. 1093 (A.B.780), § 1.5; Stats.1994, c. 268 (A.B.3017), § 2; Stats.1994, c. 938 (S.B.1295), § 12, eff. Sept. 28, 1994; Stats.1994, c. 1220 (A.B.3132), § 60, eff. Sept. 30, 1994; Stats.1994, c. 1221 (S.B.1758), § 17; Stats.1995, c. 734 (A.B.1228), § 1; Stats.1996, c. 10 (A.B.1869), § 16, eff. Feb. 9, 1996; Stats.1996, c. 1142 (S.B.1797), § 8, eff. Sept. 30, 1996; Stats.1996, c. 1154 (A.B.3020), § 69, eff. Sept. 30, 1996; Stats.1996, c. 1156 (A.B.3157), § 3.7; Stats.1998, c. 118 (S.B.1186), § 11.5, operative July 1, 1999; Stats.1999, c. 22 (S.B.24), § 17.5, eff. May 26, 1999, operative July 1, 1999; Stats.2007, c. 453 (A.B.1589), § 1; Stats.2007, c. 749 (A.B.1165), § 4.5, operative Jan. 1, 2009; Stats.2008, c. 460 (A.B.2402), § 1; Stats.2008, c. 736 (A.B.2042), § 2; Stats.2009, c. 140 (A.B.1164), § 180; Stats.2010, c. 615 (A.B.2756), § 4; Stats.2011, c. 341 (S.B.565), § 4; Stats.2011, c. 538 (A.B.1298), §

4.5; Stats.2012, c. 181 (A.B.806), § 81, operative Jan. 1, 2014; Stats.2012, c. 769 (A.B.2679), § 38; Stats.2013, c. 605 (S.B.752), § 50; Stats.2018, c. 667 (A.B.87), § 1, eff. Jan. 1, 2019; Stats.2023, c. 92 (A.B.925), § 1, eff. Jan. 1, 2024; Stats.2024, c. 501 (A.B.1978), § 1, eff. Jan. 1, 2025.)
Editors' Notes

LAW REVISION COMMISSION COMMENTS
2012 Amendment
Subdivision (q) of Section 22651 is amended to correct a cross-reference to former Civil Code Section 1351(c). [40 Cal.L.Rev.Comm. Reports 235 (2010)].
2013 Amendment
Subdivision (q) of Section 22651 is amended to add a cross-reference to Civil Code Section 6534, reflecting the enactment of the Commercial and Industrial Common Interest Development Act (Civ. Code §§ 6500-6876). [42 Cal.L.Rev.Comm. Reports 1 (2012)].

§ 22651. Circumstances permitting removal, CA VEHICLE § 22651 © 2025 Thomson Reuters. No claim to original U.S. Government Works. 8 Notes of Decisions (76)
West's Ann. Cal. Vehicle Code § 22651, CA VEHICLE § 22651 Current with urgency legislation through Ch. 406 of 2025 Reg.Sess. Some statute sections may be more current, see credits for details.

End of Document © 2025 Thomson Reuters. No claim to original U.S. Government Works.

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STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Dec 09 2025
SUBJECT: Improving the Accuracy of the 2025/2026 Community Assessment.

RECOMMENDATION:

The City Council authorize the City Manager to work with the City Attorney's office to negotiate and execute a professional services agreement for the Phase 1/Limited engagement of Clifford Moss in the amount of $14,000.00.

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:
• 2025-12-04
29Palms_CliffordMossPhase1_101525F

LIMITED SCOPE
BACKGROUND:

On October 14, 2025, the City Council voted to approve the engagement of Probolsky Research (PR) to understand resident priorities and the viability of a 2026 1% sales tax measure. The City Council also approved the full engagement of Clifford Moss at a cost of $74,800 pending the positive results of the Probolsky Research survey.

In meeting with both Clifford Moss and Probolsky Research, Staff realized the need to engage Clifford Moss in a limited capacity to ensure the Probolsky Research survey is crafted to ensure survey results accurately assess the community's needs and priorities. Failing to engage Clifford Moss in the early stages of the survey undermines the viability of the overall assessment.

In speaking with Clifford Moss, Staff explained while the City is fiscally sound, the City has limited financial resources. In an effort to be responsive to City's needs, Clifford Moss proposed a limited scope, or Phase 1 engagement, in the amount of $16,000. Staff worked with Clifford Moss to further reduce the Phase 1 engagement cost by 12.5%, bringing the total cost of the Phase 1 engagement to $14,000.

Recognizing the assessment process is exacting and new to City Staff, having Clifford Moss engaged in the first Phase of the community assessment is extremely important.

This agenda item addresses the following areas of the Five-Year Strategic Plan: A2, B1, and C3. Enhanced City revenues will improve the feasibly of attaining other strategic plan goals not listed above.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The City Council could choose not to engage Clifford Moss.

FISCAL IMPACT:

This expense would be paid out of reserves. The $14,000 would reduce the total cost of the originally approved $74,800 engagement.

1 December 4, 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 Phase 1 Feasibility 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.

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. The City will be in good company selecting our team to assist you now.

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; Early Listening & Strategic Communications Timeline: ASAP!
Most city projects start with an Election Feasibility Study (Phase 1) emphasizing polling and research. At CliffordMoss, we propose to go a step further, to enrich your Phase 1 work with early strategic listening, political diagnostics and communications testing and planning work on a parallel track that will help INFORM the poll, better understand your current political playing field, and provide more clarity on your best revenue measure options. (This is our proven approach working with cities and other public agencies in this space.)

2 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.

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.

SWOT ANALYSIS: Strengths, Weaknesses, Opportunities & Threats

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

3 Phase 1. Informational Communications, Strategic Assessment, & Polling Services Support § Confer and collaborate with the City to set a realistic project schedule. § Conduct a Project Kickoff Meeting and provide an orientation of the process to City leaders. § Review available background material on City needs and current communications systems. § Provide thought partnership in early local revenue measure strategic assessment and planning. § Polling/Research: coordinate and collaborate with pollster, Probolsky Research, to prepare for, conduct and interpret results of City election feasibility research for 2026. § Assess the City’s current public communications efforts as they relate to the City’s electoral goal(s). § Help the City understand its options for future quality public engagement and LISTENING, and guide early beta testing on such efforts.
§ Attend and/or participate in City project-related meetings and Zoom/conference calls as needed. § Provide 2024 election feasibility recommendations for City’s preferred local revenue measure(s).

CliffordMoss services do not include legal or financial advice of any kind.

Commencement Date: December 1, 2025
Expiration Date: January 31, 2026
CliffordMoss Compensation: PHASE 1 (Two Months) – $14,000 FLAT Fee Phase 1 Flat Fee includes business expenses.

If feasibility is present, Board authorization will be required to proceed with Phase 2 for a November 2026 election.

Accordingly, we hope this proposal provides sufficient detail to give you a sense of how we can add value to your Phase 1 2026 Election Feasibility 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]

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Dec 09 2025
SUBJECT: Lot Donation, APN 061725118 located on the east side of National Park Drive between 6719 and 6937 National Park Drive
RECOMMENDATION:

The City Council authorize City Staff to work with the City Attorney to accept the donation of APN 061725118 located on the east side of National Park Drive between 6719 and 6937 National Park Drive.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• 2025-12-03 SCHUCH
Donation 6723 National Park
Drive APN 061725118 Close In
Aerial
• 2025-12-03 SCHUCH
Donation 6723 National Park
Drive APN 061725118 High
Altitude Aerial
• Reso 93-01
BACKGROUND:

During every major rain event, a significant amount of water travels down Old Dale Road from Donnell Hill. Since water always seeks the lowest point, the rushing water creates a path from Old Dale Road across Mesquite Drive, over Inn Avenue, onto and over National Park Drive and through residential lot APN 061725118 (Lot). From the Lot, the water travels east and then north ultimately dumping into the City's central storm water channel located north of Highway 62 and west of Utah Trail.

Recognizing the unmitigable volume of water traveling through the Lot, the Lot owner would like to donate the Lot to the City. In order to secure a 2025 tax year deduction, the Lot owner has requested the Lot be transferred to the City this calendar year.

In speaking with both the City Engineer and Public Works Director, both professionals are in full support of accepting the donation of the Lot to the City. The City's ownership of the Lot will allow the City to better shuttle

excess water off of National Park Drive and into the natural drainage corridor. This should improve safety along the roadway and help preserve surrounding infrastructure.

If the City Council supports the donation of the Lot, the City Attorney's office is prepared to open escrow, likely secure any required title insurance, and work with the property owner to close escrow on or before December 31, 2025.

This agenda item addresses Five-Year Strategic Plan Goal C: Improved infrastructure and specifically strategy C3.

ENVIRONMENTAL:

Improve water flow across a historic drainage corridor.

ALTERNATIVES:

The City Council could choose not to accept the donation.

FISCAL IMPACT:

None.

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0FFICIAL RECORDS
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SAN BERNARDINI
CO.. CALIF..

RECORDING REQUESTED BY:
93~ 76126
Margaret Y. Roberts, City Clerk
City of Twentynine Palms
6136 Adobe Road
Twentynine Palms, CA 92277 I
NO. m
I
WHEN RECORDED MAIL TO:

Street
Address:

William H. Gutgesell
Community Development
Director
6136 Adobe Road
P. O. Box 995
Name:

City:

State:

Zip:

Twentynine Palms
California
92277
Space above this line for Recorder' s use
RESOLUTION NO. 93- 01

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

TWENTYNINE PALMS, CALIFORNIA, DESIGNATING THE CITY

ENGINEER TO EXECUTE CERTIFICATES OF ACCEPTANCE OF DEEDS

OR GRANTS, IN ACCORDANCE WITH THE PROVISIONS OF SECTION 27281 OF THE GOVERNMENT CODE

gH76126
CERTIFIED COPY,.

RESOLUTION NO. 93 - 0 1

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF TWENTYNINE PALMS, CALIFORNIA, DESIGNATING

THE CITY ENGINEER TO EXECUTE CERTIFICATES OF

ACCEPTANCE OF DEEDS OR GRANTS, IN ACCORDANCE
WITH THE PROVISIONS OF SECTION 27281 OF THE

GOVERNMENT CODE
WHEREAS, Section 27281 of the Government Code of the State of California enables the City of Twentynine Palms by a general resolution to authorize one or more officers or agents of the City to accept and consent to deeds or grants to the City;
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF TVlENTYNlNE PALMS DOES RESOLVE AS FOLLOWS:

Section 1: The City Engineer is authorized as an agent of the City of Twentynine Palms to accept and consent to the recordation of any deed or grant conveying any interest in or easement upon real property to said City.

Section 2: The accepting agent shall attach to the deed or grant so accepted and consented to, his certificate of acceptance, which shall be substantially in the following form:

UThis is to certify that the interest in real property
conveyed by the within deed or grant to the City of
Twentynine Palms, a political corporation and/ or governmental agency, is hereby accepted under the authority of a
resolution adopted by the City Council as Resolution No. on January 26 , 19~, and the Grantee consents to the
recordation thereof by its duly authorized officer.

Dated City
Section 3: The accepting agent shall attach to the
irrevocable offer of dedication so accepted and consented to, his certificate of acceptance, which shall be substantially in the following form:
uThis is to certify that the Dedication offered by this instrument is hereby acknowledged and consent is hereby given for the recordation hereof by the undersigned Officer/ Agent on behalf of the City Council of the City of Twentynine Palms, County of San Bernardino, State of California pursuant to authority by Resolution No. 93- 01 of said Council which was adopted on

934)'76126

STATE OF CALIFORNIA

COUNTY OF SAN BERNARDINO
On February 3. 1993 before me, Margaret Y. Roberts,
City Clerk, City of Twentynine Palms, CA, personally appeared Richard Pedersen, City Engineer
personally known to me ( or proved to me on the basis of satisfactory evidence) to be the person( s) whose name( s) is/ are subscribed to the within instrument and acknowledged to me that he/ she/ they executed the same in his/ her/ their authorized capaci ty( ies), and that by his/ her/ their signature ( s) on the instrument the person( s), or the entity upon behalf of which the person( s) acted, executed the instrument.

WITNESS my hand and official seal.
gn. tur. ~# j- y . ,uJ;-

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Dec 09 2025
SUBJECT: Information on the Importance of Periodic Septic System Maintenance.

RECOMMENDATION:

The purpose of this agenda item is to make the public aware of the vital need to periodically inspect and maintain your septic system. Proper maintenance will help protect the City's water supply and may help residents avoid expensive repairs. The EPA recommends having a professional inspect your system at least every three years and pump out the system every three to five years. Do your part to protect our water supply! ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion on Motion
Call the Question (Roll Call Vote)
ATTACHMENTS:
• 2025-11-05 SEPTIC

SYSTEMS
TPWD_KM_C750i25110507150
• 2025-11-05 FOG
FREE_KM_C750i25110507140
BACKGROUND:

The City of Twentynine Palms (City) and Twentynine Palms Water District (District) are collaborating their efforts to address the potential impacts to the shallow groundwater aquifers from septic systems within city limits.

For several years, the City and District have been completing tasks outlined in the Salt and Nutrient Management Plan (SNMP), collaboratively prepared, as required by the Colorado River Basin Regional Water Quality Control Board (Water Board). The plan was prepared in 2014 and later approved in 2019. Through this plan, they are undertaking measures to increase monitoring of the groundwater and to limit potential water quality impacts to groundwater that may arise from the septic systems in the region.

Residents of the City and the unincorporated areas rely solely on groundwater for their daily needs. This community pulls from four different underground basins (aquifers) that also overlap with neighboring districts. With no centralized sewer throughout the community, commercial and residential lots rely on septic systems to hold the domestic wastewater from their properties.

The District provides drinking water to their customers from deeper groundwater aquifers (>300 feet below ground surface). It is the District’s understanding that there is a clay layer separating the shallow groundwater from the deep groundwater. However, water naturally flows through paths of least resistance, so the potential for shallow groundwater to make its way down to the deeper groundwater remains present. Page 57 of 110 One of the main potential impacts to groundwater is septic systems. Within the City, there are individual systems for residential housing, and there are package systems (batch treatment) for residential developments, hotels and commercial areas.

With septic systems come different responsibilities. Due to systems holding domestic wastewater underground, they can pose a severe risk to our groundwater if they are not properly maintained. If installed, managed, and maintained as intended, septic systems are considered an acceptable solution to domestic wastewater treatment for rural areas. When septic systems are not regularly inspected and maintained, the results for potential water quality can impact the shallow groundwater.

There are eight (8) batch treatment systems in the City. The City and the District are aware of three systems that are failing. These systems are permitted by the Water Board. The other septic systems are individual residential systems that are permitted separately. Failing batch treatment plants may also effect water quality in the shallow groundwater.

The Water Board upholds that all water shall be protected, regardless of whether or not it is used for drinking, recreation or natural habitat. There is a need to better understand the quality of the shallow groundwater beneath the City. As part of the SNMP, measures have been identified to obtain information, communicate with residents and business owners, and implement ways to protect, or minimize the potential for further degradation of the shallow groundwater aquifers beneath the City.

The easiest and most immediate way to support these measures is to establish continual communications with the City Council, residents, and business owners. Communications can be used to provide education about septic systems and reminders about proper inspections and maintenance. These communications have just now begun with the addition of this memo and corresponding presentation by Matt Shragge with the District to City Council meetings. The City will have an item on the Consent Calendar each meeting to keep the City Council updated on this topic. The following are additional communication options to consider:

1. Add information to the City Website:
a. Community Events page:
i. Weekly Certified Farmers Market
b. Community Development Department Page
i. We could add a link called “Septic Systems” in it where we can add information. c. City Public Works website

2. Add information to the City Newsletter (info tidbits about septic systems and maybe information about timely inspections of septic systems).

3. Annual Pioneer Days – could be an opportunity to share how wastewater is managed

4. Community Health & Resource Fair
The District will also be looking into ways to spread the word about septic systems such as:

1. District Website:
a. Front Page - Hot Topics section (inclusion of tidbits about septic systems) b. Water Quality page – “Protecting Your Water”
c. Providing links to existing SNMP and other groundwater related reports d. Septic Tank Maintenance Section

2. District Quarterly Newsletter
These are options to consider and do not need to be implemented at once, but little by little as deemed appropriate. The intent is to keep residents informed of the City’s activities with respect to water quality, so that a foundation is established, conversations can begin, and improvements made as they are identified.

The Water Board has been engaged in discussions with the City and the District. Progress on septic system management is expected and accomplishments are reported on annually. Progress has now begun with the inclusion of this memo and the District’s presentation to this City Council Meeting.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

N/A
FISCAL IMPACT:

N/A

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Dec 09 2025
SUBJECT: Adoption of Twentynine Palms' Five-Year Strategic Plan.

RECOMMENDATION:

The City Council adopt the attached Five-Year Strategic Plan and ensure this plan serves as a guide for both the City Council and City staff as they strive improve the City's financial sustainability, improve our community's economic vibrancy, and enhance our quality of life.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion on Motion
Call the Question (Roll Call Vote)
ATTACHMENTS:
• 2025-08-29 29Palms
SP_Administrative Draft_8-29-
25[1].docx
BACKGROUND:

Below is a partial summary of the complete Strategic Plan, which is attached to this Staff Report.

City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-29-2025

EXECUTIVE SUMMARY OR LETTER TO THE CITY OF TWENTYNINE PALMS

INTRODUCTION
Purpose of the Strategic Plan
The City of Twentynine Palms 2025 Five-Year Strategic Plan defines a shared vision and mission that will guide targeted directions for action into 2030. It serves as a roadmap for implementing objectives that advance realigned goals, establish a framework for improving city services and public infrastructure, and provide financial guidance to grow the City as both a home and destination point. Informed by city leadership and Staff as well as broad community and the Marine Corps input to collectively determine outcomes, the Strategic Plan outlines guideposts and milestones to evaluate successful implementation over the coming years.

PLANNING PROCESS OVERVIEW
From January to June 2025, we engaged the community, City Council, department leaders and Staff, and other stakeholders through various interviews, meetings, workshops, and surveys to craft this Strategic Plan. From this process, we heard many diverse ideas that are reflected throughout this Strategic Plan and organized in a Page 65 of 110 manner that creates a structure for the City to implement and achieve the goals and priorities outlined in the Strategic Plan. Our planning process included four phases, guided by MIG as our strategic planning consultants.

Phase I – Engagement: Defined shared visions and identified emerging issues and priorities through a range of engagement activities, including City Council interview and an executive Staff workshop.

Phase II – Strategic Plan Framework: Refined the vision and values as well as emerging issues, priorities, and opportunities to develop goals for the next five years through a range of engagement activities, including City Council priority setting workshop with community participation, Staff and stakeholder engagement survey, and a follow-up executive Staff workshop.

Phase III – Draft Plan: Developed responsive strategies, actions, and performance measures to meet the goals and emerging issues, priorities, and opportunities raised during Phases I and II.

Phase IV – Final Plan: Finalized a Strategic Plan for City Council adoption and implementation.

ELEMENTS OF THE STRATEGIC PLAN
The City of Twentynine Palms Strategic Plan includes the following elements:
 Values – Shared principles that reflect what the community considers significant  Vision – A desired end state and preferred future
 Mission – The purpose and associated responsibilities of the City as an organization  Goals – Statements of direction toward the City’s desired future  Objectives – Specific statements of action about what the City hopes to achieve  Strategies – The means for accomplishing goals and objectives  Actions – A prioritized list of steps needed to accomplish goals and objectives  Implementation Plan – A timeframe for completing actions and responsible parties

STRATEGIC PLAN FRAMEWORK
VALUES

Community Pride
Willingness to Help
Long-Term Sustainability
Diversity
Hospitality
Access to Nature
VISION
The City of Twentynine Palms is a tight-knit, community-oriented rural town that values collaboration and diversity, and stewards the beautiful Mojave Desert landscapes and the Marine Corps. We strive to be in a place of financial sustainability to support existing needs and new initiatives that help everyone in our community flourish. We are enterprising, provide resources for your youth, elders, marines, veterans, and families, and create opportunities that encourage independent businesses to establish themselves. Our array of outdoor experiences, proximity to Joshua Tree National Park, views of starry skies, and foundational relationship with the Marine Corps attract both residents and visitors who choose the City as a unique home or regional wellness destination with welcoming hospitality.

MISSION
The mission of the City of Twentynine Palms is to maintain and improve the quality of life for those who live, work, or visit the City by providing a safe, well-planned family atmosphere that is rich and diverse in cultural and natural resources and promotes economic and educational opportunities.

GOALS

 Financial Sustainability – Diversify revenue sources for long term financial health and sustainable reserves  Enhanced Local Character – Invest in the small-town, rural characteristics to maintain the identity of the City of Twentynine Palms
 Improved Infrastructure – Repair existing infrastructure and build new systems so residents can live, work, and play safely
 Access to Resources – Ensure that the City of Twentynine Palms City Staff and residents have adequate resources to support daily needs and long-term wellbeing  Local Tourism – Grow as a regional destination to expand nature-based, outdoor, and wellness experiences
 Community Outreach and Engagement – Facilitate outreach and engagement activities to increase transparency into operations and foster relationships with leadership and staff

THIS PLAN
Each Strategic Plan Goal includes five elements:

1. Objective Statement – What the City of Twentynine Palms hopes to achieve in the coming years.

2. Actions – The set of activities the City of Twentynine Palms will use to reach each goal.

3. Metrics – Milestones and/or indicators that will articulate annual process and achievements.

4. Timeline – Completion target dates for each action are organized as short term (Years 1 and 2), medium term (Years 3 and 4), and long term (Year 5).

5. Lead Department(s) – The City management team will be responsible for executing and coordinating implementation and reporting actions under each goal. Key supporting partners for each action are identified. These are listed in the action plan.

IMPLEMENTATION
Strategic Plan implementation is a continuous and shared responsibility that must be managed as a project. City Council adoption marks the beginning of implementation, and this five-year Strategic Plan acts as a living document which will be reviewed and evaluated by the city manager’s office. Each of the goals include associated strategies and actions organized into action plan matrices, which provide direction on when these actions are to be implemented and by whom. Each goal is important, and while there is no order of priority, some action items have dependencies and require sequencing for successful implementation.

The Strategic Plan will also inform and become part of the City of Twentynine Palms’ budget document. City department objectives and programs will include specific actions and projects that build upon and achieve this Strategic Plan’s goals. Broad metrics will be included in this Strategic Plan to help track progress and measure success.

The Strategic Plan’s progress will be regularly reviewed by the City Council and department directors, and updated annually to reflect evolving needs, changing conditions, and updated priorities. Short term actions should be implemented immediately upon approval of the Strategic Plan by the appropriate departments and support.

This will ensure timely progress, and that any dependencies are completed ahead of implementing medium - and long term actions. Actions should also be evaluated to determine its progress status, including what else may be needed to further its advancement or to determine if it should be removed or revised. The outlined metrics for each goal can assist City Staff and leadership in tracking progress over time. Though the city manager’s office oversees the implementation of the Strategic Plan, regular check-ins during department director meetings can help ensure actions are on track to meet goals.

GLOSSARY OF ACRONYMS
 CAA – Charles Abbott Associates
 CMC – Copper Mountain College
 CMO – City Manager’s Office
 COM DEV – Community Development Department
 FIN – Finance Department
 HR – Human resources Department
 IT – Information Technology Department
 MAGTFTC – Marine Air Ground Task Force Training Command  MCAGC – Marine Corps Air Ground Combat Center
 NPS – National Park Service

 PAAC – Public Arts Advisory Committee
 P&R – Parks and Recreation Department
 PW – Public Works Department
 TBID – Tourism Business Improvement District
GOAL A: Financial Sustainability
Objective Statement – Diversify revenue sources for long-term financial health and sustainable reserves.

Metrics
 Amount generated from taxes
 Amount generated from updated city fees
 Balanced budget and reserve balance
 Increase in number of diverse revenue sources
 Number of new partnerships, including those with foundations and organizations  Number of relevant and competitive grant applications submitted and awarded Strategy A1. Initiate programs and practices that enhance the tourist economy.  Develop an intentional and deliberate Economic Development Strategic Plan.  Convene a workshop with department directors to align on financial goals, assumptions, needs, and future spending projections. Include updates during department directors meetings.  Analyze what economic development strategies are within the City’s jurisdiction, and initiate a plan to implement corresponding actions (e.g. identify viable public-private partnerships that can be revenue generating for both parties).
 Identify local tourism’s and businesses’ role with implementing the City’s economic development goals.  Expand opportunities to increase entrepreneurial creativity in products and services provided by new and established local businesses and retailers.
 Include economic development initiatives in the Economic Strategic Plan that align with the General Plan (e.g. develop a tracker that matches initiatives with General Plan land uses to ensure compliance).

Strategy A2. Explore and pursue tax-based revenue generating mechanisms.  Assess the sales tax (7.75%) for a 1% increase in 2026, including revenue potential to fund City projects and initiatives.
 Identify voter concerns and support for sales tax increase.  Initiate an educational campaign to inform the community about potential opportunities for funding City projects and initiatives through the sales tax.
 Assess the Transient Occupancy Tax (9.0%) for a 1% increase in 2026, including efforts to understand impacts on hotels and businesses.
 Evaluate Community Facilities Districts as a possible funding mechanism, and others.

Strategy A3. Explore and pursue funding opportunities to benefit the community.  Direct on-call grant writer to research viable grants and fundraising opportunities.  Establish a priority list of grants and fundraising opportunities developed by the on-call grant writer, and direct grant writer to pursue grants and fundraising opportunities.  Foster partnerships with relevant foundations and/or organizations to identify and match funding needs with opportunities.
 Prioritize memorandums of understanding with foundations and organizations to match funding needs.  Establish a dashboard or tracking tool to monitor grant applications and awards.  Comply with established financial policies and procedures to maintain grant funding agreements.

Strategy A4. Institute and adhere to established fiscal policies, practices, processes, and systems.  Review existing financial policies to align with best practices and implement measures to achieve internal consistency.
 Update procurement policies to improve purchasing processes.  Allocate funding to conduct comprehensive user fee study and full cost allocation plan.  Review most recent user fee schedule and full cost allocation plan to identify opportunities for moderate increases.
 Convene a study session with City Council to overview the proposed recommendations to the City’s fee schedule.
 Complete process to update key increases on the City’s fee schedule.  Implement and communicate where increases are found in the updated City’s fee schedule. Page 68 of 110  Ensure the next user fee study and full cost allocation plan is conducted and implemented by 2030 and occurs at least every five years.
 Conduct workshops to educate the public about finance processes related to accounts payable, City grant funding requirements, budget preparation, etc.

Strategy A5. Ensure all departments remain fiscally responsible.  Evaluate cost/benefit relationship of City-provided services by reviewing department expenditures and savings.
 Evaluate cost and comparative service levels between City-provided services with private sector, non-forprofit, and non-governmental organizations to determine if any services can be outsourced, as a costsavings mechanism.  Evaluate cost competitiveness of City-sponsored sports teams, department, and league sponsorships and marketing with nearby cities.

Strategy A6. Enhance partnership with the Marine Corps to maintain and grow regional investments.  Promote the City as a military-friendly community.
 Regularly engage the Marine Corps to provide political support for military investments in MAGTFTC and the region.
 Support the establishment, management, and sustained long-term growth of the Twentynine Palms Combat Center Alliance to mobilize the community to support Marine Corps initiatives.  Work to advance the partnership with the Twentynine Palms Combat Center Alliance to achieve implementing its mission of educating, advocating, and supporting MAGTFTC.  Foster partnership with the Marine Corps Community Services to support military quality of life programming that supports military families and encourages military veterans and retirees to live and stay in the community.
 Explore feasibility of leveraging the Category C Waiver to increase community access to the Marine Corps’ facilities and build relationships between the City and Marine Corps.  Continue research into and development of the Intergovernmental Service Agreement to explore contracting opportunities for the City to provide infrastructure services at the Marine Corps, growing the relationship between the City and Marine Corps and acting as a revenue generator for the City.  Explore dedicated military-community partnerships and grant funding opportunities that benefit regional and local investment.

GOAL B: Enhanced Local Character
Objective Statement – Invest in the small-town, rural characteristics to maintain the identity of the City of Twentynine Palms.

Metrics:
 Community perception of public rights-of-way, corridors, and other public spaces  Developer perception of designing and constructing in the City  Number of local businesses participating in Rediscover29, as well as City-led initiatives and events  Number of new local businesses, commercial developments, and retailers Strategy B1. Enhance vibrant corridors and gateways.
 Foster the partnership with Rediscover29 to build relationships with local businesses across the City as a way to assess needs and identify opportunities to support.  Initiate a meeting with businesses to establish shared responsibility over cleanliness in key corridors, such as downtown, Freedom Plaza, Adobe Road, etc., and establish approach for regular check-ins over time.  Encourage local businesses, shops, and restaurants to participate in regularly occurring events to activate existing commercial corridors (e.g. art walks, bar crawls).  Identify and commission local artists to beautify City gateways as a way of establishing a sense of entry and identifiable city/community character.
 Develop a public right-of-way improvement plan that identifies strategies to invest in urban design interventions that create experiential spaces.
 Align corridor and gateway improvement projects with other capital improvement projects and economic development initiatives to bolster economic vitality.

Strategy B2. Prioritize initiatives that support locally-owned businesses.  Explore feasibility of an incentive program to attract and retain new local businesses.  Attract unique local businesses that provide goods and services to enhance quality of life for residents and contribute to value for visitors.

 Review the feasibility to fund and establish a program that supports local businesses with physical improvements (e.g. streamline permitting, façade improvements).  Develop a method to track development project review times across all relevant departments (e.g. internal dashboard).
 Explore feasibility of establishing a restaurant exclusion zone to promote local eateries over chain restaurants.
 Implement restaurant exclusion zone to dedicate space in high-traffic areas for new and existing local eateries.
 Explore a spend local campaign to enhance exposure of local businesses and educate residents about the benefits of local spending.

Strategy B3. Enforce design and development guidelines that maintain local character over time.  Evaluate existing code enforcement to identify where more actionable mandates can be implemented.

Include periodic updates during department meetings.
 Explore feasibility of an adaptive reuse program that can be used to remediate, sell, and/or redevelop blighted buildings and vacant lots.
 Implement adaptive reuse program targeted at blighted buildings and vacant lots.  Create design guidelines identifying elements to preserve when constructing new projects to maintain small-town characteristics.
 Implement updated design guidelines that maintain the small-town, charming, rural feel of the City.  Evaluate existing development code and permitting rules to identify areas where requirements can be made clearer, more concise, and business-friendly. Include periodic updates during department meetings.  Collaborate with developers to design and build projects that align with the aesthetic and charm of the City.
 Explore community stabilization measures that allow the City’s existing residents, community groups, and organizations to stay and thrive-in-place.
 Include engagement with the Marine Corps to ensure development and land use are compatible with sensitive military mission activities, operations, and security guidelines. (e.g. MCAGCC, civil-military coordination in emergencies, etc.).

GOAL C: Improved Infrastructure
Objective Statement – Repair existing infrastructure and build new systems so residents can live, work, and play safely.

Metrics:
 Number of completed public infrastructure and public works projects  Number of new housing projects at multiple levels of affordability  Number of systems in place to manage water and waste management resources Strategy C1. Support development of housing stock.
 Convene the Community Development Department to evaluate current and proposed housing projects’ status to determine how much of the 2021-29 Regional Housing Needs Allocation has been met and implemented, establishing future review benchmarks.
 Determine future projection of housing construction needed to stay on track with the 2021-29 Regional Housing Needs Allocation requirement, creating a development timeline to help track potential projects and opportunities.
 Develop strategies in coordination with the Economic Development Strategic Plan to identify co-location opportunities for increasing residential property values as a way to attract more developers.  Explore feasibility of incentive program that attracts new housing developments at multiple levels of affordability.
 Explore opportunities to streamline permitting and construction requirements to support new affordable housing development.
 Consider enforceable restrictions that could limit the number of AirBnBs as a way to secure housing and home ownership, as well as promote local hotels.
 Identify Marine Corps long-term needs for off-base housing and hospitality, and integrate into community housing needs and planning.

Strategy C2. Update and sustain water and waste management services.  Foster partnership with Twentynine Palms Water District to ensure community has continued access to sufficient quantities of high-quality drinking water for the next 100 years, establishing periodic checkpoints to review status and progress. Page 70 of 110
 Acquire baseline data from the US Geological Survey Groundwater Tables Study to accurately understand the groundwater and oasis level statuses.
 Establish a system to utilize US Geological Survey Groundwater Tables Study data for informing and implementing necessary improvement projects, including a timeline to acquire and analyze new groundwater data compared to baseline.
 Partner with relevant state and federal agencies to study groundwater quality to advance a centralized wastewater treatment system.
 Design an educational program surrounding septic system management (e.g. social media campaign, workshops, tabling).
 Implement the educational program on septic system management in partnership with relevant agencies and organizations.
 Ensure appropriate oversight of community’s non-tribal package treatment plans.  Acquire cameras with wireless cards to place at key locations to evaluate extent of flooding.  Monitor camera data to inform and update upcoming flood mitigation measures.  Explore efforts and projects that mitigate flood risks and support the regional water supply in coordination with the Marine Corps.

Strategy C3. Enhance community-serving facilities.
 Repair and/or replace existing public works equipment needed to maintain paved and dirt roads as well as sidewalks.
 Maintain paved roads, dirt roads, and sidewalks, including a schedule for regular maintenance and improvements.
 Complete Sullivan-Hatch bike path to advance active transportation networks across the City.  Initiate pursuit of grant opportunities to enhance and retrofit existing transportation infrastructure, working with the on-call grant writer to apply, track, and comply with active proposals.  Create and begin implementing a strategy to engage the public to support a 1% tax measure dedicated to animal shelter construction.
 Explore feasibility of a priority-based, phased construction approach to update the Palms-N-Paws animal shelter aligned with budgetary projections, initiating construction phases as possible.  Foster existing partnerships and develop new partnerships to identify funding opportunities for Palms-NPaws programming and capital improvement.  Work with the Palms-N-Paws Animal Shelter to expand social media efforts and reach to increase adoption rates, volunteer base, and partnerships.
 Support Palms-N-Paws with a website refresh to advertise information on a breadth of topics, including upcoming events and animal-related development code updates.  Inventory locations at City parks, open spaces, and other public gathering areas to ensure they have adequate shade structures, exploring additional cooling amenities as needed.  Identify specific steps to provide shade structures and additional cooling amenities at City parks, open spaces, and other public gathering areas.
 Create and maintain a centralized online landing page where all community-serving programming and facilities can be easily accessible.

GOAL D: Access to Resources
Objective Statement – Ensure that the City of Twentynine Palms City Staff and residents have adequate resources to support daily needs and long-term well-being.

Metrics:
 Community perception of hazard mitigation and emergency preparedness measures  Effective use of resources for City Staff and department operations  Effective use of resources for food pantry services
 Effective use of resources for physical and mental health and well-being for all residents, including marines and veterans
 Effective use of resources for unhoused community
 Increased rates of employment across diverse industries, including hospitality  Staff perception of working for the City
Strategy D1. Improve services that support health and wellbeing.  Foster partnerships with surrounding health providers who can provide telehealth and digital mental health care.

 Explore feasibility of non-emergency medical transportation services to increase access to other facilities across the region.
 Ensure urgent care resources are contracted for workers compensation services to provide care for all employees.
 Explore options to convene an interdepartmental team to increase coordination of services and response to the City’s unhoused community.
 Foster working partnerships with organizations that provide wraparound housing services to implement programs designed to identify, address, and eliminate root causes of homelessness.  Identify and partner with mission-aligned non-profit organizations to grow a network of food pantry services.
 Identify and secure a new location to operate as a food pantry, meeting the community’s food needs and state’s landfill diversion requirements (e.g. co-location at another church, grocery store, or school).  Ensure all food pantries can sustainably operate and meet CalRecycle diversion requirements.  Maintain and expand existing programming that supports child, teen, and youth development and play.

Strategy D2. Expand and enhance employment opportunities within the City.  Continue supporting Twentynine Palms High School Work experience Program on workforce training and development.
 Partner with Copper Mountain Community College to develop and promote higher education options, workforce development programming, and curriculum that supports diverse career pipelines in a variety of industries.
 Create and maintain a city-wide volunteer mentorship program that partners local professionals with youth to explore different career pathways and gain hands-on experience across industries.  Identify City initiatives that leverage the highly technical skills of active and retired marines to foster working partnerships between the City and the Marine Corps.  Connect with retired marines to identify economic development and business incubation opportunities that meet needs of marines, marine families, and retired military residing in Twentynine Palms.  Foster partnership between the City, Marine Corps, and Copper Mountain Community College to promote skill building and training at the college.

Strategy D3. Grow and enhance organizational development and capacity.  Develop Strategic Plan workplans for each department and regularly review progress and checkmarks at department director meetings with the city manager.
 Initiate an internal landscape analysis to identify what departments need for capacity building and resource support (e.g. data, marketing, staffing).
 Identify and operationalize opportunities for increasing capacity building and resource support for Staff, and maintain periodic check-ins between department Staff and directors.  Foster and maintain interdepartmental coordination by applying a systematic approach to processes that taps various departments for shared workstreams (e.g. permitting with code enforcement).  Assess staffing levels across all departments and create a staffing plan to ensure the City has adequate capacity to deliver services.
 Hire a community service specialist to support with administrative tasks within the sheriff’s department.  Evaluate Staff recruitment and retention efforts and policies, identifying opportunities for improving recruitment and hiring processes, new hire onboarding experiences, and ongoing Staff development to ensure the City is a municipal employer of choice.
 Review and refine existing training and professional development policies and practices to support and engage employees to grow professionally and excel in their field.  Establish an organizational succession plan that identifies actionable opportunities for promoting talent within the organization.

Strategy D4. Ensure best-in-class municipal services to residents.  Identify and create systems that facilitate purpose-driven, anticipatory customer service (e.g. services request system, contract management).
 Utilize industry best practices, new technologies, and additional training to ensure operational efficiency and effectiveness.
 Ensure all departments are compliant with internal and public-facing requirements, including public records retention.
 Review and update finance department’s retention record list as needed.

 Identify and train a City Staff member to serve in the emergency manager role and assume responsibility for the Local Hazard Mitigation Plan to ensure the City is up-to-date and equipped to proactively address identified hazards and retroactively responding to emergencies.  Explore feasibility of and opportunities to co-train with the Marine Corps on emergency management systems and response.

GOAL E: Local Tourism
 Objective Statement – Grow as a regional destination to expand nature-based, outdoor, and wellness experiences.

Metrics:
 Increase in Transient Occupancy Tax and TBID revenue, reflecting growth in overnight stays  Increase in Visit 29 Palms’ reach and engagement across owned digital platforms, including website, social media, and direct marketing channels
 Number of attendees per event (residents and visitors)  Number of day-time visitors per season
 Number of new hospitality industry businesses (hotels, resorts, etc.)  Number of over-night visitors per season
Strategy E1. Expand branding and identity as an attractive regional destination.  Define the mission, vision, and values of the TBID to pursue a five-year 1994 law conversion.  Confirm the TBID mission, vision, and values with City Council, TBID stakeholders, and community members.
 Execute ongoing strategies from TBID 2024-25 Tourism Marketing Plan and Budget, communicating with and working alongside relevant TBID stakeholders and community members.  Increase TBID assessment percentage to ensure the City remains competitive with comparable markets.  Grow and maintain Visit 29 Palms’ reach and engagement across owned digital media channels by promoting the key destination pillars using compelling visual content and storytelling.  Foster Visit 29 Palms social media partnerships by leveraging user-generated content and collaborating with local businesses, creators, Marine Corps, National Park Service, and tourism partners to grow reach and strengthen regional brand identity.
 Promote established and upcoming attractions and events that boost overnight, seasonal, and year-round stays.
 Procure and establish data management tools that support with tracking day-time and over-night visitor rates per season. Use these tools to monitor visitor rates over time.  Increase awareness of and drive visitation to the new National Park Visitors' Center in Freedom Plaza, elevating the City’s positioning as the gateway of choice to Joshua Tree National Park.

Strategy E2. Strengthen and diversify local hospitality infrastructure.  Initiate and facilitate a closer collaboration between established lodging and tourist-serving businesses to boost local and regional tourism rates and incentivize longer overnight stays.  Identify and advance partnerships and job opportunities across all roles within the hospitality industry to support local hiring practices and ensure staffing capacity.  Support future development and operation of upcoming Ofland lodging development.  Explore additional opportunities for constructing diverse lodging options and hospitality infrastructure expansion, including any feedback from existing local hotels and retailers.

Strategy E3. Cultivate a robust local creatives scene.
 Complete and execute regulations for enhancing local artistic and entertainment initiatives within the Arts Master Plan and Entertainment License Program.
 Work with the local business community to develop and maintain a database of licensed entertainment venues to support local events.
 Partner with the local business community to host and expand community event offerings that provide unique and creative experiences utilizing existing facilities to complement other local and regional events (e.g. Theater29).
 Encourage organizations and businesses to apply for the TBID’s Sponsorship and Event Grant Program to receive financial support for locally-hosted, tourism-driving events.  Maintain and advertise the Visit 29 Palms events calendar to increase attendance and participation from local residents and new/returning visitors. Confirm events and make updates regularly, in partnership with local businesses and creatives.

GOAL F: Community Outreach and Engagement

Objective Statement – Facilitate outreach and engagement activities to increase transparency into operations and foster relationships with leadership and Staff.

Metrics:
 Improved community perception rating
 Increased number of City communications shared out to residents  Increased public understanding of City operations
 Number of residents enrolled in citizen’s academy
Strategy F1. Deliver programs and initiatives that provide information and opportunities for engagement.  Initiate and regularly host a semiannual “all hands” meeting that convenes Staff and City leadership to stay aligned on projects and identifies updates that should be shared with the community.  Execute and regularly manage a social media campaign to inform the public about City operations, upcoming events, and announcements.
 Create and maintain a centralized digital hub within the City’s website that includes information and resources for residents to easily access and share.
 Establish a youth-led advisory board to spearhead programming at existing community facilities that supports teen and youth development and recreation. Support and facilitate the work of the youth-led advisory board including regularly scheduled convening.  Establish a Citizen’s Academy program to build transparency into City operations.  Initiate and regularly host focus groups or town hall forums to hear directly from community members, recognize specific residents for active engagement, and strengthen interconnections between the Marine Corps and community.

Strategy F2. Support meaningful community outreach to identify additional and ongoing community needs.  Develop and execute an outreach and engagement strategy to determine if services are addressing the actual needs of the City’s diverse community and demographics, including the Marine Corps.  Conduct a community satisfaction survey to objectively gather and evaluate community needs, preferences, and satisfaction rates on City services.
 Complete a bi-annual community satisfaction survey, adjusting questions and dissemination methods over time and in alignment with community needs.
 Convene a preliminary in-person coffee chat with community and Marine Corps base residents, Staff, and leadership to provide opportunities for shared relationship building and problem solving, hosting regularly if effective.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

The City Council could accept this plan as is, modify, or reject the plan in its entirety.

FISCAL IMPACT:

N/A

1 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-29-2025

EXECUTIVE SUMMARY OR LETTER TO THE CITY OF TWENTYNINE PALMS

INTRODUCTION
Purpose of the Strategic Plan
The City of Twentynine Palms 2025 Five Year Strategic Plan defines a shared vision and mission that will guide targeted directions for action into 2030. It serves as a roadmap for implementing objectives that advance re-aligned goals, establish a framework for improving city services and public infrastructure, and provide financial guidance to grow the City as both a home and destination point. Informed by city leadership and staff as well as broad community and Marine Corps input to collectively determine outcomes, the strategic plan outlines guideposts and milestones to evaluate successful implementation over the coming years.

PLANNING PROCESS OVERVIEW
From January to June 2025, we engaged the community, city council, department leaders and staff, and other stakeholders through various interviews, meetings, workshops, and surveys to craft this Strategic Plan. From this process, we heard many diverse ideas that are reflected throughout this Strategic Plan and organized in a manner that creates a structure for the City to implement and achieve the goals and priorities outlined in the Strategic Plan. Our planning process included four phases, guided by MIG as our strategic planning consultants.

Phase I – Engagement: Defined shared visions and identified emerging issues and priorities through a range of engagement activities, including city council interview and an executive staff workshops.

Phase II – Strategic Plan Framework: Refined the vision and values as well as emerging issues, priorities, and opportunities to develop goals for the next five years through a range of engagement activities, including city council priority setting workshop with community participation, staff and stakeholder engagement survey, and a follow-up executive staff workshop.

Phase III – Draft Plan: Developed responsive strategies, actions, and performance measures to meet the goals and emerging issues, priorities, and opportunities raised during Phases I and II.

Phase IV – Final Plan: Finalized a Strategic Plan for city council adoption and implementation.

ELEMENTS OF THE STRATEGIC PLAN
The City of Twentynine Palms Strategic Plan includes the following elements:
• Values – Shared principles that reflect what the community considers significant • Vision – A desired end state and preferred future
• Mission – The purpose and associated responsibilities of the City as an organization • Goals – Statements of direction toward the City’s desired future • Objectives – Specific statements of action about what the City hopes to achieve • Strategies – The means for accomplishing goals and objectives • Actions – A prioritized list of steps needed to accomplish goals and objectives • Implementation Plan – A timeframe for completing actions and responsible parties

2 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025

STRATEGIC PLAN FRAMEWORK
VALUES
Community Pride
Willingness to Help
Long-Term Sustainability
Diversity
Hospitality
Access to Nature
VISION
The City of Twentynine Palms is a tight-knit, community-oriented rural town that values collaboration and diversity, and stewards the beautiful Mojave Desert landscapes and Marine Corps. We strive to be in a place of financial sustainability to support existing needs and new initiatives that help everyone in our community flourish. We are enterprising, provide resources for your youth, elders, marines, veterans, and families, and create opportunities that encourage independent businesses to establish themselves. Our array of outdoor experiences, proximity to Joshua Tree National Park, views of starry skies, and foundational relationship with the Marine Corps attract both residents and visitors who choose the City as a unique home or regional wellness destination with welcoming hospitality.

MISSION
The mission of the City of Twentynine Palms is to maintain and improve the quality of life for those who live, work, or visit the City by providing a safe, well-planned family atmosphere that is rich and diverse in cultural and natural resources and promotes economic and educational opportunities.

GOALS
• Financial Sustainability – Diversify revenue sources for long term financial health and sustainable reserves
• Enhanced Local Character – Invest in the small-town, rural characteristics to maintain the identity of the City of Twentynine Palms
• Improved Infrastructure – Repair existing infrastructure and build new systems so residents can live, work, and play safely
• Access to Resources – Ensure that the City of Twentynine Palms city staff and residents have adequate resources to support daily needs and long-term wellbeing • Local Tourism – Grow as a regional destination to expand nature-based, outdoor, and wellness experiences
• Community Outreach and Engagement – Facilitate outreach and engagement activities to increase transparency into operations and foster relationships with leadership and staff

THIS PLAN
Each Strategic Plan Goal includes five elements:

1. Objective Statement – What the City of Twentynine Palms hopes to achieve in the coming years.

3 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025

2. Actions – The set of activities the City of Twentynine Palms will use to reach each goal.

3. Metrics – Milestones and/or indicators that will articulate annual process and achievements.

4. Timeline – Completion target dates for each action are organized as short term (Years 1 and 2), medium term (Years 3 and 4), and long term (Year 5).

5. Lead Department(s) – The city management team will be responsible for executing and coordinating implementation and reporting actions under each goal. Key supporting partners for each action are identified. These are listed in the action plan.

IMPLEMENTATION
Strategic Plan implementation is a continuous and shared responsibility that must be managed as a project. City council adoption marks the beginning of implementation, and this five-year Strategic Plan acts as a living document which will be reviewed and evaluated by the city manager’s office. Each of the goals include associated strategies and actions organized into action plan matrices, which provide direction on when these actions are to be implemented and by whom. Each goal is important, and while there is no order of priority, some action items have dependencies and require sequencing for successful implementation.

The Strategic Plan will also inform and become part of the City of Twentynine Palms’ budget document. City department objectives and programs will include specific actions and projects that build upon and achieve this Strategic Plan’s goals. Broad metrics will be included in this Strategic Plan to help track progress and measure success.

The Strategic Plan’s progress will be regularly reviewed by the city council and department directors, and updated annually to reflect evolving needs, changing conditions, and updated priorities. Short term actions should be implemented immediately upon approval of the Strategic Plan by the appropriate departments and support. This will ensure timely progress, and that any dependencies are completed ahead of implementing medium and long term actions. Actions should also be evaluated to determine its progress status, including what else may be needed to further its advancement or to determine if it should be removed or revised. The outlined metrics for each goal can assist city staff and leadership in tracking progress over time. Though the city manager’s office oversees the implementation of the Strategic Plan, regular check-ins during department director meetings can help ensure actions are on track to meet goals.

GLOSSARY OF ACRONYMS
• CAA – Charles Abbott Associates
• CMC – Copper Mountain College
• CMO – City Manager’s Office
• COM DEV – Community Development Department
• FIN – Finance Department
• HR – Human resources Department
• IT – Information Technology Department
• MAGTFTC – Marine Air Ground Task Force Training Command • MCAGC – Marine Corps Air Ground Combat Center
• NPS – National Park Service
• PAAC –
• P&R – Parks and Recreation Department
• PW – Public Works Department
• TBID – Tourism Business Improvement District

4 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
GOAL A: Financial Sustainability
Objective Statement – Diversify revenue sources for long-term financial health and sustainable reserves.

Metrics
• Amount generated from taxes
• Amount generated from updated city fees
• Balanced budget and reserve balance
• Increase in number of diverse revenue sources
• Number of new partnerships, including those with foundations and organizations • Number of relevant and competitive grant applications submitted and awarded Strategy A1. Initiate programs and practices that enhance the tourist economy. • Develop an intentional and deliberate Economic Development Strategic Plan. • Convene a workshop with department directors to align on financial goals, assumptions, needs, and future spending projections. Include updates during department directors meetings.
• Analyze what economic development strategies are within the City’s jurisdiction, and initiate a plan to implement corresponding actions (e.g. identify viable public-private partnerships that can be revenue generating for both parties). • Identify local tourism’s and businesses’ role with implementing the City’s economic development goals.
• Expand opportunities to increase entrepreneurial creativity in products and services provided by new and established local businesses and retailers. • Include economic development initiatives in the Economic Strategic Plan that align with the General Plan (e.g. develop a tracker that matches initiatives with General Plan land uses to ensure compliance).

Strategy A2. Explore and pursue tax-based revenue generating mechanisms. • Assess the sales tax (7.75%) for a 1% increase in 2026, including revenue potential to fund City projects and initiatives.
• Identify voter concerns and support for sales tax increase. • Initiate an educational campaign to inform the community about potential opportunities for funding City projects and initiatives through the sales tax. • Assess the transient occupancy tax (9.0%) for a 1% increase in 2026, including efforts to understand impacts on hotels and businesses.
• Evaluate Community Facilities Districts as a possible funding mechanism, and others.

Strategy A3. Explore and pursue funding opportunities to benefit the community. • Direct on-call grant writer to research viable grants and fundraising opportunities. • Establish a priority list of grants and fundraising opportunities developed by the on-call grant writer, and direct grant writer to pursue grants and fundraising opportunities. • Foster partnerships with relevant foundations and/or organizations to identify and match funding needs with opportunities.
• Prioritize memorandums of understanding with foundations and organizations to match funding needs.
• Establish a dashboard or tracking tool to monitor grant applications and awards.

5 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Comply with established financial policies and procedures to maintain grant funding agreements.

Strategy A4. Institute and adhere to established fiscal policies, practices, processes, and systems.
• Review existing financial policies to align with best practices and implement measures to achieve internal consistency.
• Update procurement policies to improve purchasing processes. • Allocate funding to conduct comprehensive user fee study and full cost allocation plan. • Review most recent user fee schedule and full cost allocation plan to identify opportunities for moderate increases.
• Convene a study session with city council to overview the proposed recommendations to the City’s fee schedule.
• Complete process to update key increases on the City’s fee schedule. • Implement and communicate where increases are found in the updated City’s fee schedule.
• Ensure the next user fee study and full cost allocation plan is conducted and implemented by 2030, and occurs at least every five years. • Conduct workshops to educate the public about finance processes related to accounts payable, City grant funding requirements, budget preparation, etc.

Strategy A5. Ensure all departments remain fiscally responsible. • Evaluate cost/benefit relationship of City-provided services by reviewing department expenditures and savings.
• Evaluate cost and comparative service levels between City-provided services with private sector, non-for-profit, and non-governmental organizations to determine if any services can be outsourced, as a cost-savings mechanism. • Evaluate cost competitiveness of City-sponsored sports teams, department, and league sponsorships and marketing with nearby cities.

Strategy A6. Enhance partnership with Marine Corps to maintain and grow regional investments.
• Promote the City as a military-friendly community.
• Regularly engage the Marine Corps to provide political support for military investments in MAGTFTC and the region.
• Support the establishment, management, and sustained long-term growth of the Twentynine Palms Combat Center Alliance to mobilize the community to support Marine Corps initiatives.
• Work to advance the partnership with the Twentynine Palms Combat Center Alliance to achieve implementing its mission of educating, advocating, and supporting MAGTFTC. • Foster partnership with the Marine Corps Community Services to support military quality of life programming that supports military families and encourages military veterans and retirees to live and stay in the community.
• Explore feasibility of leveraging the Category C Waiver to increase community access to the Marine Corps’ facilities and build relationships between the City and Marine Corps. • Continue research into and development of the Intergovernmental Service Agreement to explore contracting opportunities for the City to provide infrastructure services at the Marine Corps, growing the relationship between the City and Marine Corps and acting as a revenue generator for the City.

6 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Explore dedicated military-community partnerships and grant funding opportunities that benefit regional and local investment.

GOAL B: Enhanced Local Character
Objective Statement – Invest in the small-town, rural characteristics to maintain the identity of the City of Twentynine Palms.

Metrics:
• Community perception of public rights-of-way, corridors, and other public spaces • Developer perception of designing and constructing in the City • Number of local businesses participating in Rediscover29, as well as City-led initiatives and events
• Number of new local businesses, commercial developments, and retailers Strategy B1. Enhance vibrant corridors and gateways.
• Foster the partnership with Rediscover29 to build relationships with local businesses across the City as a way to assess needs and identify opportunities to support. • Initiate a meeting with businesses to establish shared responsibility over cleanliness in key corridors, such as downtown, Freedom Plaza, Adobe Road, etc., and establish approach for regular check-ins over time.
• Encourage local businesses, shops, and restaurants to participate in regularly occurring events to activate existing commercial corridors (e.g. art walks, bar crawls). • Identify and commission local artists to beautify City gateways as a way of establishing a sense of entry and identifiable city/community character. • Develop a public right-of-way improvement plan that identifies strategies to invest in urban design interventions that create experiential spaces. • Align corridor and gateway improvement projects with other capital improvement projects and economic development initiatives to bolster economic vitality.

Strategy B2. Prioritize initiatives that support locally-owned businesses. • Explore feasibility of an incentive program to attract and retain new local businesses. • Attract unique local businesses that provide goods and services to enhance quality of life for residents and contribute to value for visitors.
• Review the feasibility to fund and establish a program that supports local businesses with physical improvements (e.g. streamline permitting, façade improvements). • Develop a method to track development project review times across all relevant departments (e.g. internal dashboard).
• Explore feasibility of establishing a restaurant exclusion zone to promote local eateries over chain restaurants.
• Implement restaurant exclusion zone to dedicate space in high-traffic areas for new and existing local eateries.
• Explore a spend local campaign to enhance exposure of local businesses and educate residents about the benefits of local spending.

Strategy B3. Enforce design and development guidelines that maintain local character over time.
• Evaluate existing code enforcement to identify where more actionable mandates can be implemented. Include periodic updates during department meetings.

7 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Explore feasibility of an adaptive reuse program that can be used to remediate, sell, and/or redevelop blighted buildings and vacant lots.
• Implement adaptive reuse program targeted at blighted buildings and vacant lots. • Create design guidelines identifying elements to preserve when constructing new projects to maintain small-town characteristics.
• Implement updated design guidelines that maintain the small-town, charming, rural feel of the City.
• Evaluate existing development code and permitting rules to identify areas where requirements can be made clearer, more concise, and business-friendly. Include periodic updates during department meetings.
• Collaborate with developers to design and build projects that align with the aesthetic and charm of the City.
• Explore community stabilization measures that allow the City’s existing residents, community groups, and organizations to stay and thrive-in-place. • Include engagement with the Marine Corps to ensure development and land use are compatible with sensitive military mission activities, operations, and security guidelines. (e.g. MCAGCC, civil-military coordination in emergencies, etc.).

GOAL C: Improved Infrastructure
Objective Statement – Repair existing infrastructure and build new systems so residents can live, work, and play safely.

Metrics:
• Number of completed public infrastructure and public works projects • Number of new housing projects at multiple levels of affordability • Number of systems in place to manage water and waste management resources Strategy C1. Support development of housing stock.
• Convene the Community Development Department to evaluate current and proposed housing projects’ status to determine how much of the 2021-29 Regional Housing Needs Allocation has been met and implemented, establishing future review benchmarks. • Determine future projection of housing construction needed to stay on track with the 2021-29 Regional Housing Needs Allocation requirement, creating a development timeline to help track potential projects and opportunities. • Develop strategies in coordination with the Economic Development Strategic Plan to identify co-location opportunities for increasing residential property values as a way to attract more developers.
• Explore feasibility of incentive program that attracts new housing developments at multiple levels of affordability.
• Explore opportunities to streamline permitting and construction requirements to support new affordable housing development.
• Consider enforceable restrictions that could limit the number of AirBnBs as a way to secure housing and home ownership, as well as promote local hotels. • Identify Marine Corps long-term needs for off-base housing and hospitality, and integrate into community housing needs and planning.

Strategy C2. Update and sustain water and waste management services.

8 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Foster partnership with Twentynine Palms Water District to ensure community has continued access to sufficient quantities of high-quality drinking water for the next 100 years, establishing periodic checkpoints to review status and progress. • Acquire baseline data from the US Geological Survey Groundwater Tables Study to accurately understand the groundwater and oasis level statuses. • Establish a system to utilize US Geological Survey Groundwater Tables Study data for informing and implementing necessary improvement projects, including a timeline to acquire and analyze new groundwater data compared to baseline. • Partner with relevant state and federal agencies to study groundwater quality to advance a centralized wastewater treatment system.
• Design an educational program surrounding septic system management (e.g. social media campaign, workshops, tabling).
• Implement the educational program on septic system management in partnership with relevant agencies and organizations.
• Ensure appropriate oversight of community’s non-tribal package treatment plans. • Acquire cameras with wireless cards to place at key locations to evaluate extent of flooding.
• Monitor camera data to inform and update upcoming flood mitigation measures. • Explore efforts and projects that mitigate flood risks and support the regional water supply in coordination with the Marine Corps.

Strategy C3. Enhance community-serving facilities.
• Repair and/or replace existing public works equipment needed to maintain paved and dirt roads as well as sidewalks.
• Maintain paved roads, dirt roads, and sidewalks, including a schedule for regular maintenance and improvements.
• Complete Sullivan-Hatch bike path to advance active transportation networks across the City.
• Initiate pursuit of grant opportunities to enhance and retrofit existing transportation infrastructure, working with the on-call grant writer to apply, track, and comply with active proposals.
• Create and begin implementing a strategy to engage the public to support a 1% tax measure dedicated to animal shelter construction.
• Explore feasibility of a priority-based, phased construction approach to update the Palms-N-Paws animal shelter aligned with budgetary projections, initiating construction phases as possible.
• Foster existing partnerships and develop new partnerships to identify funding opportunities for Palms-N-Paws programming and capital improvement. • Work with the Palms-N-Paws Animal Shelter to expand social media efforts and reach to increase adoption rates, volunteer base, and partnerships. • Support Palms-N-Paws with a website refresh to advertise information on a breadth of topics, including upcoming events and animal-related development code updates. • Inventory locations at City parks, open spaces, and other public gathering areas to ensure they have adequate shade structures., exploring additional cooling amenities as needed.
• Identify specific steps to provide shade structures and additional cooling amenities at City parks, open spaces, and other public gathering areas. • Create and maintain a centralized online landing page where all community-serving programming and facilities can be easily accessible.

9 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
GOAL D: Access to Resources
Objective Statement – Ensure that the City of Twentynine Palms city staff and residents have adequate resources to support daily needs and long-term wellbeing.

Metrics:
• Community perception of hazard mitigation and emergency preparedness measures • Effective use of resources for city staff and department operations • Effective use of resources for food pantry services
• Effective use of resources for physical and mental health and wellbeing for all residents, including marines and veterans
• Effective use of resources for unhoused community
• Increased rates of employment across diverse industries, including hospitality • Staff perception of working for the City
Strategy D1. Improve services that support health and wellbeing. • Foster partnerships with surrounding health providers who can provide telehealth and digital mental health care.
• Explore feasibility of nonemergency medical transportation services to increase access to other facilities across the region.
• Ensure urgent care resources are contracted for workers compensation services to provide care for all employees.
• Explore options to convene an interdepartmental team to increase coordination of services and response to the City’s unhoused community. • Foster working partnerships with organizations that provide wraparound housing services to implement programs designed to identify, address, and eliminate root causes of homelessness.
• Identify and partner with mission-aligned nonprofit organizations to grow a network of food pantry services.
• Identify and secure a new location to operate as a food pantry, meeting the community’s food needs and state’s landfill diversion requirements (e.g. co-location at another church, grocery store, or school).
• Ensure all food pantries can sustainably operate and meet CalRecycle diversion requirements.
• Maintain and expand existing programming that supports child, teen, and youth development and play.

Strategy D2. Expand and enhance employment opportunities within the City. • Continue supporting Twentynine Palms High School Work experience Program on workforce training and development.
• Partner with Copper Mountain Community College to develop and promote higher education options, workforce development programming, and curriculum that supports diverse career pipelines in a variety of industries.
• Create and maintain a citywide volunteer mentorship program that partners local professionals with youth to explore different career pathways and gain hands-on experience across industries.
• Identify City initiatives that leverage the highly technical skills of active and retired marines to foster working partnerships between the City and Marine Corps.

10 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Connect with retired marines to identify economic development and business incubation opportunities that meet needs of marines, marine families, and retired military residing in Twentynine Palms.
• Foster partnership between the City, Marine Corps, and Copper Mountain Community College to promote skill building and training at the college.

Strategy D3. Grow and enhance organizational development and capacity. • Develop Strategic Plan workplans for each department and regularly review progress and checkmarks at department director meetings with the city manager. • Initiate an internal landscape analysis to identify what departments need for capacity building and resource support (e.g. data, marketing, staffing). • Identify and operationalize opportunities for increasing capacity building and resource support for staff, and maintain periodic check-ins between department staff and directors.
• Foster and maintain interdepartmental coordination by applying a systematic approach to processes that taps various departments for shared workstreams (e.g. permitting with code enforcement).
• Assess staffing levels across all departments and create a staffing plan to ensure the City has adequate capacity to deliver services.
• Hire a community service specialist to support with administrative tasks within the sheriff’s department.
• Evaluate staff recruitment and retention efforts and policies, identifying opportunities for improving recruitment and hiring processes, new hire onboarding experiences, and ongoing staff development to ensure the City is a municipal employer of choice. • Review and refine existing training and professional development policies and practices to support and engage employees to grow professionally and excel in their field. • Establish an organizational succession plan that identifies actionable opportunities for promoting talent within the organization.

Strategy D4. Ensure best-in-class municipal services to residents. • Identify and create systems that facilitate purpose-driven, anticipatory customer service (e.g. services request system, contract management).
• Utilize industry best practices, new technologies, and additional training to ensure operational efficiency and effectiveness.
• Ensure all departments are compliant with internal and public-facing requirements, including public records retention.
• Review and update finance department’s retention record list as needed. • Identify and train a City staff member to serve in the emergency manager role and assume responsibility for the Local Hazard Mitigation Plan to ensure the City is up-todate and equipped to proactively address identified hazards and retroactively responding to emergencies.
• Explore feasibility of and opportunities to co-train with the Marine Corps on emergency management systems and response.

GOAL E: Local Tourism
Objective Statement – Grow as a regional destination to expand nature-based, outdoor, and wellness experiences.

Metrics:

11 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Increase in Transient Occupancy Tax and TBID revenue, reflecting growth in overnight stays
• Increase in Visit 29 Palms’ reach and engagement across owned digital platforms, including website, social media, and direct marketing channels • Number of attendees per event (residents and visitors) • Number of day-time visitors per season
• Number of new hospitality industry businesses (hotels, resorts, etc.) • Number of over-night visitors per season
Strategy E1. Expand branding and identity as an attractive regional destination. • Define the mission, vision, and values of the TBID to pursue a five-year 1994 law conversion.
• Confirm the TBID mission, vision, and values with City Council, TBID stakeholders, and community members.
• Execute ongoing strategies from TBID 2024-25 Tourism Marketing Plan and Budget, communicating with and working alongside relevant TBID stakeholders and community members.
• Increase TBID assessment percentage to ensure the City remains competitive with comparable markets.
• Grow and maintain Visit 29 Palms’ reach and engagement across owned digital media channels by promoting the key destination pillars using compelling visual content and storytelling.
• Foster Visit 29 Palms social media partnerships by leveraging user-generated content and collaborating with local businesses, creators, Marine Crops, National Park Service, and tourism partners to grow reach and strengthen regional brand identity. • Promote established and upcoming attractions and events that boost overnight, seasonal, and year-round stays.
• Procure and establish data management tools that support with tracking day-time and over-night visitor rates per season. Use these tools to monitor visitor rates over time. • Increase awareness of and drive visitation to the new National Park Visitor Center in Freedom Plaza, elevating the City’s positioning as the gateway of choice to Joshua Tree National Park.

Strategy E2. Strengthen and diversify local hospitality infrastructure. • Initiate and facilitate a closer collaboration between established lodging and touristserving businesses to boost local and regional tourism rates and incentivize longer overnight stays.
• Identify and advance partnerships and job opportunities across all roles within the hospitality industry to support local hiring practices and ensure staffing capacity. • Support future development and operation of upcoming Ofland lodging development. • Explore additional opportunities for constructing diverse lodging options and hospitality infrastructure expansion, including any feedback from existing local hotels and retailers.

Strategy E3. Cultivate a robust local creatives scene.
• Complete and execute regulations for enhancing local artistic and entertainment initiatives within the Arts Master Plan and Entertainment License Program. • Work with the local business community to develop and maintain a database of licensed entertainment venues to support local events.

12 City of Twentynine Palms Strategic Plan – Administrative Draft Last Updated: 08-19-2025
• Partner with the local business community to host and expand community event offerings that provide unique and creative experiences utilizing existing facilities to complement other local and regional events (e.g. Theater29). • Encourage organizations and businesses to apply for the TBID’s Sponsorship and Event Grant Program to receive financial support for locally-hosted, tourism-driving events. • Maintain and advertise the Visit 29 Palms events calendar to increase attendance and participation from local residents and new/returning visitors. Confirm events and make updates regularly, in partnership with local businesses and creatives.

GOAL F: Community Outreach and Engagement
Objective Statement – Facilitate outreach and engagement activities to increase transparency into operations and foster relationships with leadership and staff.

Metrics:
• Improved community perception rating
• Increased number of City communications shared out to residents • Increased public understanding of City operations
• Number of residents enrolled in citizen’s academy
Strategy F1. Deliver programs and initiatives that provide information and opportunities for engagement.
• Initiate and regularly host a semiannual “all hands” meeting that convenes staff and city leadership to stay aligned on projects and identifies updates that should be shared with the community.
• Execute and regularly manage a social media campaign to inform the public about City operations, upcoming events, and announcements.
• Create and maintain a centralized digital hub within the City’s website that includes information and resources for residents to easily access and share. • Establish a youth-led advisory board to spearhead programming at existing community facilities that supports teen and youth development and recreation. Support and facilitate the work of the youth-led advisory board including regularly scheduled convening. • Establish a Citizen’s Academy program to build transparency into City operations.. • Initiate and regularly host focus groups or town hall forums to hear directly from community members, recognize specific residents for active engagement, and strengthen interconnections between the Marine Corps and community.

Strategy F2. Support meaningful community outreach to identify additional and ongoing community needs.
• Develop and execute an outreach and engagement strategy to determine if services are addressing the actual needs of the City’s diverse community and demographics, including the Marine Corps.
• Conduct a community satisfaction survey to objectively gather and evaluate community needs, preferences, and satisfaction rates on City services. • Complete a bi-annual community satisfaction survey, adjusting questions and dissemination methods over time and in alignment with community needs. • Convene a preliminary in-person coffee chat with community and Marine Corps base residents, staff, and leadership to provide opportunities for shared relationship building and problem solving, hosting regularly if effective.

13 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025ACTION PLANSGOAL A: Financial SustainabilityObjective Statement – Diversify revenue sources for long-term financial health and sustainable reserves.

Metrics
• Amount generated from taxes• Amount generated from updated city fees• Balanced budget and reserve balance• Increase in number of diverse revenue sources• Number of new partnerships, including those with foundations and organizations• Number of relevant and competitive grant applications submitted and awarded Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

Strategy

1. Initiate programs and practices that enhance the tourist economy.

A1.1 Develop an intentional and deliberate Economic Development Strategic Plan.

X CMO/COM DEV TBID
A1.2
Convene a workshop with department directors to align on financial goals, assumptions, needs, and future spending projections. Include updates during department directors meetings.

X CMO/COM DEV FIN
A1.3
Analyze what economic development strategies are within the City’s jurisdiction, and initiate a plan to implement corresponding actions (e.g. identify viable public-private partnerships that can be revenue generating for both parties).

X CMO/COM DEV TBID/FIN
A1.4
Identify local tourism’s and businesses’ role with implementing the City’s economic development goals.

X TBID COM DEV
A1.5
Expand opportunities to increase entrepreneurial creativity in products and services provided by new and established local businesses and retailers.

X TBID COM DEV

14 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

A1.6
Include economic development initiatives in the Economic Strategic Plan that align with the General Plan (e.g. develop a tracker that matches initiatives with General Plan land uses to ensure compliance).

X COM DEV CMO/FIN
Strategy

2. Explore and pursue tax-based revenue generating mechanisms.

A2.1
Assess the sales tax (7.75%) for a 1% increase in 2026, including revenue potential to fund City projects and initiatives.

X IT FIN
A2.2 Identify voter concerns and support for sales tax increase.

X IT
A2.3
Initiate an educational campaign to inform the community about potential opportunities for funding City projects and initiatives through the sales tax.

X CMO
A2.4
Assess the transient occupancy tax (9.0%) for a 1% increase in 2026, including efforts to understand impacts on hotels and businesses.

X TBID CMO
A2.5 Evaluate Community Facilities Districts as a possible funding mechanism, and others.

X FIN CMO
Strategy

3. Explore and pursue funding opportunities to benefit the community.

A3.1 Direct on-call grant writer to research viable grants and fundraising opportunities.

X CMO All Depts
A3.2
Establish a priority list of grants and fundraising opportunities developed by the on-call grant writer, and direct grant writer to pursue grants and fundraising opportunities.

X CMO All Depts
A3.3
Foster partnerships with relevant foundations and/or organizations to identify and match funding needs with opportunities.

X CMO All Depts

15 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

A3.4
Prioritize memorandums of understanding with foundations and organizations to match funding needs.

X CMO All Depts
A3.5 Establish a dashboard or tracking tool to monitor grant applications and awards.

X FIN All Depts
A3.6 Comply with established financial policies and procedures to maintain grant funding agreements.

X FIN All Depts
Strategy

4. Institute and adhere to established fiscal policies, practices, processes, and systems.

A4.1
Review existing financial policies to align with best practices and implement measures to achieve internal consistency.

X FIN CMO
A4.2 Update procurement policies to improve purchasing
processes.

X FIN CMO
A4.3 Allocate funding to conduct comprehensive user fee study and full cost allocation plan.

X FIN CMO
A4.4
Review most recent user fee schedule and full cost allocation plan to identify opportunities for moderate increases.

X FIN CMO
A4.5
Convene a study session with city council to overview the proposed recommendations to the City’s fee schedule.

X CMO FIN
A4.6 Complete process to update key increases on the City’s fee schedule.

X FIN CMO
A4.7 Implement and communicate where increases are found in the updated City’s fee schedule.

X FIN All Depts
A4.8
Ensure the next user fee study and full cost allocation plan is conducted and implemented by 2030, and occurs at least every five years.

X FIN All Depts
A4.9 Conduct workshops to educate the public about finance processes related to accounts payable, City X FIN

16 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.
grant funding requirements, budget preparation, etc.

Strategy

5. Ensure all departments remain fiscally responsible.

A5.1
Evaluate cost/benefit relationship of City-provided services by reviewing department expenditures and savings.

X FIN All Depts
A5.2
Evaluate cost and comparative service levels between City-provided services with private sector, non-for-profit, and non-governmental organizations to determine if any services can be outsourced, as a cost-savings mechanism.

X FIN All Depts
A5.3
Evaluate cost competitiveness of City-sponsored sports teams, department, and league sponsorships and marketing with nearby cities.

X P&R
Strategy

6. Enhance partnership with Marine Corps to maintain and grow regional investments.

A6.1 Promote the City as a military-friendly community. X CMO All DeptsA6.2 Regularly engage the Marine Corps to provide political support for military investments in MAGTFTC and the region.

X CMO
A6.3
Support the establishment, management, and sustained long-term growth of the Twentynine Palms Combat Center Alliance to mobilize the community to support Marine Corps initiatives.

X CMO
A6.4
Work to advance the partnership with the Twentynine Palms Combat Center Alliance to achieve implementing it s mission of educating,
advocating, and supporting MAGTFTC.

X CMO
A6.5 Foster partnership with the Marine Corps Community Services to support military quality of X CMO

17 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.
life programming that supports military families and encourages military veterans and retirees to live and stay in the community.

A6.6
Explore feasibility of leveraging the Category C Waiver to increase community access to the Marine Corps’ facilities and build relationships between the City and Marine Corps.

X CMO
A6.7
Continue research into and development of the Intergovernmental Service Agreement to explore contracting opportunities for the City to provide infrastructure services at the Marine Corps, growing the relationship between the City and Marine Corps and acting as a revenue generator for the City.

X CMO
A6.8
Explore dedicated military-community partnerships and grant funding opportunities that benefit regional and local investment.

X CMO

18 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025GOAL B: Enhanced Local CharacterObjective Statement – Invest in the small-town, rural characteristics to maintain the identity of the City of Twentynine Palms.

Metrics:
• Community perception of public rights-of-way, corridors, and other public spaces• Developer perception of designing and constructing in the City• Number of local businesses participating in Rediscover29, as well as City-led initiatives and events• Number of new local businesses, commercial developments, and retailers Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

Strategy

1. Enhance vibrant corridors and gateways.

B1.1
Foster the partnership with Rediscover29 to build relationships with local businesses across the City as a way to assess needs and identify opportunities to support.

X CMO/COM DEV
B1.2
Initiate a meeting with businesses to establish shared responsibility over cleanliness in key corridors, such as downtown, Freedom Plaza, Adobe Road, etc., and establish approach forregular check-ins over time.

X CMO/COM DEV PW
B1.3
Encourage local businesses, shops, and restaurants to participate in regularly occurring events to activate existing commercial corridors (e.g. art walks, bar crawls).

X CMO/COM DEV TBID
B1.4
Identify and commission local artists to beautify Citygateways as a way of establishing a sense of entry and identifiable city/community character.

X PAAC/COM DEV City Engineer
B1.5
Develop a public right-of-way improvement plan that identifies strategies to invest in urban design interventions that create experiential spaces.

X COM DEV PW/City Engineer
B1.6 Align corridor and gateway improvement projects with other capital improvement projects and X COM DEV PW/City Engineer

19 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.
economic development initiatives to bolster economic vitality.

Strategy

2. Prioritize initiatives that support locally-owned businesses.

B2.1 Explore feasibility of an incentive program t
o attract
and retain new local businesses.

X CMO/COM DEV FIN
B2.2
Attract unique local businesses that provide goods and services to enhance quality of life for residents and contribute to value for visitors.

X CMO/COM DEV/TBID All Depts
B2.3
Review the feasibility to fund and establish a program that supports local businesses with physical improvements (e.g. streamline permitting, façade improvements).

X COM DEV FIN/Building and Safety
B2.4
Develop a method to track development project review times across all relevant departments (e.g. internal dashboard).

X COM DEV
B2.5
Explore feasibility of establishing a restaurant exclusion zone to promote local eateries over chain restaurants.

X COM DEV CMO
B2.6
Implement restaurant exclusion zone to dedicate space in high-traffic areas for new and existing local eateries.

X COM DEV CMO
B2.7
Explore a spend local campaign to enhance exposure of local businesses and educate residents about the benefits of local spending.

X TBID/CMO Rediscover29
Strategy

3. Enforce and design development guidelines that maintain local character over time.

B3.1
Evaluate existing code enforcement to identify where more actionable mandates can be implemented. Include periodic updates during department meetings.

X CMO/COM DEV Legal

20 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

B3.2
Explore feasibility of an adaptive reuse program that can be used to remediate, sell, and/or redevelop blighted buildings and vacant lots.

X CMO/COM DEV Legal
B3.3 Implement adaptive reuse program targeted at blighted buildings and vacant lots.

X CMO/COM DEV Legal
B3.4
Create design guidelines identifying elements to preserve when constructing new projects to maintain small-town characteristics.

X COM DEV CMO
B3.5 Implement updated design guidelines that maintain the small-town, charming, rural feel of the City.

X COM DEV CMO
B3.6
Evaluate existing development code and permitting rules to identify areas where requirements can be made clearer, more concise, and business-friendly. Include periodic updates during department meetings.

X COM DEV CMO
B3.7
Collaborate with developers to design and build projects that align with the aesthetic and charm of the City.

X CMO/COM DEV
B3.8
Explore community stabilization measures that allow the City’s existing residents, community groups, and organizations to stay and thrive-inplace.

X COM DEV All Depts
B3.9
Include engagement with the Marine Corps to ensure development and land use are compatible with sensitive military mission activities, operations, and security guidelines. (e.g. MCAGCC, civilmilitary coordination in emergencies, etc.)

X CMO COM DEV

21 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025GOAL C: Improve
d Infrastructure
Objective Statement
– Repair existing infrastructure and build new systems so residents can live, work, and play safely.

Metrics:
• Number of completed public infrastructure and public works projects• Number of new housing projects at multiple levels of affordability• Number of systems in place to manage water and waste management resources Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

Strategy

1. Support development of housing stock.

C1.1
Convene the Community Development Department to evaluate current and proposed housing projects’ status to determine how much of the 2021-29 Regional Housing Needs Allocation has been met and implemented, establishing future review benchmarks.

X COM DEV CMO
C1.2
Determine future projection of housing construction needed to stay on track with the 2021-29 Regional Housing Needs Allocation requirement, creating a development timeline to help track potential projects and opportunities.

X COM DEV
C1.3
Develop strategies in coordination with the Economic Development Strategic Plan to identify co-location opportunities for increasing residential property values as a way to attract more developers.

X CMO/COM DEV
C1.4
Explore feasibility of incentive program that attracts new housing developments at multiple levels of affordability.

X COM DEV CMO
C1.5
Explore opportunities to streamline permitting and construction requirements to support new affordable housing development.

X COM DEV Building and Safety

22 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

C1.6
Consider enforceable restrictions that could limit the number of AirBnBs as a way to secure housing and home ownership, as well as promote local hotels.

X COM DEV
C1.7
Identify Marine Corps long-term needs for off-base housing and hospitality, and integrate into community housing needs and planning.

X CMO
Strategy

2. Update and sustain water and waste management services.

C2.1
Foster partnership with Twentynine Palms Water District to ensure community has continued access to sufficient quantities of high-quality drinking water for the next 100 years, establishing periodic checkpoints to review status and progress.

X CMO
C2.2
Acquire baseline data from the US Geological Survey Groundwater Tables Study to accurately understand the groundwater and oasis level statuses.

X CMO/COM DEV
C2.3
Establish a system to utilize US Geological Survey Groundwater Tables Study data for informing and implementing necessary improvement projects, including a timeline to acquire and analyze new groundwater data compared to baseline.

X CMO/COM DEV
C2.4
Partner with relevant state and federal agencies to study groundwater quality to advance a centralized wastewater treatment system.

X CMO/COM DEV
C2.5
Design an educational program surrounding septic system management (e.g. social media campaign, workshops, tabling).

X COM DEV CMO
C2.6
Implement the educational program on septic system management in partnership with relevant agencies and organizations.

X COM DEV CMO

23 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

C2.7 Ensure appropriate oversight of community’s non- tribal package treatment plans.

X COM DEV CMO/Water District
C2.8 Acquire cameras with wireless cards to place at key locations to evaluate extent of flooding.

X IT San Bernardino County
C2.9 Monitor camera data to inform and update upcoming flood mitigation measures.

X IT Emergency Manager
C2.10
Explore efforts and projects that mitigate flood risks and support the regional water supply in coordination with the Marine Corps.

X CMO Emergency Manager
Strategy

3. Enhance community-serving facilities.

C3.1
Repair and/or replace existing public works equipment needed to maintain paved and dirt roads as well as sidewalks.

X PW FIN
C3.2
Maintain paved roads, dirt roads, and sidewalks, including a schedule for regular maintenance and improvements.

X PW
C3.3 Complete Sullivan-Hatch bike path to advance active transportation networks across the City.

X Engineering PW
C3.4
Initiate pursuit of grant opportunities to enhance and retrofit existing transportation infrastructure, working with the on-call grant writer to apply, track, and comply with active proposals.

X Engineering CMO
C3.5
Create and begin implementing a strategy to engage the public to support a 1% tax measure dedicated to animal shelter construction.

X CMO/IT All depts
C3.6
Explore feasibility of a priority-based, phased construction approach to update the Palms-NPaws animal shelter aligned with budgetary projections, initiating construction phases as possible.

X PW Shelter

24 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

C3.7
Foster existing partnerships and develop new partnerships to identify funding opportunities for Palms-N-Paws programming and capital improvements.

X CMO Shelter
C3.8
Work with the Palms-N-Paws Animal Shelter to expand social media efforts and reach to increase adoption rates, volunteer base, and partnerships.

X CMO Shelter
C3.9
Support Palms-N-Paws with a website refresh to advertise information on a breadth of topics, including upcoming events and animal-related development code updates.

X CMO Shelter
C3.10
Inventory locations at City parks, open spaces, and other public gathering areas to ensure they have adequate shade structures., exploring additional cooling amenities as needed.

X COM DEV/PW/ Engineering FIN/P&R
C3.11
Identify specific steps to provide shade structures and additional cooling amenities at City parks, open spaces, and other public gathering areas.

X COM DEV/PW/ Engineering FIN/P&R
C3.1
2 Create and maintain a centralized online landing page where all community-serving programming and facilities can be easily accessible.

X CMO All Depts

25 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025GOAL D: Access to ResourcesObjective Statement – Ensure that the City of Twentynine Palms city staff and residents have adequate resources to support daily needs and long-term wellbeing.Metrics:
• Community perception of hazard mitigation and emergency preparedness measures• Effective use of resources for city staff and department operations• Effective use of resources for food pantry services• Effective use of resources for physical and mental health and wellbeing for all residents, including marines and veterans• Effective use of resources for unhoused community• Increased rates of employment across diverse industries, including hospitality• Staff perception of working for the City Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

Strategy

1. Improve services that support health and wellbeing.

D1.1
Foster partnerships with surrounding health providers who can provide telehealth and digital mental health care.

X CMO/COM DEV
D1.2
Explore feasibility of nonemergency medical transportation services to increase access to other facilities across the region.

X CMO
D1.3
Ensure urgent care resources are contracted for workers compensation services to provide care for all employees.

X HR
D1.4
Explore options to convene an interdepartmental team to increase coordination of services and response to the City’s unhoused community.

X CMO COM DEV/Code
D1.5
Foster working partnerships with organizations that provide wraparound housing services to implement programs designed to identify, address, and eliminate root causes of homelessness.

X CMO COM DEV/Code

26 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

D1.6
Identify and partner with mission-aligned nonprofit organizations to grow a network of food pantry services.

X CMO
D1.7
Identify and secure a new location to operate as a food pantry, meeting the community’s food needs and state’s landfill diversion requirements (e.g. colocation at another church, grocery store, or school).

X IT CMO/COM DEV
D1.8 Ensure all food pantries can sustainably operate and meet CalRecycle diversion requirements.

X IT
D1.9
Maintain and expand existing programming that supports child, teen, and youth development and play.

X P&R FIN
Strategy

2. Expand and enhance employment opportunities within the City.

D2.1
Continue supporting Twentynine Palms High School Work experience Program on workforce training and development.

X P&R HR
D2.2
Partner with Copper Mountain Community College to develop and promote higher education options, workforce development programming, and curriculum that supports diverse career pipelines in a variety of industries.

X P&R HR
D2.3
Create and maintain a citywide volunteer mentorship program that partners local professionals with youth to explore different career pathways and gain hands-on experience across industries.

X P&R HR
D2.4
Identify City initiatives that leverage the highly technical skills of active and retired marines to foster working partnerships between the City and Marine Corps.

X CMO

27 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

D2.5
Connect with retired marines to identify economic development and business incubation opportunities that meet needs of marines, marine families, and retired military residing in Twentynine Palms.

X CMO
D2.6
Foster partnership between the City, Marine Corps,and Copper Mountain Community College topromote skill building and training at the college.

X CMO
Strategy

3. Grow and enhance organizational development and capacity.

D3.1
Develop Strategic Plan workplans for each department and regularly review progress and checkmarks at department director meetings with the city manager.

X HR All Depts
D3.2
Initiate an internal landscape analysis to identify what departments need for capacity building and resource support (e.g. data, marketing, staffing).

X HR All Depts
D3.3
Identify and operationalize opportunities for increasing capacity building and resource support for staff, and maintain periodic check-ins between department staff and directors.

X CMO All Depts
D3.4
Foster and maintain interdepartmental coordination by applying a systematic approach to processes that taps various departments for shared workstreams (e.g. permitting with code enforcement).

X CMO All Depts
D3.5
Assess staffing levels across all departments and create a staffing plan to ensure the City has adequate capacity to deliver services.

X CMO/HR/FIN All Depts
D3.6 Hire a community service specialist to support with administrative tasks within the sheriff’s department.

X CMO/FIN
D3.7 Evaluate staff recruitment and retention efforts and policies, identifying opportunities for improving X HR All Depts

28 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.
recruitment and hiring processes, new hire onboarding experiences, and ongoing staff development to ensure the City is a municipal employer of choice.

D3.8
Review and refine existing training and professional development policies and practices to support and engage employees to grow professionally and excel in their field.

X HR All Depts
D3.9
Establish an organizational succession plan that identifies actionable opportunities for promoting talent within the organization.

X CMO/HR All Depts
Strategy

4. Ensure best-in-class municipal services to residents.

D4.1
Identify and create systems that facilitate purposedriven, anticipatory customer service (e.g. services request system, contract management).

X CMO All Depts
D4.2
Utilize industry best practices, new technologies, and additional training to ensure operational efficiency and effectiveness.

X CMO All Depts
D4.3
Ensure all departments are compliant with internal and public-facing requirements, including public records retention.

X CMO All Depts
D4.4 Review and update finance department’s retention record list as needed.

X FIN
D4.5
Identify and train a City staff member to serve in the emergency manager role and assume responsibility for the Local Hazard Mitigation Plan to ensure the City is up-to-date and equipped to proactively address identified hazards and retroactively responding to emergencies.

X CMO

29 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

D4.6
Explore feasibility of and opportunities to co-train with the Marine Corps on emergency management systems and response.

X CMO

30 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025GOAL E: Local TourismObjective Statement – Grow as a regional destination to expand nature-based, outdoor, and wellness experiences.

Metrics:
• Increase in Transient Occupancy Tax and TBID revenue, reflecting growth in overnight stays• Increase in Visit 29 Palms’ reach and engagement across owned digital platforms, including website, social media, and direct marketing channels
• Number of attendees per event (residents and visitors)• Number of day-time visitors per season• Number of new hospitality industry businesses (hotels, resorts, etc.)• Number of over-night visitors per season Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

Strategy

1. Expand branding and identity as an attractive regional destination.

E1.1 Define the mission, vision, and values of the TBID to pursue a five-year 1994 law conversion.

X TBID
E1.2
Confirm the TBID mission, vision, and values with City Council, TBID stakeholders, and community members.

X TBID
E1.3
Execute ongoing strategies from TBID 2024-25 Tourism Marketing Plan and Budget, communicating with and working alongside relevant TBID stakeholders and community members.

X TBID
E1.4
Increase TBID assessment percentage to ensure the City remains competitive with comparable markets.

X TBID CMO/FIN/TBID Stakeholders
E1.5
Grow and maintain Visit 29 Palms’ reach and engagement across owned digital media channels by promoting the key destination pillars using compelling visual content and storytelling.

X TBID

31 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

E1.6
Foster Visit 29 Palms social media partnerships by leveraging user-generated content and collaborating with local businesses, creators, Marine Crops, National Park Service, and tourism partners to grow reach and strengthen regional brand identity.

X TBID
E1.7
Promote established and upcoming attractions and events that boost overnight, seasonal, and yearround stays.

X TBID
NPS/Business
Community/
MCAGCC
E1.8
Procure and establish data management tools that support with tracking day-time and over-night visitor rates per season. Use these tools to monitor visitor rates over time.

X TBID IT/FIN
E1.9
Increase awareness of and drive visitation to the new National Park Visitor Center in Freedom Plaza, elevating the City’s positioning as the gateway of choice to Joshua Tree National Park.

X TBID P&R/NPS
Strategy

2. Strengthen and diversify local hospitality infrastructure.

E2.1
Initiate and facilitate a closer collaboration between established lodging and tourist-serving businesses to boost local and regional tourism rates and incentivize longer overnight stays.

X TBID Business Community
E2.2
Identify and advance partnerships and job opportunities across all roles within the hospitality industry to support local hiring practices and ensure staffing capacity.

X COM DEV

TBID/CMC/
NPS/Business
Community
E2.3 Support future development and operation of upcoming Ofland lodging development.

X COM DEV TBID
E2.4 Explore additional opportunities for constructing diverse lodging options and hospitality

X COM DEV TBID

32 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.
infrastructure expansion, including any feedback from existing local hotels and retailers.

Strategy

3. Cultivate a robust local creatives scene.

E3.1
Complete and execute regulations for enhancing local artistic and entertainment initiatives within the Arts Master Plan and Entertainment License Program.

X PAAC/COM DEV TBID
E3.2
Work with the local business community to develop and maintain a database of licensed entertainment venues to support local events.

X TBID/COM DEV
E3.3
Partner with the local business community to host and expand community event offerings that provide unique and creative experiences utilizing existing facilities to complement other local and regional events (e.g. Theater29).

X TBID
E3.4
Encourage organizations and businesses to apply for the TBID’s Sponsorship and Event Grant Program to receive financial support for locallyhosted, tourism-driving events.

X TBID
E3.5
Maintain and advertise the Visit 29 Palms events calendar to increase attendance and participation from local residents and new/returning visitors. Confirm events and make updates regularly, in partnership with local businesses and creatives.

X TBID

33 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025GOAL F: Community Outreach and EngagementObjective Statement – Facilitate outreach and engagement activities to increase transparency into operations and foster relationships with leadership and staff.Metrics:
• Improved community perception rating• Increased number of City communications shared out to residents• Increased public understanding of City operations• Number of residents enrolled in citizen’s academy Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.

Strategy

1. Deliver programs and initiatives that provide information and opportunities for engagement.

F1.1
Initiate and regularly host a semiannual “all hands” meeting that convenes staff and city leadership to stay aligned on projects and identifies updates that should be shared with the community.

X CMO All Depts
F1.2
Execute and regularly manage a social media campaign to inform the public about City operations, upcoming events, and announcements.

X CMO All Depts
F1.3
Create and maintain a centralized digital hub within the City’s website that includes information and resources for residents to easily access and share.

X CMO All Depts
F1.4
Establish a youth-led advisory board to spearhead programming at existing community facilities that supports teen and youth development and recreation. Support and facilitate the work of the youth-led advisory board including regularly scheduled convening.

X P&R
F1.5 Establish a
Citizen’s
Academy program to build
transparency into City operations.

X CMO All Depts
F1.6 Initiate and regularly host focus groups or town hall forums to hear directly from community members, X CMO All Depts

34 City of Twentynine Palms Strategic Plan
– Administrative Draft
Last Updated: 08-19-2025
Strategies/Actions
Timeline
Lead Support Short
1 Yr.

Med
2-3 Yrs.

Long
3-5 Yrs.
recognize specific residents for active engagement, and strengthen interconnections between the Marine Corps and community.

Strategy

2. Support meaningful community outreach to identify additional and ongoing community needs.

F2.1
Develop and execute an outreach and engagement strategy to determine if services are addressing the actual needs of the City’s diverse community and demographics, including the Marine Corps.

X CMO All Depts
F2.2
Conduct a community satisfaction survey to objectively gather and evaluate community needs, preferences, and satisfaction rates on City services.

X CMO All Depts
F2.3
Complete a bi-annual community satisfaction survey, adjusting questions and dissemination methods over time and in alignment with community needs.

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F2.3
Convene a preliminary in-person coffee chat with community and Marine Corps base residents, staff, and leadership to provide opportunities for shared relationship building and problem solving, hosting regularly if effective.

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STAFF REPORT
TO: City Council
FROM: City Clerk
FOR MEETING: Dec 09 2025
SUBJECT: Selection of Mayor and Mayor Pro Tem.

RECOMMENDATION:

The City Council select a Mayor and Mayor Pro Tem.

ORDER OF PROCEDURE:

Request Staff Report (City Attorney Presenting)
Council Questions of Staff
Request Public Comment
City Clerk Requests Nominations
Motion/Second on Nomination(s)
Discussion of Motion
Call the Question
BACKGROUND:

Generally speaking the Mayor and Mayor Pro Tem serve at the pleasure of the City Council. They are appointed by and may be removed or reappointed at any time, and in any manner that the City Council deems appropriate.

Often times, the Mayor Pro Tem will become the next Mayor, although this is not legally required. The only limitation on the foregoing is a requirement that the issue be addressed at the meeting where the declaration of election results occurs as set forth in Government Code Section § 36801 which provides:
"The City Council shall meet at the meeting at which the declaration of the election results for a general municipal election is made pursuant to Sections 10262 and 10263 of the Elections Code and, following the declaration of the election results and the installation of elected officials, choose one of its number as mayor, and one of its number as mayor pro tempore."
When the City incorporated in November of 1987, the original City Council chose to follow a selection procedure for the positions of Mayor and Mayor Pro Tem that would apply to the five (5) Councilmembers that were newly elected at that time. The gist of this selection procedure was a rotation based on the number of votes received in the initial election, with the Councilmember appointed as Mayor Pro Tem becoming the Mayor in the subsequent term. Notably, this procedure was not always followed as the means by which to appoint the Mayor and Mayor Pro Tem and was not legally binding.

In May 2023, the City Council reconsidered its practice for appointment of the Mayor and Mayor Pro Tem to take into account the impacts of the City having been compelled to move to by District elections. The City Council voted to amend its prior procedure and to instead follow a chronological rotation based on City Council Districts.

This rotation contemplated beginning with the appointment of the Mayor from District 5, and the Mayor Pro Tem from District 1, with subsequent turns in the rotation for Mayor going from Districts 1 through 4 until back to

District 5; and, the Mayor Pro Tem succeeding the Mayor following his/her term. This procedure was followed in December 2023. At that time, Councilmember Wright (District 5) was Mayor, and Councilmember Bilderain (District 1) was Mayor Pro Tem. The City Council took action to appoint then Mayor Pro Tem Bilderain (District 1) as the next Mayor, and Councilmember Klink (District 2) to Mayor Pro Tem.

Just as was the case with the City Council's prior practice based on total votes, the District rotation procedure the City Council adopted in 2023 is not legally binding. The City Council is free to select any one of its members to serve as Mayor and Mayor Pro Tem as it deems appropriate.

CITY COUNCIL ACTION:

Staff recommends that the City Council select the Mayor and Mayor Pro Tem and that the following procedures be used (although the following is just a suggestion, and the City Council may proceed as it deems appropriate):

1. City Clerk will ask for nominations for the position of Mayor.

2. After one nomination is made, the City Clerk will ask if there are additional nominations.

3. At the conclusion of the nominations, the City Clerk will close the nominations. If only one individual is nominated for the office, the Mayor can call for a motion, to be seconded and followed by a roll call vote. If more than one individual is nominated, the Mayor will request discussion on the nominations and the normal procedure for making a motion to take an action on the nominations will apply. This final decision is made by a motion, seconded and followed by a roll call vote.

The same procedure is used for selection of Mayor Pro Tem, excepting that the newly selected Mayor will make the call for nominations rather than the City Clerk.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

N/A
FISCAL IMPACT:

N/A