Agenda — Twentynine Palms City Council, April 14, 2026 (part 1 of 2)

TWENTYNINE PALMS CITY COUNCIL

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

Tuesday, April 14, 2026
NOTICE IS HEREBY GIVEN, that the City Council will hold a Regular Meeting on Tuesday, April 14, 2026, at City Hall, 6136 Adobe Road, Twentynine Palms, CA 92277 to consider the following:

REGULAR SESSION AGENDA
6:00 P.M.

CALL TO ORDER
Pledge of Allegiance.

Invocation - Ms. LeeAnn Clarke, 29 Palms Ministerial Association.

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

1. Presentation to the Twentynine Palms High School Tennis Team and the Rotary Club for their Participation in the Cash for Trash and Recycling Program.

2. Proclamation Recognizing April 2026 as Child Abuse Prevention Awareness Month Proclamation Recognizing April 2026 as Child Abuse Prevention Awareness Month 5 3. Proclamation Recognizing April 2026 as Sexual Assault Awareness Month Proclamation Recognizing April 2026 as Sexual Assault Awareness Month 7 COUNCIL COMMENTS AND REPORTS OF MEETINGS ATTENDED

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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.

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

5. Approval of Warrant Register Totaling $1,366,653.80.

Approval of Warrant Register Totaling $1,366,653.80. - Pdf 9 - 13

6. Deferred Compensation Plan and OBRA Plan Update.

RECOMMENDATION: The City Council:

1. Approve the consolidation of the City's deferred compensation plans into one.

2. Adopt the Deferred Compensation Plan and OBRA Part-Time Plan with Empower.

3. Authorize and direct the City's Plan Administrator to execute all the required documents to move forward with the new Plan with Empower.

Deferred Compensation Plan and OBRA Plan Update. - Pdf
15 - 16

7. Approve Funding for Replacement of Major Playground Equipment Parts.

RECOMMENDATION: The City Council:

1. Approve the procurement and installation of major playground equipment parts at various City parks in the amount of $50,000 broken down as follows:
a. Luckie Park - $16,933 (quote from Miracle Recreation Equipment Company)
b. Knott's Sky Park - $18,758 (quote from GameTime)
c. Installation costs, contingencies, and emergency repairs - $14,309.

2. Authorize the City Manager to execute all documents necessary to proceed with the purchase including acceptance of quotes within his approval authority.

3. Approve the use of reserves in the amount of $50,000 from the Capital Projects Fund to fund this procurement.

4. Approve the corresponding budget adjustments in the Capital Projects Fund for Fiscal Year 2025-26.

Approve Funding for Replacement of Major Playground Equipment Parts. - Pdf 17 - 74

8. Downtown Septic System Management Contract Renewal.

RECOMMENDATION: The City Council:

1. Approve the contract for the Project Phoenix Wastewater System Operations and Maintenance with the County of San Bernardino Special Districts Department County Service Area 70 (CSA 70) in the amount of $409,233.63.

2. Authorize the City Manager to execute all documents necessary to execute the contract.

Downtown Septic System Management Contract Renewal. - Pdf 75 - 90

ITEMS REMOVED FROM CONSENT CALENDAR FOR DISCUSSION

PUBLIC HEARING- NONE

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DISCUSSION AND POTENTIAL ACTION ITEMS

9. Council Chambers Audio and Video Upgrade for SB707.

RECOMMENDATION: The City Council approve the purchase from Rat Sound Systems in the amount of $21,483.92 for the upgrades to the Council Chambers as a result of SB707 and authorize Staff to pay at the time of order. This equipment is a special order, and we do not have an established relationship with this vendor.

Council Chambers Audio and Video Upgrade for SB707. - Pdf 91 - 94

10. Consideration of Resolution No. 8760 Approving the Measure I Continuation Expenditure Plan Developed by the San Bernardino County Transportation Authority.

RECOMMENDATION: The City Council Adopt Resolution No. ___ approving the Measure I Continuation Expenditure Plan developed by the San Bernardino County Transportation Authority.

Consideration of Resolution No. 8760 Approving the Measure I Continuation Expenditure Plan Developed by the San Bernardino County Transportation Authority. - Pdf 95 - 109

11. Consideration of Joint Powers Agreement Participation in the San Bernardino Regional Housing Trust.

RECOMMENDATION: The City Council adopt a Resolution (Resolution will be presented prior to or at the time of the meeting) approving membership in the Joint Powers Authority for the San Bernardino Regional Housing Trust and authorize the Mayor and/or City Manager to execute the Joint Exercise of Powers Agreement, subject to non-substantive clerical changes, and appoint the Mayor or a member of the City Council to represent the City as a board member of the newly formed Trust Board of Directors.

Consideration of Joint Powers Agreement Participation in the San Bernardino Regional Housing Trust. - Pdf
111 - 246

12. JTNPA Workforce Housing on City-owned 17-acre Site.

RECOMMENDATION: The City Council authorize the City Manager and City Attorney to work with JTNPA on a land lease to allow for the long-term usage of all or a portion of the 17 +/- acres located west of Adobe Road and south of Theatre 29. The lease would come back to City Council for final approval along with additional project details prior to execution.

JTNPA Workforce Housing on City-owned 17-acre Site. - Pdf 247 - 310

13. Councilmembers Use of City Letterhead.

RECOMMENDATION: The City Council discuss individual Councilmember's use of City letterhead on projects or initiatives that have not gone before the entire City Council for consideration.

Councilmembers Use of City Letterhead. - Pdf
311 - 312

FUTURE COUNCIL INITIATED ITEMS

1. Shade Structures around Freedom Plaza and a possible art fixture with “Freedom Plaza” announcing the location.

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

3. Discussion on creating a “Recognized Neighborhood Program.”

4. Discussion on the new Federal holidays to coincide with the City’s holiday schedule.

5. Discussion on the use of City funds for grants and the potential reallocation of housing and homeless funds to grants.

6. Discussion to evaluate potential amendments to Chapter 11.36 in the Municipal Code concerning the retail sale of products containing Kratom and 7-hydroxymitragynine (7OH).

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7. Discussion on creating guidelines for the use of City Hall meeting rooms by elected and appointed officials for official city business.

8. Discussion on the next steps of reallocating $1.3 million for housing.

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

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.

14. Closed Session pursuant to Government Code Section 54957 – PUBLIC EMPLOYMENT: Title - City Manager.

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 5:00 p.m., April 9, 2026.

Cindy Villescas CMC, City Clerk Time/Date

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CITY OF TWENTYNINE PALMS

PROCLAMATION

CHILD ABUSE PREVENTION AWARENESS MONTH
WHEREAS, the tragedy of child abuse and neglect affects every community in California and touches the lives of far too many citizens regardless of cultural, ethnic, religious or socioeconomic level; and WHEREAS, the threat to our children’s welfare is demonstrated by steady increases in the number and in the seriousness of reported cases of child abuse and neglect; and WHEREAS, if our children are to be productive adults, they should have the right to a childhood free from neglect, physical abuse, sexual molestation and exploitation; and WHEREAS, it is recognized that primary prevention programs designed to work with children themselves, their parents, and care givers within the community are successful in preventing first time abuse situations; and
WHEREAS, early identification and intervention are essential to successfully interrupting the generational cycle of abuse and neglect. Collaboration among professionals, concerned parents, volunteers and policy makers can help reduce the level of child abuse and neglect in our communities; and WHEREAS, dedicated volunteers and professionals are working to decrease the incidence of child abuse through prevention programs and coordination among agencies delivering services to child abuse victims and their families; and
WHEREAS, the observance of Child Abuse Prevention Month provides an excellent opportunity for all citizens to reflect on this tragic crime, while rededicating themselves to taking an active role in the child abuse prevention activities in their communities.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Twentynine Palms, does hereby proclaim April 2026 as CHILD ABUSE PREVENTION AWARENESS MONTH in the City of Twentynine Palms and encourages all residents to join with local community efforts in making sure that every child has the right to grow up in a stable, loving environment free from abuse and neglect.

DATED this 14nd day of April 2026.
______________________________
Daniel Mintz, Mayor

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CITY OF TWENTYNINE PALMS

PROCLAMATION

SEXUAL ASSAULT AWARENESS MONTH
WHEREAS, in the United States, April is Sexual Assault Awareness Month (SAAM) and the goal of SAAM is to raise public awareness about sexual violence and educate communities on how to prevent it, calling attention to the fact that sexual harassment, assault, and abuse are widespread and impact every person in this community; and
WHEREAS, rape, sexual assault, and sexual harassment harm our community, and statistics show one in four women and one in twenty-five men will be sexually assaulted at some point in their lives; and WHEREAS, child sexual abuse prevention must be a priority to confront the reality that one in four girls and one in six boys will experience sexual assault before the age of 18; and WHEREAS, on campus, one in six women and one in sixteen men are sexually assaulted during their time in college; and
WHEREAS, we recognize all those who work, often as volunteers, on behalf of rape survivors and their families. We acknowledge the many law enforcement officers, prosecutors, counselors, corrections officers, physicians, and health care professionals whose dedication and service help sexual assault victims; and WHEREAS, this year, SAAM is celebrating its 26th Anniversary with the campaign theme being “Breaking the Silence & Believing Survivors.” whether they be workspaces, classrooms, or social media platforms which are respectful and safe.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Twentynine Palms, does hereby proclaim April 2026 to be SEXUAL ASSAULT AWARENESS MONTH and recognizes that we the citizens of Twentynine Palms have a stake in preventing sexual assault, and we will commit to ending the outrage of sexual assault by building a culture that will never tolerate sexual violence.

DATED this 14nd day of April 2026.
______________________________
Daniel Mintz, Mayor

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STAFF REPORT
TO: City Council
FROM: Finance Technician
FOR MEETING: Apr 14 2026
SUBJECT: Approval of Warrant Register Totaling $1,366,653.80.

ATTACHMENTS:
• Approval of Warrant Register
Totaling $1,366,653.80.

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Check Date
Warrant Register
Columbia Bank Gen Chkng

CITY OF TWENTYNINE PALMS
Vendor
WARRANT DATE: 04-14-2026
Check / Payment
0021954 3/20/2026 [0563] XAVIER WILHITE 361.74
0021956 3/20/2026 [0563] XAVIER WILHITE 1,487.24
0022007 3/12/2026 [3008] AFFINITY FLOORING OF THE DESERT, CORPORATION 2,129.66 0022008 3/12/2026 [1005] AFLAC 648.86
0022009 3/12/2026 [3877] AMERITAS LIFE INSURANCE CORP 3,884.44 0022010 3/12/2026 [1014] ARROWHEAD CREDIT UNION 21,709.40 0022011 3/12/2026 [1021] BASIN WIDE FOUNDATION 15,000.00 0022012 3/12/2026 [0525] ADESSA BIGLER 369.63
0022013 3/12/2026 [1037] BURRTEC WASTE & RECYCLING (2692) 103.08 0022014 3/12/2026 [1052] CHARLES ABBOTT ASSOCIATES INC 66,080.96 0022015 3/12/2026 [3448] CIRA 4,634.12
0022016 3/12/2026 [3990] CIRCE CONSULTING, LLC 2,250.00 0022017 3/12/2026 [3693] DANNI'S DEN DESIGNS 32.32
0022018 3/12/2026 [1588] DS LOCKSMITHING (2787) 880.00
0022019 3/12/2026 [1102] FORENSIC DTS INC 778.80
0022020 3/12/2026 [1106] FRONTIER 250.23
0022021 3/12/2026 [1106] FRONTIER 562.33
0022022 3/12/2026 [1106] FRONTIER 11.71
0022023 3/12/2026 [1122] GOLD MOUNTAIN CA NEWS MEDIA 428.25 0022024 3/12/2026 [2164] INNOVATIVE FEDERAL STRATEGIES LLC 4,300.00 0022025 3/12/2026 [3913] MIG 1,423.75
0022026 3/12/2026 [1175] AARON NEVEU 1,192.00
0022027 3/12/2026 [2791] NIXON-EGLI EQUIPMENT CO 433.32 0022028 3/12/2026 [0001] ONE TIME VENDOR - CARRIE WILLIAMS 150.00 0022029 3/12/2026 [3719] PROJECT SHEBA 2,250.00
0022030 3/12/2026 [2499] RACKSPACE US, INC 1,213.43
0022031 3/12/2026 [3940] ROADRUNNER PRINT AND SHIP 136.01 0022032 3/12/2026 [1213] SAN BERNARDINO CO SHERIFFS DEPT 492,769.00 0022033 3/12/2026 [2268] SAN BERNARDINO COUNTY-RADIO 118.58 0022034 3/12/2026 [1230] SCE 22,330.65
0022035 3/12/2026 [2697] STERICYCLE INC 101.20
0022036 3/12/2026 [2484] TERRA NOVA PLANNING & RESEARCH INC. (9096) 12,787.85 0022037 3/12/2026 [1252] TPHS 600.00
0022038 3/12/2026 [1254] TROPHY EXPRESS 176.10
0022039 3/12/2026 [1259] TWENTYNINE PALMS WATER DISTRICT 196.35 0022040 3/12/2026 [1272] VCA YUCCA VALLEY 749.64
0022041 3/12/2026 [1284] WONDER ELECTRIC COMPANY (0052) 197.34 0022043 3/19/2026 [1001] LORI (8411) ABDELNOUR 2,950.00 0022044 3/19/2026 [2760] AMERICAN RED CROSS TRAINING SERVICES 210.00 0022045 3/19/2026 [1007] ANDY'S LANDSCAPE AND TREE SERVICE (3803) 3,950.00 0022046 3/19/2026 [0473] STEVEN BRANNON 1,691.26
0022047 3/19/2026 [1037] BURRTEC WASTE & RECYCLING (2692) 87,189.78 0022048 3/19/2026 [1048] CARL OTTESON'S CERTIFIED BACKFLOW (2602) 370.00 Run: 4/07/2026 at 9:31 AM Page: 1

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0022049 3/19/2026 [3691] CROWN AWARDS 2,680.47
0022050 3/19/2026 [3693] DANNI'S DEN DESIGNS 107.75
0022053 3/19/2026 [2985] GOLDSTAR ASPHALT PRODUCTS 5,315.85 0022054 3/19/2026 [1125] HDL COMPANIES 1,471.15
0022055 3/19/2026 [1123] HIGH TECH IRRIGATION INCORPORATED 5,296.34 0022056 3/19/2026 [1145] LEAGUE OF CALIFORNIA CITIES 600.00 0022057 3/19/2026 [3874] LINCOLN FINANCIAL GROUP 1,819.51 0022058 3/19/2026 [2367] MIDAMERICA 507.00
0022059 3/19/2026 [3992] MIRACLE PLAYGROUND SALES INC 15.56 0022060 3/19/2026 [3608] MPLC 320.44
0022061 3/19/2026 [0001] ONE TIME VENDOR - MICHELLE CALLAHAN 372.94 0022062 3/19/2026 [3991] ROADWAY ENGINEERING AND CONSTRUCTION CORP. 92,087.30 0022063 3/19/2026 [2396] SAN BERNARDINO COUNTY-CSA 623.82 0022064 3/19/2026 [1230] SCE 76.70
0022065 3/19/2026 [1269] VALIC C/O JP MORGAN CHASE 2,133.20 0022066 3/19/2026 [1178] T-MOBILE 45.66
0022067 3/25/2026 [2680] AIS 212.74
0022068 3/25/2026 [1007] ANDY'S LANDSCAPE AND TREE SERVICE (3803) 18,200.00 0022069 3/25/2026 [1079] DATA TICKET INC 502.91
0022070 3/25/2026 [1089] DESERT REGIONAL TOURISM AGENCY 2,900.00 0022071 3/25/2026 [3848] FRIENDS OF THE HISTORIC PLAZA 610.09 0022072 3/25/2026 [1106] FRONTIER 106.69
0022073 3/25/2026 [1106] FRONTIER 178.39
0022074 3/25/2026 [3732] FUSE CONNECT, LLC. 1,925.00
0022075 3/25/2026 [3000] GRANICUS 2,047.50
0022076 3/25/2026 [2183] JOE A GONSALVES & SON 3,000.00 0022077 3/25/2026 [1144] JAMES W (2985) KYLE 1,640.00
0022078 3/25/2026 [1167] MORONGO UNIFIED SCHOOL DISTRICT 5,751.68 0022079 3/25/2026 [3884] ODP BUSINESS SOLUTIONS LLC 546.39 0022080 3/25/2026 [0001] ONE TIME VENDOR - DAJANAE STEVENS 28.24 0022081 3/25/2026 [0001] ONE TIME VENDOR - NORMA SOCORCE 91.00 0022082 3/25/2026 [0001] ONE TIME VENDOR - JUSTIN NOLAN 1,570.76 0022083 3/25/2026 [1212] RUTAN AND TUCKER 128,580.59
0022084 3/25/2026 [1213] SAN BERNARDINO CO SHERIFFS DEPT 73,048.02 0022085 3/25/2026 [1230] SCE 778.99
0022086 3/25/2026 [3056] SOAP SUDS CLEANING SERVICE (9049) 2,627.00 0022087 3/25/2026 [1249] SPECTRUM 199.99
0022088 3/25/2026 [1249] SPECTRUM 39.15
0022089 3/25/2026 [1249] SPECTRUM 50.47
0022090 3/25/2026 [1249] SPECTRUM 130.00
0022091 3/25/2026 [1249] SPECTRUM 165.13
0022092 3/25/2026 [1249] SPECTRUM 1,179.00
0022093 3/25/2026 [1249] SPECTRUM 119.99
0022094 3/25/2026 [1249] SPECTRUM 119.99
0022095 3/25/2026 [1249] SPECTRUM 149.99
0022096 3/25/2026 [1233] SR BUILDING INC (2685) 9,250.00 0022097 3/25/2026 [0531] AMY TESSIER 28.50
0022098 3/25/2026 [1254] TROPHY EXPRESS 54.56
0022099 3/25/2026 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 45.86 0022100 3/25/2026 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 161.80 0022101 3/25/2026 [2528] WELLS FARGO VENDOR FIN SERV 121.71 Run: 4/07/2026 at 9:31 AM Page: 2

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0022102 3/25/2026 [3994] XEROX BUSINESS SOLUTIONS LLC 989.28 0022103 3/25/2026 [1744] YUNEX LLC 660.00
0022104 3/25/2026 [1070] CNTY SAN BERDO CLERK BRD SUPERVISORS 50.00 0022105 3/25/2026 [1157] MCCS 2,500.00
0022107 4/02/2026 [0425] HAYWOOD ADAMS 204.52
0022108 4/02/2026 [3581] ADVANCED IMAGING SOLUTIONS 794.31 0022109 4/02/2026 [3121] AMERICAN EXPRESS 4,625.59
0022110 4/02/2026 [3861] AMERICAN MUSIC PRODUCTIONS 600.00 0022111 4/02/2026 [1008] ANIMAL ACTION LEAGUE INC 726.00 0022112 4/02/2026 [3887] ANTHONY GABRIEL JR 210.00
0022113 4/02/2026 [3591] AVCOM SERVICES 585.00
0022114 4/02/2026 [3919] BECARBCOMPLIANT 406.00
0022115 4/02/2026 [3983] LARA BENNETT 140.00
0022116 4/02/2026 [3996] KYLE BODYFELT 450.00
0022117 4/02/2026 [1039] CA BUILDING STANDARDS COMM 108.00 0022118 4/02/2026 [1046] CAMPBELL PET CO 973.30
0022119 4/02/2026 [3693] DANNI'S DEN DESIGNS 1,041.95
0022120 4/02/2026 [1086] DEPARTMENT OF CONSERVATION 470.05 0022121 4/02/2026 [1307] DESERT FIRE EXTINGUISHER CO INC (0133) 436.98 0022122 4/02/2026 [1100] FEDEX 65.21
0022123 4/02/2026 [1106] FRONTIER 158.40
0022124 4/02/2026 [1106] FRONTIER 11.71
0022125 4/02/2026 [3900] SYHELIE GILMORE 300.00
0022126 4/02/2026 [3794] GINA PAULETTE BROWN 588.00
0022127 4/02/2026 [3897] ARTHUR GUTIERREZ 150.00
0022128 4/02/2026 [3894] ROBERT HARRIS 510.00
0022129 4/02/2026 [1123] HIGH TECH IRRIGATION INCORPORATED 1,951.20 0022130 4/02/2026 [3753] KEVIN KING LESKO 270.00
0022131 4/02/2026 [3660] KIMBERLY K. JOHNSON 1,500.00
0022132 4/02/2026 [1149] LLOYD PEST CONTROL CO INC (8202) 519.00 0022133 4/02/2026 [1154] LAYTON D MATTHEWS II 480.00
0022134 4/02/2026 [3995] LAYTON MATTHEWS 540.00
0022135 4/02/2026 [1155] SYLVIA MATTHEWS 974.00
0022136 4/02/2026 [2082] NIELSEN FIRE AND ICE (8505) 85.00 0022137 4/02/2026 [0001] ONE TIME VENDOR - STEVENS MOJAVE REALM 36.42 0022138 4/02/2026 [3692] PACIFIC ANIMAL PRODUCTIONS 1,025.00 0022139 4/02/2026 [2231] PAYCHEX INC 1,226.01
0022140 4/02/2026 [1231] PRIMO BRANDS 666.74
0022141 4/02/2026 [1210] ROTARY CLUB OF TWENTYNINE PALMS 300.00 0022142 4/02/2026 [2268] SAN BERNARDINO COUNTY-RADIO 118.58 0022143 4/02/2026 [1230] SCE 807.25
0022144 4/02/2026 [3810] SHERWOOD DESIGN ENGINEERS, LTD. 1,273.75 0022145 4/02/2026 [3596] RICARDO SORIANO 450.00
0022146 4/02/2026 [3590] SOUTHWEST PROTECTIVE 2,720.00
0022147 4/02/2026 [1252] TPHS 300.00
0022148 4/02/2026 [2201] TRANSUNION RISK AND ALTERNATIVE 100.00 0022149 4/02/2026 [1255] TURF STAR INCORPORATED 2,488.45 0022150 4/02/2026 [1259] TWENTYNINE PALMS WATER DISTRICT 222.06 0022151 4/02/2026 [1269] VALIC C/O JP MORGAN CHASE 2,133.20 0022152 4/02/2026 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 55.00 0022153 4/02/2026 [1271] VCA 29 PALMS ANIMAL HOSPITAL (0319) 555.60 Run: 4/07/2026 at 9:31 AM Page: 3

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0022154 4/02/2026 [1273] VERIZON WIRELESS 845.55
0022155 4/02/2026 [3899] ARTA WILLIAMS II 270.00
0022156 4/02/2026 [1284] WONDER ELECTRIC COMPANY (0052) 296.15 0022157 4/02/2026 [1679] YUCCA VALLEY MIRROR & GLASS DBA UNITED GLASS 2,579.63 EFT 3/06/2026 97,337.75
EFT 3/20/2026 98,048.31
Approved by: Date:

Total Checks: 1,366,653.80
Run: 4/07/2026 at 9:31 AM Page: 4

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STAFF REPORT
TO: City Council
FROM: Finance Director
FOR MEETING: Apr 14 2026
SUBJECT: Deferred Compensation Plan and OBRA Plan Update.

RECOMMENDATION:

The City Council:

1. Approve the consolidation of the City's deferred compensation plans into one.

2. Adopt the Deferred Compensation Plan and OBRA Part-Time Plan with Empower.

3. Authorize and direct the City's Plan Administrator to execute all the required documents to move forward with the new Plan with Empower.

ORDER OF PROCEDURE:

Request Staff Report (Finance Director Presenting)
Council Question of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
BACKGROUND:

On May 13, 2025, City Council approved the service agreement with SageView Advisory Group to provide retirement plan investment advisory services for the City's 457(b) Deferred Compensation Program. In accordance with the service agreement, SageView Advisory Group conducted a Request for Information (RFI) to assist the City in finding and selecting an enhanced deferred compensation program (henceforth 457(b) Plan). As you may recall, the City currently has three plan providers: CalPERS/Voya, Nationwide, and Valic (now Corebridge Financial).

As part of the (RFI) process, SageView Advisory Group representatives conducted an extensive review of proposals from the current recordkeepers and several other firms that provide services for government plan sponsors. The objective was to reduce overall costs for the City’s plan participants and improve the investment fund options available under the plan. The results of the RFI revealed that Empower is the best recordkeeper option available for the City. Empower does not only offer a wide selection of investment options with below average costs, but it also offers lower recordkeeping and plan administration fees compared to some of the current providers. Based on this information, the Plans' Administrator, who is the City's HR Manager, and the Finance Director concur with SageView Advisory Group's recommendation to consolidate the three existing plans into one with Empower.

Page 15 of 312 ends

The City will now work with Empower as its sole provider for the City’s 457(b) Deferred Compensation Plan and the OBRA Part-Time Plan. For those participants with balances with Nationwide or CalPERS/Voya, the assets will be transferred to the new account with Empower once the plan goes live. The employees who currently work with Corebridge will have the option to individually transfer their accumulated balances to the new Empower account.

This will apply to active employees, current employees who are not actively participating but have accumulated balances, and those former employees who also have balances.

With the new plan, there will be a significant reduction in recordkeeping costs from the current weighted average of 90 basis points (0.90%) to approximately 9 basis points (0.09%) under the new plan. This represents a plan’s savings of almost $30,000 or approximately $750 per plan participant. The average cost of the investment options will now be approximately 45 basis points (0.45%) down from the current weighted average of 110 basis points (1.10%). This represents additional savings to the plan of $26,000. For those employees who allocate their contributions to the stable value/fixed option with their current recordkeeper, the new crediting rate for the 457(b) plan will be 3.25%.

On March 3, 2026, in partnership with SageView Advisory Group, LLC, the City held an employee workshop at City Hall to discuss the proposed changes. Additional information and updates will be provided to plan participants in the upcoming months.

STRATEGIC PLAN:

Goal D: Access to Resources
Objective: Ensure that the City of Twentynine Palms Staff and residents have adequate resources to support daily needs and long-term wellbeing.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

N/A
FISCAL IMPACT:

There is no financial impact to the City for the consolidation of its 457(b) Plans. The savings mentioned above will be realized by the plan participants. The City's Fiduciary duties and obligations in administering its 457(b) plans fall under California Law. One of those obligations states that the Plan Administrator must engage in a prudent process for making all decisions related to the operation of the plan, including decisions related to the plan's investments and services. The proposed enhancements to the existing Plans fulfill this obligation.

Page 16 of 312 ends

STAFF REPORT
TO: City Council
FROM: Public Works Superintendent
FOR MEETING: Apr 14 2026
SUBJECT: Approve Funding for Replacement of Major Playground Equipment Parts.

RECOMMENDATION:

The City Council:

1. Approve the procurement and installation of major playground equipment parts at various City parks in the amount of $50,000 broken down as follows:
a. Luckie Park - $16,933 (quote from Miracle Recreation Equipment Company) b. Knott's Sky Park - $18,758 (quote from GameTime)
c. Installation costs, contingencies and emergency repairs - $14,309.

2. Authorize the City Manager to execute all documents necessary to proceed with the purchase including acceptance of quotes within his approval authority.

3. Approve the use of reserves in the amount of $50,000 from the Capital Projects Fund to fund this procurement.

4. Approve the corresponding budget adjustments in the Capital Projects Fund for Fiscal Year 2025-26.

ORDER OF PROCEDURE:

Request Staff Report (Public Works Superintendent
Presenting)
Council Question of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Luckie Park - MREC Quote
• Knotts Sky Park - GameTime
Quote
BACKGROUND:

During an inspection conducted by the Public Works Parks Maintenance Department on January 14, 2026, Staff identified significant and hazardous damages to existing playground equipment at various locations. The most significant and high-risk deficiencies were identified at the Luckie Park and Knott's Sky Park.

The replacements needed at Luckie Park include two slides (one single and one 5' side-by-side slide with canopy), a handrail, a bubble panel, and stepping pods. Due to their significant wear and tear, some of the parts are no longer compliant with playground safety standards and are no longer fit for use. For example, the single slide has a crack and a hole at the exit of the slide and the bubble panel is also cracked and is showing signs of rust and corrosion. See attached quote from Miracle Recreation Equipment Company for a full list of equipment costs. The $16,932.97 quote from Miracle Recreation does not include installation costs, Staff is currently working with the company to obtain the final quote which will include the installation costs.

Page 17 of 312 ends

At Knott's Sky Park, the 10' slide has cracks on both sides of the entryway. The manufacturer no longer replicates the part so the City has to buy the updated version which will require new pieces and post footings. Furthermore, one of the steps detached from the rock-climbing wall leaving a visible and hazardous hole. The spindle is also missing from the maze wheel. See attached quote from GameTime for a full list of equipment costs. The $18,757.87 quote from GameTime does include the installation costs; however, if additional footings are needed, there will be additional costs.

Staff identified other less serious replacement needs at the City's other parks, which will be replaced on an as needed basis. Should any emergency replacement needs arise before the end of the current Fiscal Year, Staff will utilize funds from the remaining $50,000 balance requested here.

This procurement qualifies as a sole source purchase due to the parts being available only from the original equipment manufacturer. Consistent with the City's Playground Safety Management Program, all playground repairs shall be made in accordance with the manufacturer’s specifications using only manufacturer-approved replacement parts when needed.

Due to safety concerns, Staff has already begun ordering the parts for both parks. No funds will be disbursed to the respective vendors until the City Council approves this procurement.

STRATEGIC PLAN:

Goal C: Improved Infrastructure.

Objective: Repair existing infrastructure and build new systems so residents can live, work, and play safely.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

City Council could choose to delay the equipment replacement; however, this alternative is not advisable due to safety and liability concerns.

FISCAL IMPACT:

Staff recommends the use of reserves in the amount of $50,000 from the City's Capital Projects Fund to cover the cost of the playground equipment. If approved, the appropriation of these funds will be reflected as a budget adjustment in the Capital Projects Fund for FY 2025-26.

Page 18 of 312 ends

Payment Address
Miracle Recreation Equipment Company
PO Box 734154
Dallas TX 75373-4154
Phone # (800) 264-7225
Fax # (877) 215-3869
[email protected]
www.miracle-recreation.com
Estimate Number MREC 10011
Estimate Date 03-18-2026
Expiration Date 05-08-2026
Customer County Service Area #20 Joshua Tree/29 Palms
Name Frank Romo
Phone (760) 217-8803
Email [email protected]
Sales Rep Bryce Lawrence
Email [email protected]
Payment Terms Net 30
Project Name
Luckie Park - Parts 3.18.2026
Item # & Description Quantity Total
7147266
MOGUL SLIDE-ONE PIECE (6'6" DECK)
1 $3,322.00
718875

BUBBLE PANEL
1 $1,152.00
714700
5' SIDE-BY-SIDE SLIDE W/CANOPY (3' DECK)
1 $2,471.00
71485159
SQUARE TRANSFER POINT W/CLOSED HANDRAIL (5'
DECK)
1 $6,444.00
986041YLW

STEPPING POD
1 $271.00
986498 1 $14.98

Page 19 of 312 ends

PARTS CARTON-HONEYCOMB POD
983519RED
CLAMP W/1" TUBE STUB FOR 7185002 TC
4 $472.00
$14,146.98

7.75% Sales Tax $1,096.39
Product Total $15,243.37
Description Quantity Rate
Freight Miracle
Shipping costs for Miracle Recreation Equipment. All
prices FOB Destination. Unloading is the
responsibility of the receiver. Parts will arrive loose and/or palletized. We recommend at least three people
to unload a full play structure delivery.
1 $1,689.60
$1,689.60
Sales Tax $0.00
Shipping, Handling and Non Taxable Services Total $1,689.60 Grand Total $16,932.97
NOTES AND EXCLUSIONS:
• This estimate shall not become binding until signed and returned for approval. • A signature indicates acceptance of all terms, conditions, and prices listed. • A signed quote will not substitute for a Purchase Order if one is required by the Customer. Make purchase orders out to Miracle Recreation.
• Exclusions: All Unloading, Storage, Installation, Site Work, Fees & Permits, outside of the quoted above. • Footing calculations for playground equipment can be added for an additional fee if required • All signed quotes and/or purchase orders should be emailed to [email protected] or faxed to 877-215- 3869. Hard copies can be mailed to Miracle Playground Sales 1101 California Ave Suite 209 Corona, CA 92881 THIS QUOTE IS LIMITED TO AND GOVERNED BY THE TERMS CONTAINED HEREIN. Miracle objects to any other terms proposed by the customer in writing or otherwise, as material alterations, and all such terms shall be void. The customer authorizes Miracle to ship the equipment and pay Miracle the total amount

Page 20 of 312 ends

specified. Shipping terms are FOB the place of shipment via a common carrier designated by Miracle. The customer agrees to pay all additional service charges for past due invoices per the terms listed above. The customer must provide proper tax exemption certificates to Miracle and promptly pay and discharge all applicable taxes, license fees, levies, and dismiss other impositions on the equipment at its sole expense. 03 / 26 / 2026

Page 21 of 312 ends

Proposal for
City of Twentynine Palms
Prepared by
02-04-2026
Job # 111419-02
Knots Sky Park Replacement Parts
805-320-9007 | www.gwpark.com

Page 22 of 312 ends

City of Twentynine Palms
Attn: Frank Romo
6994 Bullion Rd
Twenty Nine Palms, CA 92277
United States
Phone: 760-217-8803
[email protected]
Ship to Zip 92277
Qty Part # Description List $ Selling $ Ext. Selling $
1 4956 GameTime - Answer Wheel $440.00 $369.60 $369.60
1 4959 GameTime - Maze Wheel $337.00 $256.12 $256.12
2 169245 GameTime - Half Round Bottom $1,274.00 $968.24 $1,936.48 1 165894 GameTime - Molded Grip #1 $37.47 $28.48 $28.48 1 165895 GameTime - Molded Grip #2 $37.47 $28.48 $28.48 1 165896 GameTime - Molded Grip #3 $37.47 $28.48 $28.48 1 165897 GameTime - Molded Grip #4 $37.47 $28.48 $28.48 8 817406 GameTime - 5/16" Flatwasher $0.16 $0.12 $0.96
8 817330 GameTime - 5/16 Lockwasher $0.28 $0.21 $1.68
8 811046 GameTime - 5/16"X2" Bh Socket Screw $2.10 $1.60 $12.80 8 800918 GameTime - 5/16"X 6"Hex Hd Bolt Sstl $5.52 $4.20 $33.60 8 817330 GameTime - 5/16 Lockwasher $0.28 $0.21 $1.68
8 804554 GameTime - 5/16"-18 Propell Nut $1.07 $0.81 $6.48 8 817406 GameTime - 5/16" Flatwasher $0.16 $0.12 $0.96
8 817613 GameTime - 3/8"Plastic Spacer $0.47 $0.36 $2.88 8 812046 GameTime - 5/16X2"Pin-In Bhsc W/Patc $2.19 $1.66 $13.28 8 804555 GameTime - 5/16 T Nut (Spanner) $0.86 $0.65 $5.20 5 168285 GameTime - 5-12 Age Appropriate Sticker $8.82 $6.70 $33.50 1 90844 GameTime - Double With Spiral $7,815.00 $5,079.75 $5,079.75 6 90703 GameTime - Straight Section Wilderslide Ii $727.00 $472.55 $2,835.30 1 90709 GameTime - Support Wilderslide Ii $315.00 $204.75 $204.75 1 90762 GameTime - Long Exit ( Use On 7' & 8' Slides) $1,361.00 $884.65 $884.65 1 818312 GameTime - 3/8"-16 Placing Tool $73.83 $56.11 $56.11 24 804710 GameTime - 3/8" 16 Unc Thread Insert $1.83 $1.39 $33.36 GameTime C/O Great Western Recreation
P.O. Box 680121
Fort Payne, AL 35967
Office: 435-245-5055 Fax: 435-245-5057
www.gwpark.com
02/04/2026
Quote #
111419-02-02
Knotts Sky Park Replacement Parts Option 2 Page 1 of 5

Page 23 of 312 ends

Qty Part # Description List $ Selling $ Ext. Selling $
1 INSTALL Install - Installation of SlideInstallation only of:
(1) replacement slide
Removal of existing is included in this quote
Slide provided by others
Quote assumes the use of existing footings to remain. If new footings are needed, there will be an
additional cost
Prevailing Wage
$2,445.00 $2,445.00 $2,445.00
Sub Total $14,328.06
Freight $3,508.87
Tax $920.94
Total $18,757.87
Comments
Your Sales Rep is Myles Harvey. Please reach out to Myles at 805-320-9007 if you should have any questions regarding this quote.

Due to the volatility of freight costs, the freight pricing is subject to change at the time of order.

Pricing is subject to change. Request updated pricing when purchasing from quotes more than 30 days old.

Shipping to:
6994 Bullion Rd
Twentynine Palms, CA 92277
Attn: Frank Romo
Phone: 760-217-8803
[email protected]
Site Address:
6701-6899 El Sol Ave
Twentynine Palms, CA 92277
*Freight charges are based on listed zip code and are subject to change if shipping information changes. *Deposit may be required.

Permitting not included, unless otherwise noted.

Customer is responsible for offloading.

Prevailing Wage
GameTime C/O Great Western Recreation
P.O. Box 680121
Fort Payne, AL 35967
Office: 435-245-5055 Fax: 435-245-5057
www.gwpark.com
02/04/2026
Quote #
111419-02-02
Knotts Sky Park Replacement Parts Option 2 Page 2 of 5

Page 24 of 312 ends

Remit Payment to:

GameTime
P.O. Box 680121
Fort Payne, AL 35968
Taxes:

All applicable taxes will be added at time of invoicing unless otherwise included or a tax-exempt certificate is provided.

If sales tax exempt, you must provide a copy of certificate to be considered exempt.

Prices:

FOB Factory.

Orders:

All orders shall be in writing by purchase order, contract, or similar document made out to PlayCore Wisconsin Inc., dba GameTime.

Standard GameTime equipment orders over $100,000 may require a deposit of 25% at the time of order and an additional 25% at or before order ships Standard orders with equipment, installation and surfacing are requested to be split billed.

Equipment, Taxes & Freight as noted above
Installation and Surfacing billed as completed and Due Upon Receipt.

Terms:

Cash With Order Discount (CWO): Orders for GameTime equipment paid in full at time of order via check, Electronic Funds Transfer (ACH or wire) are eligible for a three percent (3%) cash with order discount.

Payment via credit card: If you elect to pay by credit card, GameTime charges a 2.50% processing fee that is assessed on the amount of your payment. This fee is shown as a separate line item and included in the total amount charged to your credit card. You have the option to pay by check, ACH or Wire without any additional fees.

Credit terms are Net 30 days, subject to approval by the GameTime Credit Manager. A completed credit application must be submitted and approved prior to the order being received. Please allow at minimum 2 days for the credit review process. GameTime may also require:

Completed Project Information Sheet (if applicable)
Copies of Payment and Performance Bonds (if applicable) A 1.5% per month finance charge will be imposed on all past due invoices.

Retainage not accepted.

Orders under $5,000 require payment with order.

GameTime C/O Great Western Recreation
P.O. Box 680121
Fort Payne, AL 35967
Office: 435-245-5055 Fax: 435-245-5057
www.gwpark.com
02/04/2026
Quote #
111419-02-02
Knotts Sky Park Replacement Parts Option 2 Page 3 of 5

Page 25 of 312 ends

ACCEPTANCE OF QUOTATION:

Billing and Shipping information will be as stated on quote unless indicated below.

Change billing information to:

Address: _______________________________________________________ ________________________________________________________ Contact: _______________________________________________________ Colors: Per Renderings Yes or No
Palette _____________________________
Per Submittals ____________________________________________________________ Other Colors, please specify __________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ ____________________________________________________________________________________________ Purchase Amount: $18,757.87
Signature: _______________________________________ Date: _____________________ Printed Name: ____________________________________ Title: _______________________ Acceptance of this proposal indicates your agreement to the terms and conditions stated herein.

DIR# 1000015526 CSLB#855664
GameTime C/O Great Western Recreation
P.O. Box 680121
Fort Payne, AL 35967
Office: 435-245-5055 Fax: 435-245-5057
www.gwpark.com
02/04/2026
Quote #
111419-02-02
Knotts Sky Park Replacement Parts Option 2 Page 4 of 5

Page 26 of 312 ends

INSTALLATION CONDITIONS:

ACCESS: Site should be clear, level and allow for unrestricted access of trucks and machinery.

STORAGE: Customer is responsible for providing a secure location to off-load and store the equipment during the installation process. Once equipment has delivered to the site, the owner is responsible should theft or vandalism occur unless other arrangements are made and noted on the quotation.

FOOTER EXCAVATION: Installation pricing is based on footer excavation through earth/soil only. Customer shall be responsible for unknown conditions such as buried utilities (public & private), tree stumps, rock, or any concealed materials or conditions that may result in additional labor or materials cost.

UTILITIES: Owner is responsible for locating any private utilities.

ADDITIONAL COSTS: Pricing is based on a single mobilization for installation unless otherwise noted. Price includes ONLY what is stated in this quotation. If additional site work or specialized equipment is required, pricing is subject to change.

Page 27 of 312 ends

gametime.com 800.235.2440

MATERIAL COLOR OPTIONS
Actual colors may differ from the images represented here. Contact your local GameTime representative for sample materials.

Metal Uprights and Accents Rotomold Plastic
HDPE Panels Shade Fabric
Azure/White
Purple/White Purple
Beige/Green Beige
Red/White Red
Black/White Black
Sky Blue/White
Sky Blue
Brown/White Brown
Spring Green/White Spring Green
Burgundy/White
Burgundy White/Black
Gray/Black Dolphin Gray
Yellow/Black Yellow
Green/White Green
Orange/White Orange
Blue/White Blue
Red Red
Ocean
Champagne
Sage
Royal Purple
Green
Periwinkle
Black
Butterscotch Yellow
Sea Mist
White
Ice Butter
Bronze
Green
Yellow
Sky Blue
Metallic
Ice Mint
Brown
Dark Green
Blue
Starlight
Burgundy
Blue
Periwinkle Royal Purple
Spring Green
Beige
Orange Orange
Azure
Vanilla
Brown Beige Champagne
Azure
Chartreuse Spring Green
Sky Blue
Chartreuse
Burgundy
Silver Charcoal
Forest Green
Dove Blue
Bottle Green Lime
Navy Blue
True Blue
Purple
Latte Beige Cream
Brown Cedar
Turquoise
Royal Purple
Deep Ochre
Sun Blaze Orange Yellow
Decks
Blue Brown Chocolate Gray
Special Rock
Sandstone Deep Granite
Site Recycled Lumber
Gray Tudor Sand
VistaRope® Standard
Yellow Sky Blue Brown Natural Black
VistaRope® Custom
Red/Black Red/Sky Blue Sky Blue/Yellow Green/Black
*Colors for VistaRope products only. All standard GameTime ropes are black.

Page 28 of 312 ends

gametime.com 800.235.2440
Once your order is received, it is sent to the
company headquarters in Fort Payne, Alabama.

You will receive a confirmation letter, confirming
your order and the projected delivery date. If you
have included installation in your order, an installer
will also contact you before the order ships to
confirm the details regarding
• site preparation requirements
• surfacing type and depth
• underground utility locations
• coordination with other trades
• accessibility to the site for delivery/installation.

Your order will ship via common carrier 24-45 days
after its acceptance into the GameTime system.

Depending on how far from Fort Payne, Alabama
you are located, the order should arrive in 3-10 days
after shipment.

AFTER YOU PLACE YOUR ORDER
What to expect in the schedule of events that take place after your order.

THE TIMELINE
Your freight carrier will contact you 24 hours in
advance of the delivery. You will need 2-4 people to
help you unload. Heavier items like the MegaRock®
might require additional helpers.

Your equipment will arrive in large consolidated
boxes. You may want to break them open on the
truck and unload piece by piece for easier handing.

Be sure to locate the box labeled “Installation
Instructions Inside” and set it aside.

You will also want to make sure you have a secure
location to store all your equipment until the
installation day. Your driver will give you a bill of
lading, documenting the number of boxes, as well
as a listing of component number of the parts that
you should have received. Before signing the receipt,
you’ll want to inventory the shipment and note any
missing items on the bill of lading before the driver
leaves.

Page 29 of 312 ends

R
1-800-235-2440
ISSUED/REVISED:
4956
GIZMO

ASSEMBLIES
A Company
10/28/2021
ANSWER WHEEL 4956
BUBBLE MIRROR 4957
HYPNO WHEEL 4958
MAZE WHEEL 4959
STAINED GLASS YELLOW 4960
STAINED GLASS GREEN 4961
ECHO CHAMBER 4962
Parts List
DESCRIPTION 4956 4957 4958 4959 4960 4961 4962 PART NUMBER ANSWER WHEEL 1 0 0 0 0 0 0 219419
BUBBLE MIRROR 0 1 0 0 0 0 0 219420
HYPNO WHEEL 0 0 1 0 0 0 0 219421
MAZE WHEEL 0 0 0 1 0 0 0 219422
STAINED GLASS YELLOW 0 0 0 0 1 0 0 219423
STAINED GLASS GREEN 0 0 0 0 0 1 0 219725
ECHO CHAMBER 0 0 0 0 0 0 1 220825

ASSEMBLY VIEW
4956 SHOWN

OTHERS SIMILAR
Warning: During Installation, Hardware And Small Parts Are Choking Hazards For Young Children. Store Unused Parts Appropriately Until Assembly Is Completed.

Once Assembly Is Completed, Remove Any Unused Parts From The Play Environment And Dispose/Save Them In A Secure Location.

Unless Otherwise Specified, All Units of Measure are Each Note: Peen Tee-Nuts and Flatwashers to match radius of pipe after assembly is complete.

Note: Loctite (supplied by others) should be used on any non-patch hardware.

To reduce the risk of clothing entanglement in compliance with ASTM F1487, any bolt end protruding more that two full threads beyond the face of the nut shall be cut-off flush, filed smooth and treated to prevent corrosion.

Page 30 of 312 ends

PAGE 2
PANEL
PANEL

DETAIL VIEW
4957, 4960, AND 4961

DETAIL VIEW
4956, 4958, AND 4959
4956 ONLY: MOUNT ANSWER WHEEL SO ANSWER
IN WINDOW IS ON THE RIGHT SIDE.

GIZMO
GIZMO

RETAINER
CAP
SCREW
CAP

RETAINER
CAP
SCREW
CAP
NOTE: ALIGN PRONGS OF

CAP WITH OPENINGS OF

HOUSING AND PUSH IN

UNTIL IT SNAPS INTO
PLACE.

NOTE: WHEN ATTACHING GIZMO'S

TO A SINGLE GIZMO PANEL TWO
CONNECTIONS WILL BE ELIMINATED.

Page 31 of 312 ends

PAGE 3
NOTE: ALIGN PRONGS OF

CAP WITH OPENINGS OF

HOUSING AND PUSH IN

UNTIL IT SNAPS INTO
PLACE.

NOTE: WHEN ATTACHING GIZMO'S

TO A SINGLE GIZMO PANEL TWO
CONNECTIONS WILL BE ELIMINATED.

DETAIL VIEW
4962 ONLY
SCREW
CAP

CHAMBER
GIZMO

RETAINER
CAP
PANEL

Page 32 of 312 ends

POWl:11f.L' SCAPE•
~PLUS
•
Enriching Childhood Through Play.
1-800-235-2440
ISSUED/REVISED: 5/26/06
a _ INSTALLATION
-DETAIL
0 _ PARTS LIST
-REFERENCE
I I
@THRU 9
@
@ UNDERNEATH

ASSEMBLY DRAWING

INSTALLATION INSTRUCTIONS

1. Before assembling this equipment, read the
enclosed INSTALLATION INSTRUCTIONS in the
installation booklet; follow all the instructions
during installation.

2. Assemble parts as shown in the ASSEMBLY
DRAWING. Refer to the assembly details for the
specific hardware required in each connection.

3. Mix styles and colors of grips when attaching.
4'-1 7/8" [1.27M]
80420

RIBBON WALL

CLIMBER
LINK
16'-9" [5.11 M]

TOP VIEW

Page 33 of 312 ends

4'-2 1/8" [127.28cm]
10 1/4" [26.01cm]
4'-0 1/16" [122.14cm]
5'-0 9/16" [153.81cm]
6'-1" [185.47cm]
i--- 8'-2 1/16" [249.06cm] ---i
i----- 10'-31/16" [312.64cm]
i------- 11'-3 9/16" [344.31cm]
._ ______ 12'-4" [375.97cm]
NOTE:

HOLE DEPTHS INDICATED ON ALL

GROUND PLANS ARE MEASURED FROM
THE FINISHED SURFACE. SEE DETAIL
032. ALL FOOTING DIMENSIONS ARE
BASED ON LEVEL FINISHED SURFACE.

GROUND PLAN
1 '-2" [35.56cm] DIA x
2'-6" [76.20cm] DEEP
(7 PLACES)

CONCRETE REQUIRED
.42 CUBIC YARDS
[.32 CUBIC METERS]
PAGE 2

Page 34 of 312 ends

PARTS LIST
REF NO.

NO. DESCRIPTION REQ'D
1 Half Round (Top) 3
2 Half Round (Bottom) 3
3 8 ft Strut 4
4 Footbuck 3
Hardware Complete 1
5 WallCanoCap 4
6 Molded Grip #1 29
7 Molded Grip #2 29
8 Molded Grip #3 29
9 Molded Grip #4 30
10 Attachment Plate 3
Formed Tab 24
5/16" x 1" B.H.C.S. 24
5/16" x 1 1/4" B.H.C.S. 12
5/16" x 1 1/2" B.H.C.S. 6
5/16" x 2" B.H.C.S. 54
5/16" x 2" Pin-in B.H.C.S. w/Patch 24
5/16" Lockwasher 180
5/16" Flatwasher 180
5/16" Propell Nut 90
5/16" T-Nut 24
5/16" x 6" Hex Head Bolt 90
5/16" Pin-In Torx Bit 2
5/16" Pin-In Torx Kev 2
Pop Rivet 8
3/8" Plastic Spacer 90
Unless Otherwise Specified, All Units of Measure are Each * Included in Hardware
PART
NUMBER
169244
169245
169535
166572
166917
169533*
165894
165895
165896
165897
166556*
169532*
811042*
811044*
811045*
811046*
812046
817330*
817406*
804554*
804555*
800918*
812654*
812657*
137618*
817613*
Warning: During Installation, Hardware And Small Parts Are Choking Hazards For Young Children. Store Unused Parts Appropriately Until Assembly Is Completed.

Once Assembly Is Completed, Remove Any Unused Parts From The Play Environment And Dispose/Save Them In A Secure Location.

PAGE 3

Page 35 of 312 ends

DETAILS -for80420

IMPORTANT
To REDUCE THE R1sK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, A NY BOLT END PRoTRUDINGMoRETHANTwoFuu THREADSBEYONDTHEFAcEOFTHENuTSHALLBECuT-OFFFLUsH, F1LED SMOOTH AND TREATED TO PREVENT CORROSION.

NoTE: LocTJTE(SuPPLIEDBY OTHERS) SHOULDBE UsEDoN ALL THREADED HARDWARE.

NoTE: AFTERAssEMBLYJSCoMPLETE, PEENTEE-NUTSANDFLATWASHERSToMATCHRAD1usoFP1PE. 0 INCH 1 2 3 4 5 6
I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 0CM 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

SHOCK ABSORBING

MATERIAL
i
1'9" [30.4 cm]
t
VARIES
(REFER TO OVERALL

UNIT GROUND PLAN)

DIMENSIONED

TO TOP OF

BRICK OR

EQUIVALENT
NOTES:
"B"
-SLOPED FOOTING IS A REQUIREMENT
OF EUROPEAN STANDARD EN1176-1
-SUGGESTED MINIMUM CONCRETE
RATING: 3000 PSI

VOLCANO TOP
5/16" X 1 1/4" B.H.C.S.
(811044)
*APPLY THIS DETAIL TO

ANY UNUSED INSERT
@
DIA. "A" DIA."B"
(PIPE SIZE) (FOOTING SIZE)
1 1/16" [2.70 cm] 1'-2" [35.56 cm]
1 5/16" [3.33 cm] 1'-2" [35.56 cm]
'[10.00 cm]
1 5/8" [4.13 cm] 1'-2" [35.56 cm]
MAX. 1 7/8" [4.83 cm] 1'-2" [35.56 cm]
2 3/8" [6.03 cm] 1'-2" [35.56 cm]
3 1/2" [8.89 cm] 1'-6" [45.72 cm]
5" [12.70 cm] 1'-6" [45.72cm]

TRACK RIDE & SWINGS

CONCRETE

BRICK OR

EQUIVALENT
5" [12.70 cm] 2'-0" [60.96 cm]

TREE SCAPE
5" [12.70 cm] 4'-0" [121.92 cm]

SHOCK ABSORBING PROPERTIES OF SURFACING
MATERIALS VARY. IF YOU DETERMINE THAT LESS
THAN 1'-0" [30.48cm] OF SURFACING IS REQUIRED,

MAKE UP THE DIFFERENCE IN ELEVATION WITH
EARTH, BEFORE APPL YING SURFACING.

CLIMBER
5/16" FLATWASHER
(817406)
5/16" X 1 1/2" B.H.C.S.
(811045)

FOOTBUCK
PAGE 4

Page 36 of 312 ends

DETAILS -for80420

IMPORTANT
To REDUCE THE R1sK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, A NY BoLT END PRoTRUDINGMoRETHANTwoFuu THREADSBEYONDTHEFAcEOFTHENuTSHALLBECuT-OFFFLUsH, F1LED SMOOTH AND TREATED TO PREVENT CORROSION.

NoTE: LocTJTE(SuPPLIEDBY OTHERS) SHOULDBE UsEDoN ALL THREADED HARDWARE.

EDGE GRIP WITH LARGEST

PROJECTION SHOULD FACE
CLIMBER DOWNWARD.

CLIMBER
5/16" FLATWASHER
(817406)

CLIMBER

ATTACHMENT PLATE
5/16" LOCKWASHER
(817330)
5/16" X 1 1/4" B.H.C.S.
(811044)
5/16" x 6" HEX HEAD BOLT (800918)
(INSERT IN SLOTTED HOLE) TYP.
5/16" LOCKWASHER
(817330)
5/16" PROPEL NUT (804554)
(INSERT IN ROUND HOLE) TYP.

MOLDED

CLIMBER
MOLDED
GRIP

EDGE OF GRIP WITH

LARGEST PROJECTION

SHOULD FACE
DOWNWARD.

GRIP
5/16" FLATWASHER
(817406)
3/8"PLASTIC SPACER
(817613)
NOTE: SPACER SHOULD

BE USED WHEN BOLT

BOTTOMS OUT BEFORE
TIGHTENING.

NOTE: LOCTITE (SUPPLIED BY s
OTHERS) SHOULD BE USED ON 360

ALL THREADED HARDWARE
5/16" X 2" B.H.C.S.
(811046) NOTE: LOCTITE (SUPPLIED
~ BY OTHERS) SHOULD
~ BE USED ON THREADED
HARDWARE.

PAGE 5

Page 37 of 312 ends

DETAILS -for80420

IMPORTANT
To REDUCE THE R1sK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, A NY BOLT END PRoTRUDINGMoRETHANTwoFuu THREADSBEYONDTHEFAcEOFTHENuTSHALLBECuT-0FFFLUsH, F1LED SMOOTH AND TREATED TO PREVENT CORROSION.

NoTE: LocTJTE(SuPPLIEDBY OTHERS) SHOULDBE UsEDoN ALL THREADED HARDWARE.

USING CAPAS

A TEMPLATE DRILL
3/16" DIA. HOLES.

WALLCANO

COMPONENT
STRUT 0
~K 5/16" FLATWASHER J 5/16" LOCKWASHER
(817406)
5/16" X 1" B.H.C.S. (817330)
(811042) ;:;;;;;;...
e
PAGE 6

Page 38 of 312 ends

POWER~ SCAPE· ~PLUS
•
Enriching Childhood Through Play .
1-800-235-2440
ISSUED/REVISED: 2/16/07
0 _ INSTALLATION
-DETAIL
0 =PARTSLIST

REFERENCE

INSTALLATION

INSTRUCTIONS

1. Before assembling this
equipment, read the enclosed
INSTALLER INSTRUCTIONS in
the installation booklet; follow all
the instructions during
installation.

2. Assemble parts as shown in
the ASSEMBLY DRAWING.

Referto the assembly details for
the specific hardware required in
each connection.

SEE CHART
FOR

SLIDE EXIT
HEIGHT
061

DECK HEIGHT SLIDE EXIT HEIGHT
7'-6" 0'-8" r20.32cml
8'-0" 1 '-2" [35.56cm]
81349
SEECHART _/
FOR J

SLIDE EXIT
HEIGHT
81349
8' ZIP SLIDE
8'

W/GIZMOS

SEE APPROPRIATE

GIZMO ASSEMBLY DRAWING
81350
81349
81350

Page 39 of 312 ends

NOTE: HOLE DEPTHS INDICATED ON

ALL GROUND PLANS ARE MEASURED
FROM lHE FINISHED SURFACE. SEE
DETAIL 032. ALL FOOTING

DIMENSIONS ARE BASED ON LEVEL
FINISHED SURFACE. i- 10'-21/2" [311.15cm]
3'-0 9/16" [92.82cm]
4'-1" [124.46cm]
j
\
-j r 2'-3 1/8" [68.87cm]
2'-0 1/2" [62.23cm]
' ..... 10'-4 15/16" [317.31cm]

GROUND PLAN
•·-a· [1.37M] I
,~
12'-4" [3. 76M]

TOP VIEW
1 '-6" [45.72cm] DIA. x
2'-6" [76 .20] DEEP
(2 REQ'D)
CONCRETE REQUIRED:
.20 CUBIC YARDS
[.15 CUBIC METERS]
PAGE 2

Page 40 of 312 ends

PARTS LIST
REF NO. REQ'D.

NO. DESCRIPTION 81349 81350
1 8' Zip Slide 1 1
2 Single Hood 1 1
3 Support Post 1 1
4 Footbuck 1 1
5 Single Gizmo Panel 0 3
6 Frame Assembly 0 1
7 Maze Wheel Assembly 0 1
8 Click Wheel Assembly 0 1
9 Echo Chamber Assembly 0 1
Hardware Complete 1 0
Hardware Complete 0 1
Panel Connector 2 2
318" x 2 314" P.B.H.C.S. wlPatch 4 4
318" x 1 314" Hex Head Bolt 2 8
318" x 314" P .B.H.C.S. wlPatch 2 2
318" T-Nut 2 8
318" Lockwasher 14 14
318" Flat Washer 6 6
318" Flat Washer (1 114") 4 4
318" x 1" P.B.H.C.S. wlPatch 2 2
318" x 3" Hex Head Bolt 2 2
318" x Hex Nut 2 2
Nylon Bushing 0 2
Collar 0 2
318" x 318" Set Screw 0 4
6" Extension 2 2
Wheel Housina 0 2
Window Housing 0 4
Cao 0 12
Bushina 0 2
#14 x 1 112" Screw 0 12
Unless Otherwise Specified, All Units of Measure are Each "'Included in Hardware
,. "Included in Assembly
PART
NUMBER
176689
176156
177159
176385
169416
177156
169695
169693
169696
177171
177172
W63519*
812058*
801006*
812052*
804556*
817334*
817410*
817424*
812050*
801011*
804053*
140651*
126934*
811549*
151080*
169295**
169289**
169331**
169332**
809693**
Warning: During Installation, Hardware And Small Parts Are Choking Hazards For Young Children. Store Unused Parts Appropriately Until Assembly Is Completed.

Once Assembly Is Completed, Remove Any Unused Parts From 1he Play Environment And Dispose/Save Them In A Secure Location.

PAGE 3

Page 41 of 312 ends

WHEEL HOUSING
(169295)
#14 x 1 1/2" PAN HEAD
PHILLIPS SCREW (809693)
CAP
(169331)
#14 x 1 1/2" PAN

HEAD PHILLIPS
SCREW (809693)
CAP
(169331)
PANEL

ASS EMBLY DRAWING

CLICK WHEEL

ASSEMBLY

WINDOW HOUSING
(169289)

ASS EMBLY DRAWING

MAZE WHEEL

ASSEMBLY

BUSHING
(169332)
NOTE: ALIGN NOTCHES

WITH RIBS ON

WINDOW HOUSINGS
PAGE 4

Page 42 of 312 ends

CAP
(169331)
#14 x 1 1/2" PAN HEAD PHILLIPS
SCREW (809693)

WINDOW HOUSING
(169289)

ASSEMBLY DRAWING

ECHO CHAMBER

ASSEMBLY
PANEL
PAGE 5

Page 43 of 312 ends

DETAILS -for81349 & 81350
IMPOt:rrANT
To REDUCETHE RISK OF CLOTHING ENTANGLEAENTIN ColtFUANCEWITI-IASTM F1487, ANY BOLT END PROTRUDING MoRE THAN Two FULL THREADS BEYOND THE FACE OF THE NuT SHALL BE CUT-OFF FwsH, FILED SMOOTH AND TREATED TO PREVENT CORROSION.

No1E, LoC111E(SuPPLEDBY OTHERS) SHOULDBE UsEDON ALL THREADED HARDWARE.

No1E: AF1ER AsSEMBt.Y 1s Co1W'LE1E, PEEN TEE-NUTS AND FLATWASHERS TO MATCH RADIUS OF PIPE. 0 I NCH 1 2 3 4 5 6
I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I I I I I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111 I 111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111 0 CM 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
SHOCK ABSORBING DIA. "A" DIA. "B"

MATERIAL (PIPE SIZE) (FOOTING SIZE)
! 1 1/16" [2.70 cm) 1'-2" [35.56 cm]
1 5/16" [3.33 cm) 1'-2" [35.56 cm]
1'9" [30.4 cm] '[10.00 cm]
1 5/8" [4.13 cm) 1'-2" [35.56 cm]
MAX. 1 7/8" [4.83 cm) 1'-2" [35.56 cm]
t 2 3/8" [6.03 cm) 1 '-2" [35.56 cm]
VARIES 3 1/2" [8.89 cm) 1'-6" [45.72 cm]
(REFER TO OVERALL
UNIT GROUND PLAN) 5" [12.70 cm] 1'-6" [45.72cm]

TRACK RIDE & SWINGS

CONCRETE

BRICK OR

EQUIVALENT
5" [12.70 cm] 2'-0" [60.96 cm]

DIMENSIONED TREE SCAPE

TO TOP OF
BRICK OR "B" 5" [12.70 cm] 4'-0" [121.92 cm]

EQUIVALENT
NOTES:
-SLOPED FOOTING IS A REQUIREMENT
OF EUROPEAN STANDARD EN1176-1
-SUGGESTED MINIMUM CONCRETE

SHOCK ABSORBING PROPERTIES OF SURFACING
MATERIALS VARY. IF YOU DETERMINE THAT LESS
THAN 1'-0" [30.48cm] OF SURFACING IS REQUIRED,

MAKE UP THE DIFFERENCE IN ELEVATION WITH
EARTH, BEFORE APPLYING SURFACING.

RATING: 3000 PSI
3/8" LOCKWASHER
{817334)

LEG BOLT
(PIPE DIA.) REQUIRED
1 5/16" 3/8" x 2" HEX HEAD

3.3 cm 801007
1 5/8" 3/8" x 2 1/2" HEX HEAD
[4.1 cm] (801009)
1 7/8" 3/8" x 3" HEX HEAD
[4.7cm] (801011)
2 3/8" 3/8" x 3 1/2" HEX HEAD

6.0 cm 801013
3/8" FLA1WASHER
(817410)
318" x 4" HEX HEAD
(801015) SUPPORT POST
(158927)

LEG, SEE CHART

FOR SIZE
3/8" HEX NUT
(804053)

SEE CHART

FOR SIZE

EXTENSION
3/8" x 1" P.B.H.C.S.

W/ PATCH {812050)
PAGE 6

Page 44 of 312 ends

No1E, LoC111E(SuPPLEDBY OTHERS) SHOULDBE UsEDON ALL THREADED HARDWARE.

W/ PATCH (812052)

PANEL ATTACHMENT

POWER LOCK
(*63519)

UPRIGHT
3/8" T-NUT
(804556)
.. NOTE:

HEX BOLTS SHOULD

BE TORQUED
FROM 20-25 FT. LBS.

FOR PROPER
INSTALLATION.

FOOTBUCK
3/8" FLAT WASHER
(817410)
3/8" LOCKWASHER
(817334)
3/8" x 2 3/4" P.B.H.C.S.
w/PATCH (812058)
3/8" x 1 3/4" HEX
HEAD BOLT (801006)
3/8" LOCKWASHER
(817334)
("' = T,W,G, or K )

PLATFORM
3/8' FLATWASHER
(817424)
3/8" LOCKWASHER \~
ca11334) l~
SLIDE
3/B"x 1 3/4" P.B.H.C.S.
w/PATCH (812054)
3/8" FLA TWAS HER
(817401 )(1" O.D.}
3/8" LOCKWASHER
(817334)
3/8" X 2 3/4" P.B.H.C.S w/PATCH
(812058)
SLIDE
PAGE 7

Page 45 of 312 ends

No1E, LoC111E(SuPPLEDBY OTHERS) SHOULDBE UsEDON ALL THREADED HARDWARE.

SUPPORT
POST
FRAME
ASS'Y
NYLON

BUSHING
(140651)
3/8" X 3/8"

SETSCREW
(811549)
/8" X 1 3/4"

HEX HEAD BOLT
{801006)
PAGE 8

Page 46 of 312 ends

R
ISSUED/REVISED:
1−800−235−2440

INSTALLATION

PARTS LIST
DETAIL

REFERENCE
=
=
90700
WILDER

SLIDE II
09/04/2024
SINGLE ENTRANCE 90700
DOUBLE ENTRANCE 90701
TRIPLE ENTRANCE 90763
STRAIGHT 90703
A Company
CURVE LEFT 90704
CURVE RIGHT 90705
R
EXIT 90706
140° HELIX SPIRAL 90707
HELIX SPIRAL 90708
SLIDE SUPPORT 90709
SLIDE SUPPORT 90710
SLIDE SUPPORT 90718
TRIPLE ENTRANCE ADA 90764
DOUBLE STRAIGHT 90729
OUTRIGGER 90776
The CPSC recommends age separation on
playgrounds. Supervise children to ensure
LONG EXIT 90762 separation between 2 to 5 preschoolers and 5 to 12 year old school aged children.

This play equipment is
designed for children age
Adult supervision
is recommended

ASSEMBLY DRAWING
90700 SHOWN

ASSEMBLY DRAWING
90701 SHOWN

ASSEMBLY DRAWING
90763 SHOWN
90764 SIMILAR
428
356
356
675
428
675
428
356
787
787
1 2
3 4
6 7

YEARS OLD

CHILDREN
This play equipment
is designed for
Adult supervision
is recommended Enriching Childhood Through Play.
www.gametime.com
sm
UP TO 5'-0"
UP TO 8'-0"
787
030
18 OR
5 675

Page 47 of 312 ends

PAGE 2

ASSEMBLY DRAWING
90703 SHOWN

ASSEMBLY DRAWING
90704 SHOWN

ASSEMBLY DRAWING
90705 SHOWN

ASSEMBLY DRAWING
90706 SHOWN
1253

UNDERNEATH
9 11
12 10
064
22 13

Page 48 of 312 ends

PAGE 3
061
14 ASSEMBLY DRAWING
90709 SHOWN

ASSEMBLY DRAWING
90708 SHOWN

ASSEMBLY DRAWING
90710 SHOWN
15 16
20 ASSEMBLY DRAWING
90707 SHOWN
909

Page 49 of 312 ends

PAGE 4
19 ASSEMBLY DRAWING
90776 SHOWN
17 ASSEMBLY DRAWING
90729 SHOWN

ASSEMBLY DRAWING
90762 SHOWN
12 1253
064

UNDERNEATH
8 ASSEMBLY DRAWING
90718 SHOWN
22 13

Page 50 of 312 ends

PAGE 5
3'- 1/16" [91.54 cm]
4'-6 1/8" [137.55 cm]
4'-3 1/8" [129.91 cm]
6'-10 1/4" [208.92 cm] 8'-7 1/8" [262.01 cm]
6'-7" [200.65 cm]
1'-7 1/2" [49.54 cm]
2'-5" [73.59 cm] 3'-0" [91.49 cm]
3'-5 7/8" [106.42 cm]
3'- 3/16" [91.84 cm]
3'-5 7/8" [106.42 cm]
2'-8 1/4" [81.94 cm]
2'-5" [73.59 cm]
0'-4 3/4" [12.07 cm]
0'-1 3/4" [4.39 cm]

TOP VIEWS
90700 90701 90763 / 90764
90703 90704 90705
90706
90709
5'-3" [159.95 cm]
3'-5 1/16" [104.36 cm]
90708
0'-1 3/4" [4.39 cm]
0'-4 3/4" [12.07 cm]
90710
3'-2 3/4" [98.50 cm]
2'-5" [73.59 cm]
90729
0'-1 3/4" [4.39 cm]
0'-4 3/4" [12.07 cm]
90718
0'-2" [5.06 cm]
0'-1 15/16" [4.89 cm]
90776
3'-10 11/16" [118.60 cm]
4'-6 11/16" [138.89 cm]
90707
3'-8 1/4" [112.42 cm]
2'-5" [73.59 cm]
90762

Page 51 of 312 ends

PAGE 6
1'-2" [35.56 cm] x
2'-6" [76.20cm] DEEP
CONCRETE REQUIRED:
.06 CUBIC YARDS
[.05 CUBIC METERS]

PER GROUND HOLE
NOTE: (DETERMINED BY CONFIGURATION) NUMBER OF GROUND HOLES REQUIRED WILL BE DETERMINED BY SLIDE CONFIGURATION.

NOTE: HOLE DEPTHS

INDICATED ON ALL GROUND

PLANS ARE MEASURED FROM
THE FINISHED SURFACE. SEE
DETAIL 032. ALL FOOTING

DIMENSIONS ARE BASED ON

A LEVEL FINISHED SURFACE

GROUND PLAN
0'-8" [20.32 cm]
2'- 1/2" [62.23 cm]
2'-6 3/4" [78.11 cm]
CL

TRIPLE ENTRANCE HOLE PATTERN DETAIL
NOTE: USE THESE INSERTS TO

ATTACH TRIPLE ENTRANCE TO
PLATFORM. CLEAN OUT HOLE

LOCATIONS ON PLATFORM TO

MATCH DIMENSIONS

Page 52 of 312 ends

PAGE 7

SLIDE SUPPORT

ASSEMBLY DRAWING

SEE EXIT HEIGHT CHART
0 TO -10° SLOPE ON

EXIT REGION

EXIT SECTION

ASSEMBLY DRAWING
788 14
9 OR 10 OR 11
12 9 OR 10 OR 11 EXIT HEIGHT CHART

DECK HEIGHT EXIT HEIGHT
3'-0" 7 1/4" [18.42cm]
3'-6" 13 1/4" [33.66cm]
4'-0" 7 1 /4" [18.42 cm]
4'-6" 13 1/4" [33.66 cm]
5'-0" 7 1/4" [18.42cm]
5'-6" 13 1/4" [33.66 cm]
6'-0" 7 1/4" [18.42 cm]
6'-6" 13 1/4" [33.66 cm]
7'-0" 7 1/4" [18.42 cm]
7'-6" 13 1/4" [33.66 cm]
8'-0" 7 1/4" [18.42cm]
NOTE:

IF YOUR BUILDING A SINGLE

ENTRANCE STRAIGHT SLIDE

YOUR EXIT HEIGHT WILL BE
AS FOLLOWS:

DECK HEIGHT EXIT HEIGHT
7'-0" 8 3/4" [22.23cm]
7'-6" 14 3/4" [37.47cm]
8'-0" 11" [27.94cm]
NOTE:

IF YOUR BUILDING A TRIPLE

ENTRANCE STRAIGHT SLIDE

IN THE CENTER YOUR EXIT
HEIGHT WILL BE AS FOLLOWS:

DECK HEIGHT EXIT HEIGHT
7'-0" 8 1/4" [20.96cm]
7'-6" 14 1/4" [36.20 cm]
8'-0" 10" [25.40 cm]
NOTE: CHECK SLIDE EXIT FOR

PROPER WATER DRAINAGE

BEFORE CONCRETE IS APPLIED
787
NOTE: SUPPORT ATTACHES TO

THE THIRD MOUNTING PAD UP
FROM THE BOTTOM.

EXCEPT WHEN A HELIX SPRAL
IS USED.

IF HELIX SPIRAL IS USED THEN

SUPPORT WILL ATTACH TO THE
FIRST DOWNWARD HELIX SPIRAL.

Page 53 of 312 ends

PAGE 8

SINGLE BEDWAY SLIDES

1. Before assembling this equipment, read the enclosed INSTALLATION INSTRUCTIONS in the installation booklet; follow all the instructions during installation.

2. Assemble parts as shown in ASSEMBLY DRAWINGS. Refer to the assembly details for the specific hardware required in each connection.

3. Attach Single Zip Slide Hood using Detail 675.

4. Attach Footbuck to Exit Section using Detail 195.

5. Assemble all slide sections on the ground. Bolt each section together using the hardware shown in Detail 787. Hand tighten the five bolts that join each section.

Note: Refer to your units Top View for proper placement and orientation of each slide section.

6. Once all sections are bolted together, hand tight, install the slide to the Single Zip Slide Hood and platform using Detail 356 and Detail 428.

7. Starting at the top section, tighten the five bolts with a wrench. Tighten the top two bolts first, the bottom single bolt second, then the remaining two bolts as shown, See Figure #1.

8. It is important that each seam between slide sections are as tight as possible. Be sure that the seams are flush or higher on the upper piece. See Figure #2.

9. After tightening all the pieces, if seam adjustment is necessary, slightly loosen the bolts in the area to be adjusted and repeat step 7 and 8 until seams are properly fitted.

10. After the slide is adjusted and the bolts are tight, attach the slide support using Detail 788 (if required).

NOTE: Support attaches to the third mounting pad up from the bottom.

11. Use Detail 789 to plug inserts in Straight and Curved Sections as required.

12. Attach Outrigger to Spirals if required using Detail 840.

DOUBLE BEDWAY SLIDES

1. Before assembling this equipment, read the enclosed INSTALLATION INSTRUCTIONS in the installation booklet; follow all the instructions during installation.

2. Assemble parts as shown in ASSEMBLY DRAWINGS. Refer to the assembly details for the specific hardware required in each connection.

3. Attach Double Zip Slide Hood using Detail 675.

4. Attach Footbucks to Exit Sections using Detail 195.

5. Attach the Double Entrance Section using Detail 356 and Detail 428.

6. Assemble all slide sections on the ground. Bolt each section together using the hardware shown in Detail 787. Hand tighten the five bolts that join each section.

Note: Refer to your units Top View for proper placement and orientation of each slide section.

7. Once all sections are bolted together, hand tight, install the slides to the Double Entrance Section using Detail 787.

8. Starting at the top section, tighten the five bolts with a wrench. Tighten the top two bolts first, the bottom single bolt second, then the remaining two bolts as shown, See Figure #1.

9. It is important that each seam between slide sections are as tight as possible. Be sure that the seams are flush or higher on the upper piece. See Figure #2.

10. After tightening all the pieces, if seam adjustment is necessary, slightly loosen the bolts in the area to be adjusted and repeat step 8 and 9 until seams are properly fitted.

11. After the slide is adjusted and the bolts are tight, attach the slide supports using Detail 788 (if required).

NOTE: Support attaches to the third mounting pad up from the bottom.

12. Use Detail 789 to plug inserts in Straight and Curved Sections as required.

13. Attach Outrigger to Spirals if required using Detail 840.

TRIPLE BEDWAY SLIDES

1. Before assembling this equipment, read the enclosed INSTALLATION INSTRUCTIONS in the installation booklet; follow all the instructions during installation.

2. Assemble parts as shown in ASSEMBLY DRAWINGS. Refer to the assembly details for the specific hardware required in each connection.

3. Attach Hex Deck to Uprights using Detail 030.

4. Attach Triple Slide Hood using Detail 675.

5. Attach Footbucks to Exit Sections using Detail 195.

6. Attach the Triple Entrance Section using Detail 356 and Detail 428.

7. Assemble all slide sections on the ground. Bolt each section together using the hardware shown in Detail 787 and 852.

Hand tighten the five bolts that join each section.

Note: Refer to your units Top View for proper placement and orientation of each slide section.

8. Once all sections are bolted together, hand tight, install the slides to the Triple Entrance Section using Detail 787 and 852.

9. Starting at the top section, tighten the five bolts with a wrench. Tighten the top two bolts first, the bottom single bolt second, then the remaining two bolts as shown, See Figure #1.

10.. It is important that each seam between slide sections are as tight as possible. Be sure that the seams are flush or higher on the upper piece. See Figure #2.

11. After tightening all the pieces, if seam adjustment is necessary, slightly loosen the bolts in the area to be adjusted and repeat step 9 and 10 until seams are properly fitted.

12. After the slide is adjusted and the bolts are tight, attach the slide supports using Detail 788 (if required).

NOTE: Support attaches to the third mounting pad up from the bottom.

13. Use Detail 789 to plug inserts in Straight and Curved Sections as required.

14. Attach Outrigger to Spirals if required using Detail 840.

INSTALLATION INSTRUCTIONS

Page 54 of 312 ends

PAGE 9

UPPER SECTION IS HIGHER OR FLUSH

ACCEPTABLE

LOWER SECTION IS HIGHER

NOT ACCEPTABLE
FIGURE #1
FIGURE #2

TIGHTEN TWO TOP

BOLTS FIRST

TIGHTEN BOTTOM

SINGLE BOLT SECOND

TIGHTEN REMAINING

TWO BOLTS LAST
787
787

Page 55 of 312 ends

PAGE 10
Parts List
REF. DESCRIPTION 90700 90701 90763 90703 90704 90705 90706 90707 PART NUMBER 1 SINGLE ZIP SLIDE HOOD 1 0 0 0 0 0 0 0 203858
2 SINGLE ENTRANCE SECTION 1 0 0 0 0 0 0 0 205960
3 DOUBLE ZIP SLIDE HOOD 0 1 0 0 0 0 0 0 203860
4 DOUBLE ENTRANCE SECTION 0 1 0 0 0 0 0 0 206167
5 TRIPLE SLIDE HOOD 0 0 1 0 0 0 0 0 207656
6 TRIPLE ENTRANCE SECTION 0 0 1 0 0 0 0 0 206168
7 COATED TWO PIECE HEX DECK 0 0 1 0 0 0 0 0 204318
8 SUPPORT ASS'Y 0 0 0 0 0 0 0 0 208976
9 STRAIGHT SECTION 0 0 0 1 0 0 0 0 205962
10 CURVED LEFT SECTION 0 0 0 0 1 0 0 0 205963
11 CURVED RIGHT SECTION 0 0 0 0 0 1 0 0 205964
12 EXIT SECTION 0 0 0 0 0 0 1 0 206179
13 FOOTBUCK PLATE 0 0 0 0 0 0 1 0 223226
14 SUPPORT ASS'Y 0 0 0 0 0 0 0 0 312634
15 HELIX SPIRAL 0 0 0 0 0 0 0 0 206170
16 SUPPORT ASS'Y 0 0 0 0 0 0 0 0 312637
17 DOUBLE STRAIGHT SECTION 0 0 0 0 0 0 0 0 207601
18 COATED TWO PIECE HEX DECK ADA 0 0 0 0 0 0 0 0 204533 19 OUTRIGGER 0 0 0 0 0 0 0 0 209049
22 FOOT BUCK PIPE, 34 1/4" 0 0 0 0 0 0 1 0 223452
1 0 0 0 0 0 0 1 207029
0 1 0 0 0 0 0 0 207030
0 0 1 0 0 0 0 0 209982
0 0 0 1 0 0 0 1 207032
0 0 0 0 1 1 0 0 207033
0 0 0 0 0 0 1 0 207035
0 0 0 0 0 0 0 0 207036
0 0 0 0 0 0 0 0 208396
EXTENSION LEG 0 0 0 0 0 0 1 0 152110*
3/8" x 3/4" P.B.H.C.S. w/PATCH 0 0 0 0 0 0 2 0 812052*
3/8" x 1" P.B.H.C.S. w/PATCH 0 2 0 2 4 4 0 2 812050*
3/8" x 1 1/4" SELF TAPPING TORX w/PATCH 0 0 0 0 0 0 1 0 HWS0081* 3/8" x 1 1/2" P.B.H.C.S. 0 0 12 0 0 0 0 0 810053*
3/8" x 1 3/4" P.B.H.C.S. w/PATCH 2 4 6 0 0 0 0 0 812054* 3/8" x 2" P.B.H.C.S. w/PATCH 0 0 0 5 5 5 5 5 812055*
3/8" x 2 1/4" P.B.H.C.S. w/PATCH 2 2 2 0 0 0 0 0 812056* 3/8" x 2 1/2" HEX HEAD BOLT 0 0 0 0 0 0 1 0 801009*
3/8" x 2 3/4" P.B.H.C.S. w/PATCH 2 2 2 0 0 0 0 0 812058* 3/8" LOCK WASHER 6 8 22 5 5 5 8 5 817334*
3/8" FLATWASHER 0 0 0 0 0 0 2 0 817410*
3/8" FLAT WASHER (1" O.D.) 2 2 2 0 0 0 0 0 817401*
3/8" FLAT WASHER (1 1/4" O.D.) 4 6 20 6 6 6 6 6 817424* 3/8" HEX NUT 0 0 0 0 0 0 1 0 804053*
3/8" BARREL NUT LONG 0 0 0 5 5 5 5 5 804820*
1/2" FLAT WASHER(1 3/8" O.D.) 0 0 0 6 6 6 6 6 817425*

HARDWARE COMPLETE

HARDWARE COMPLETE
* Included in Hardware
Warning: During Installation, Hardware And Small Parts Are Choking Hazards For Young Children. Store Unused Parts Appropriately Until Assembly Is Completed.

Once Assembly Is Completed, Remove Any Unused Parts From The Play Environment And Dispose/Save Them In A Secure Location.

Unless Otherwise Specified, All Units of Measure are Each Note: Peen Tee-Nuts and Flatwashers to match radius of pipe after assembly is complete.

Note: Loctite (supplied by others) should be used on any non-patch hardware.

HARDWARE COMPLETE

Page 56 of 312 ends

PAGE 11
Parts List
REF. DESCRIPTION 90708 90709 90710 90718 90762 90764 90729 90776 PART NUMBER 1 SINGLE ZIP SLIDE HOOD 0 0 0 0 0 0 0 0 203858
2 SINGLE ENTRANCE SECTION 0 0 0 0 0 0 0 0 205960
3 DOUBLE ZIP SLIDE HOOD 0 0 0 0 0 0 0 0 203860
4 DOUBLE ENTRANCE SECTION 0 0 0 0 0 0 0 0 206167
5 TRIPLE SLIDE HOOD 0 0 0 0 0 1 0 0 207656
6 TRIPLE ENTRANCE SECTION 0 0 0 0 0 1 0 0 206168
7 COATED TWO PIECE HEX DECK 0 0 0 0 0 0 0 0 204318
8 SUPPORT ASS'Y 0 0 0 1 0 0 0 0 208976
9 STRAIGHT SECTION 0 0 0 0 0 0 0 0 205962
10 CURVED LEFT SECTION 0 0 0 0 0 0 0 0 205963
11 CURVED RIGHT SECTION 0 0 0 0 0 0 0 0 205964
12 EXIT SECTION 0 0 0 0 0 0 0 0 206179
13 FOOTBUCK PLATE 0 0 0 0 1 0 0 0 223226
14 SUPPORT ASS'Y 0 1 0 0 0 0 0 0 312634
15 HELIX SPIRAL 1 0 0 0 0 0 0 0 206170
16 SUPPORT ASS'Y 0 0 1 0 0 0 0 0 312637
17 DOUBLE STRAIGHT SECTION 0 0 0 0 0 0 1 0 207601
18 COATED TWO PIECE HEX DECK ADA 0 0 0 0 0 1 0 0 204533 19 OUTRIGGER 0 0 0 0 0 0 0 1 209049
21 EXIT SECTION 0 0 0 0 1 0 0 0 211303
22 FOOT BUCK PIPE, 34 1/4" 0 0 0 0 1 0 0 0 223452
0 0 0 0 0 0 0 0 207029
0 0 0 0 0 0 0 0 207030
0 0 0 0 0 1 0 0 209982
1 0 0 0 0 0 0 0 207032
0 0 0 0 0 0 1 0 207033
0 0 0 0 1 0 0 0 207035
0 1 0 0 0 0 0 0 207036
0 0 1 1 0 0 0 0 208396
EXTENSION LEG 0 1 0 0 1 0 0 0 152110*
3/8" x 3/4" P.B.H.C.S. w/PATCH 0 0 0 0 2 0 0 0 812052*
3/8" x 1" P.B.H.C.S. w/PATCH 2 2 2 2 0 0 4 0 812050*
3/8" x 1 1/4" SELF TAPPING TORX w/PATCH 0 0 0 0 1 0 0 0 HWS0081* 3/8" x 1 1/2" P.B.H.C.S. 0 0 0 0 0 12 0 0 810053*
3/8" x 1 3/4" P.B.H.C.S. w/PATCH 0 0 0 0 0 6 0 0 812054* 3/8" x 2" P.B.H.C.S. w/PATCH 5 0 0 0 5 0 5 0 812055*
3/8" x 2 1/4" P.B.H.C.S. w/PATCH 0 0 0 0 0 2 0 0 812056* 3/8" x 2 1/2" HEX HEAD BOLT 0 1 0 0 1 0 0 0 801009*
3/8" x 2 3/4" P.B.H.C.S. w/PATCH 0 0 0 0 0 2 0 0 812058* 3/8" LOCK WASHER 5 3 2 2 8 22 5 0 817334*
3/8" FLATWASHER 0 2 2 2 2 0 0 0 817410*
3/8" FLAT WASHER (1" O.D.) 0 0 0 0 0 2 0 0 817401*
3/8" FLAT WASHER (1 1/4" O.D.) 6 0 0 0 6 20 6 0 817424* 3/8" HEX NUT 0 1 0 0 1 0 0 0 804053*
3/8" BARREL NUT LONG 5 0 0 0 5 0 5 0 804820*
1/2" FLAT WASHER(1 3/8" O.D.) 6 0 0 0 6 0 6 0 817425*

HARDWARE COMPLETE

HARDWARE COMPLETE
* Included in Hardware
Warning: During Installation, Hardware And Small Parts Are Choking Hazards For Young Children. Store Unused Parts Appropriately Until Assembly Is Completed.

Once Assembly Is Completed, Remove Any Unused Parts From The Play Environment And Dispose/Save Them In A Secure Location.

Unless Otherwise Specified, All Units of Measure are Each Note: Peen Tee-Nuts and Flatwashers to match radius of pipe after assembly is complete.

Note: Loctite (supplied by others) should be used on any non-patch hardware.

Page 57 of 312 ends

PAGE 12

IMPORTANT
TO REDUCE THE RISK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, ANY BOLT END

PROTRUDING MORE THAN TWO FULL THREADS BEYOND THE FACE OF THE NUT SHALL BE CUT-OFF FLUSH, FILED SMOOTH AND TREATED TO PREVENT CORROSION.

NOTE: LOCTITE (SUPPLIED BY OTHERS) SHOULD BE USED ON ALL THREADED HARDWARE.

NOTE: AFTER ASSEMBLY IS COMPLETE, PEEN TEE-NUTS AND FLATWASHERS TO MATCH RADIUS OF PIPE. 13 2 3 4 56
90700, 90701, 90763, 90703 THRU 90710, 90718, 90762, 90764, 90729 & 90776.

DETAILS −for−
0 INCH 1
0 CM 123 6 4 57 8 9 10 12 11 14 15
*NOTE:

BOLTS SHOULD BE TORQUED
FROM 20-25 FT. LBS. FOR
PROPER INSTALLATION.
*NOTE:

AFTER ASSEMBLY IS COMPLETED,

PEEN FLATWASHERS TO MATCH
RADIUS OF UPRIGHT.
2 3/8"
[6.0 cm]
1 7/8"
[6.0 cm]
1 5/8"
[4.1 cm]
1 5/16"
[3.3 cm]
LEG
(PIPE DIA.)
3/8" x 3 1/2" HEX HEAD
(801013)
3/8" x 3" HEX HEAD
(801011)
3/8" x 2 1/2" HEX HEAD
(801009)
BOLT

REQUIRED
3/8" x 2" HEX HEAD
(801007)
1'-0" [30.48 cm]
VARIES
(REFER TO OVERALL

SHOCK ABSORBING

MATERIAL

3.9" [10.00 cm]
MAX.
45 MIN.

CONCRETE

BRICK OR

EQUIVALENT

SHOCK ABSORBING PROPERTIES OF SURFACING
MATERIALS VARY. IF YOU DETERMINE THAT LESS
THAN 1'-0" [30.48cm] OF SURFACING IS REQUIRED,

MAKE UP THE DIFFERENCE IN ELEVATION WITH
EARTH, BEFORE APPLYING SURFACING.
"A"
"B"

UNIT GROUND PLAN)
1 1/16" [2.70 cm]
1 5/16" [3.33 cm]
1 5/8" [4.13 cm]
1 7/8" [4.83 cm]
2 3/8" [6.03 cm]
3 1/2" [8.89 cm]
5" [12.70 cm]
5" [12.70 cm]

TRACK RIDE & SWINGS
(PIPE SIZE)
DIA. "A"
1'-2" [35.56 cm]
1'-6" [45.72 cm]
1'-6" [45.72cm]
2'-0" [60.96 cm]
1'-2" [35.56 cm]
1'-2" [35.56 cm]
1'-2" [35.56 cm]
1'-2" [35.56 cm]
(FOOTING SIZE)
DIA. "B"
-SUGGESTED MINIMUM CONCRETE
OF EUROPEAN STANDARD EN1176-1 ONLY
-SLOPED FOOTING IS A REQUIREMENT
RATING: 3000 PSI
NOTES:

BRICK OR

DIMENSIONED
TO TOP OF 5" [12.70 cm]

TREE SCAPE
4'-0" [121.92 cm]
EARTH

EQUIVALENT
032

UPRIGHT
DECK
3/8" FLAT WASHER
(1 1/4" O.D.) (817424)
3/8" LOCK WASHER
(817334)
3/8" x 1 1/2"
P.B.H.C.S. (810053)
030
064
3/8" HEX NUT
(804053)

SEE CHART

FOR SIZE

EXTENSION
LEG: SEE CHART
FOR SIZE 3/8" LOCK WASHER
(817334)

Page 58 of 312 ends

PAGE 13

IMPORTANT
TO REDUCE THE RISK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, ANY BOLT END

PROTRUDING MORE THAN TWO FULL THREADS BEYOND THE FACE OF THE NUT SHALL BE CUT-OFF FLUSH, FILED SMOOTH AND TREATED TO PREVENT CORROSION.

NOTE: LOCTITE (SUPPLIED BY OTHERS) SHOULD BE USED ON ALL THREADED HARDWARE.

NOTE: AFTER ASSEMBLY IS COMPLETE, PEEN TEE-NUTS AND FLATWASHERS TO MATCH RADIUS OF PIPE. 13 2 3 4 56
90700, 90701, 90763, 90703 THRU 90710, 90718, 90762, 90764, 90729 & 90776.

DETAILS −for−
0 INCH 1
0 CM 123 6 4 57 8 9 10 12 11 14 15
NOTE: LOCTITE (SUPPLIED BY OTHERS) SHOULD

BE USED ON ALL THREADED HARDWARE
3/8" x 2 3/4"
P.B.H.C.S. w/PATCH
(812058)
PANEL
SLIDE
3/8" LOCK WASHER
(817334)
3/8" FLAT WASHER
(1" O.D.) (817401)
428
675

UPRIGHT
3/8" x 2 1/4"
P.B.H.C.S. w/PATCH
(812056)
3/8" FLAT WASHER
(1 1/4" O.D.) (817424)
3/8" LOCK WASHER
(817334)
PANEL
356
3/8" x 1 3/4"
P.B.H.C.S. w/PATCH
(812054)
3/8" LOCK WASHER
(817334)
3/8" FLAT WASHER
(1 1/4" O.D.) (817424)

PLATFORM
SLIDE
3/8" BARREL NUT
LONG (804820)
1/2" FLAT WASHER
(1 3/8" O.D.) (817425)
3/8" FLAT WASHER
(1 1/4" O.D.) (817424)
3/8" LOCK WASHER
(817334)
3/8" x 2" P.B.H.C.S.
w/PATCH (812055)

SLIDE SECTION
787

Page 59 of 312 ends

PAGE 14

IMPORTANT
TO REDUCE THE RISK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, ANY BOLT END

PROTRUDING MORE THAN TWO FULL THREADS BEYOND THE FACE OF THE NUT SHALL BE CUT-OFF FLUSH, FILED SMOOTH AND TREATED TO PREVENT CORROSION.

NOTE: LOCTITE (SUPPLIED BY OTHERS) SHOULD BE USED ON ALL THREADED HARDWARE.

NOTE: AFTER ASSEMBLY IS COMPLETE, PEEN TEE-NUTS AND FLATWASHERS TO MATCH RADIUS OF PIPE. 13 2 3 4 56
90700, 90701, 90763, 90703 THRU 90710, 90718, 90762, 90764, 90729 & 90776.

DETAILS −for−
0 INCH 1
0 CM 123 6 4 57 8 9 10 12 11 14 15
3/8" x 1" P.B.H.C.S.
w/PATCH (812050)
3/8" LOCK WASHER
(817334)
3/8" FLAT WASHER
(817410)
788
3/8" x 1" P.B.H.C.S.
w/PATCH (812050)
789
1/2" FLAT WASHER
(1 3/8" O.D.) (817425)
3/8" LOCK WASHER
(817334)
3/8" FLAT WASHER
(1 1/4" O.D.) (817424)
3/8" BARREL NUT
LONG (804820)
3/8" x 2 1/4"
P.B.H.C.S. w/PATCH
(812056)

OUTRIGGER
(209049)
840

UPRIGHT
SLIDE
21" MIN. CLEARANCE

BETWEEN INSIDE

WALL OF SLIDE AND

UPRIGHT
909

Page 60 of 312 ends

PAGE 15

IMPORTANT
TO REDUCE THE RISK OF CLOTHING ENTANGLEMENT IN COMPLIANCE WITH ASTM F1487, ANY BOLT END

PROTRUDING MORE THAN TWO FULL THREADS BEYOND THE FACE OF THE NUT SHALL BE CUT-OFF FLUSH, FILED SMOOTH AND TREATED TO PREVENT CORROSION.

NOTE: LOCTITE (SUPPLIED BY OTHERS) SHOULD BE USED ON ALL THREADED HARDWARE.

NOTE: AFTER ASSEMBLY IS COMPLETE, PEEN TEE-NUTS AND FLATWASHERS TO MATCH RADIUS OF PIPE. 13 2 3 4 56
90700, 90701, 90763, 90703 THRU 90710, 90718, 90762, 90764, 90729 & 90776.

DETAILS −for−
0 INCH 1
0 CM 123 6 4 57 8 9 10 12 11 14 15

ATTACH FOOTBUCK PLATE TO
SLIDE AT ALL (4) MOLDED

INSERTS USING HARDWARE
SHOWN
1253
ALIGN 5/16" DIAMETER HOLES
IN FOOTBUCKPLATE AND FOOTBUCK PIPE.

ATTACH TOGETHER WITH
HWS0081 USING AN IMPACT DRIVER
SLIDE

FOOTBUCK
PLATE
3/8" x 1 1/4" SELF

TAPPING TORX
w/PATCH (HWS0081)
3/8" FLAT WASHER
(817410)
3/8" LOCK WASHER
(817334)
3/8" x 3/4" P.B.H.C.S.
w/PATCH (812052)

FOOTBUCK
PIPE

Page 61 of 312 ends

ASSEMBLY VIEW
90844 SHOWN
90845 SIMILAR
R
ISSUED/REVISED:
1−800−235−2440
90844

DOUBLE WITH SPIRAL

WILDERSLIDE II
DOUBLE WITH SPIRAL 90844
DOUBLE WITH SPIRAL REVERSE 90845
A Company
R
9/10/2024

YEARS OLD

CHILDREN
This play equipment
is designed for
Adult supervision
is recommended Enriching Childhood Through Play.
www.gametime.com
sm

INSTALLATION

INSTRUCTIONS

1. Before assembling this equipment, read the
enclosed INSTALLER INSTRUCTIONS in the
installation booklet; follow all the instructions
during installation.

2. Assemble parts as shown in the
ASSEMBLY DRAWING. Refer to the assembly
details for the specific hardware required in
each connection.

3. LOCTITE (SUPPLIED BY OTHERS)

SHOULD BE USED ON ALL THREADED
HARDWARE.

4. DO NOT POUR CONCRETE UNTIL ENTIRE

STRUCTURE IS COMPLETELY ASSEMBLED
AND LEVEL.
203860
206167
NOTE: CHECK SLIDE EXIT FOR

PROPER WATER DRAINAGE

BEFORE CONCRETE IS APPLIED
205962
210735
206170
211303
312634
209049
NOTE: DISTANCE BETWEEN

UPRIGHT AND INSIDE SURFACE

OF SLIDE MUST BE

Page 62 of 312 ends

ELEVATION VIEW
90844 SHOWN

PLAN VIEW
90844 SHOWN

TOP VIEW
90844 SHOWN
PAGE 2
NOTE: HOLE DEPTHS INDICATED ON

ALL PLAN VIEWS ARE MEASURED
FROM THE FINISHED SURFACE. SEE
ELEVATION VIEW. ALL FOOTING

DIMENSIONS ARE BASED ON LEVEL
FINISHED SURFACE.

CONCRETE REQUIRED:
.24 CUBIC YARDS
[.18 CUBIC METERS]
9'-6 1/2" [290.85 cm]

FINISHED SURFACE

RESILIENT SURFACE
1'-6" [45.72 cm]
2'-6" [76.20 cm]
11'-11 3/4" [364.97 cm]
8'-0" [243.84 cm]
9'- 13/16" [276.40 cm]
1'-1 13/16" [35.02 cm]
1'- 1/4" [31.18 cm]
1'- 5/16" [31.23 cm]
0'-9 9/16" [24.24 cm]
4'-1" [124.46 cm]
3'-5 13/16" [106.24 cm]
4'-2 5/8" [128.58 cm]
7'-5 7/16" [227.23 cm]
9'-3 3/16" [282.47 cm]

EXISTING UPRIGHT
1'-2" [35.56 cm] DIAMETER x
2'-6" [76.20cm] DEEP
(4 REQ'D)
203860
206167
205962
210735
211303
312634 209049
208976

BRICK OR EQUIVALENT
(SUPPLIED BY OTHERS)

EXIT HEIGHT CHART
STANDARD EXIT HEIGHT from SURFACING
ASTM 7" TO 15"
CSA 175mm TO 380mm
EN 350mm OR LESS

SEE EXIT HEIGHT CHART
0 TO -10° SLOPE ON

EXIT REGION

Page 63 of 312 ends

ELEVATION VIEW
90845 SHOWN

PLAN VIEW
90845 SHOWN

TOP VIEW
90845 SHOWN
PAGE 3

RESILIENT SURFACE

FINISHED SURFACE
CONCRETE REQUIRED:
.24 CUBIC YARDS
[.18 CUBIC METERS]
NOTE: HOLE DEPTHS INDICATED ON

ALL PLAN VIEWS ARE MEASURED
FROM THE FINISHED SURFACE. SEE
ELEVATION VIEW. ALL FOOTING

DIMENSIONS ARE BASED ON LEVEL
FINISHED SURFACE.
4'-1" [124.46 cm]
5'-2 3/16" [157.98 cm]
8'- 13/16" [245.87 cm]
10'-6 3/4" [321.89 cm]
2'-3 1/16" [68.76 cm]
4'-4 13/16" [134.14 cm]
5'-6 3/8" [168.67 cm]

EXISTING UPRIGHT
1'-2" [35.56 cm] DIAMETER x
2'-6" [76.20 cm] DEEP
(4 REQ'D)
7'- 1/16" [213.58 cm]
11'-11 1/2" [364.46 cm]
1'-6" [45.72 cm]
2'-6" [76.20 cm]
8'-0" [243.84 cm]
11'-11 3/4" [364.97 cm]

SEE EXIT HEIGHT CHART
0 TO -10° SLOPE ON

EXIT REGION

BRICK OR EQUIVALENT
(SUPPLIED BY OTHERS)
203860
206167
205962
210735
206170
211303
208976
209049
312634

EXIT HEIGHT CHART
STANDARD EXIT HEIGHT from SURFACING
ASTM 7" TO 15"
CSA 175mm TO 380mm
EN 350mm OR LESS

Page 64 of 312 ends

PAGE 4
1'-0" [30.48 cm]
VARIES
(REFER TO OVERALL

SHOCK ABSORBING

MATERIAL

3.9" [10.00 cm]
MAX.
45 MIN.

CONCRETE

BRICK OR

EQUIVALENT

SHOCK ABSORBING PROPERTIES OF SURFACING
MATERIALS VARY. IF YOU DETERMINE THAT LESS
THAN 1'-0" [30.48cm] OF SURFACING IS REQUIRED,

MAKE UP THE DIFFERENCE IN ELEVATION WITH
EARTH, BEFORE APPLYING SURFACING.
"A"
"B"

UNIT GROUND PLAN)
1 1/16" [2.70 cm]
1 5/16" [3.33 cm]
1 5/8" [4.13 cm]
1 7/8" [4.83 cm]
2 3/8" [6.03 cm]
3 1/2" [8.89 cm]
5" [12.70 cm]
(PIPE SIZE)
DIA. "A"
1'-2" [35.56 cm]
1'-6" [45.72 cm]
1'-6" [45.72cm]
1'-2" [35.56 cm]
1'-2" [35.56 cm]
1'-2" [35.56 cm]
1'-2" [35.56 cm]
(FOOTING SIZE)
DIA. "B"
-SUGGESTED MINIMUM CONCRETE
OF EUROPEAN STANDARD EN1176-1 ONLY
-SLOPED FOOTING IS A REQUIREMENT
RATING: 3000 PSI
NOTES:

BRICK OR

DIMENSIONED

TO TOP OF
EARTH

EQUIVALENT

FOOTING DETAIL

Page 65 of 312 ends

PAGE 5

UPPER SECTION IS HIGHER OR FLUSH

ACCEPTABLE

LOWER SECTION IS HIGHER

NOT ACCEPTABLE
FIGURE #1
FIGURE #2
REFER TO STEP 8

TIGHTEN TWO TOP

BOLTS FIRST
REFER TO STEP 9

TIGHTEN BOTTOM

SINGLE BOLT SECOND
REFER TO STEP 9

TIGHTEN REMAINING

TWO BOLTS LAST

Page 66 of 312 ends

STEP 1
4 PLACES
PAGE 6
13 0 INCH 1 2 3 4 56
0 CM 123 6 4 57 8 9 10 12 11 14 15
NOTE: DO NOT POUR CONCRETE UNTIL ENTIRE
STRUCTURE IS COMPLETELY ASSEMBLED AND LEVEL.

DETAIL VIEW
211303
211303
3/8" FLAT WASHER
(817410)
3/8" LOCK WASHER
(817334)
3/8" x 3/4"
P.B.H.C.S. w/PATCH
(812052)
3/8" x 1 1/4" SELF

TAPPING TORX
w/PATCH (HWS0081)
223226
223452
223226
223452

Page 67 of 312 ends

STEP 3
4 PLACES
STEP 2
4 PLACES
PAGE 7
13 0 INCH 1 2 3 4 56
0 CM 123 6 4 57 8 9 10 12 11 14 15

DETAIL VIEW
NOTE: DO NOT POUR CONCRETE UNTIL ENTIRE
STRUCTURE IS COMPLETELY ASSEMBLED AND LEVEL.

OR
OR
206167
205962

REFER TO ASSEMBLY

VIEWS FOR PROPER

SLIDE SECTION

PLACEMENT
OR
210735
206170
208976
312634
312634
208976
210735
206170
206167
205962
3/8" FLAT WASHER
(817410)
3/8" LOCK WASHER
(817334)
3/8" x 1" P.B.H.C.S.
w/PATCH (812050)
3/8" x 1" P.B.H.C.S.
w/PATCH (812050)

Page 68 of 312 ends

STEP 4
2 PLACES
STEP 5
2 PLACES STEP 6
4 PLACES
PAGE 8
13 0 INCH 1 2 3 4 56
0 CM 123 6 4 57 8 9 10 12 11 14 15

DETAIL VIEW
NOTE: DO NOT POUR CONCRETE UNTIL ENTIRE
STRUCTURE IS COMPLETELY ASSEMBLED AND LEVEL.
203860
203860
206167
206167
203860
206167
3/8" FLAT WASHER
(1 1/4" O.D.)
(817424)
3/8" LOCK WASHER
(817334)
3/8" x 1 3/4"
P.B.H.C.S. w/PATCH
(812054)
3/8" FLAT WASHER
(1 1/4" O.D.)
(817424)
3/8" LOCK WASHER
(817334)
3/8" x 2 1/4"
P.B.H.C.S. w/PATCH
(812056)
3/8" FLAT WASHER
(1" O.D.) (817401)
3/8" LOCK WASHER
(817334)
3/8" x 2 3/4"
P.B.H.C.S. w/PATCH
(812058)

Page 69 of 312 ends

STEP 7
8 PLACES
STEP 8
8 PLACES
PAGE 9
13 0 INCH 1 2 3 4 56
0 CM 123 6 4 57 8 9 10 12 11 14 15
NOTE: DO NOT POUR CONCRETE UNTIL ENTIRE DETAIL VIEW
STRUCTURE IS COMPLETELY ASSEMBLED AND LEVEL.

OR OR OR
OR OR
OR
OR
OR

REFER TO
FIGURE #1
PAGE 5

REFER TO ASSEMBLY

VIEWS FOR PROPER

SLIDE SECTION

PLACEMENT
OR
OR
OR
206167 210735 206170 211303
206170 210735 205962
206167
210735
206170
211303
205962
210735
206170
211303
206167
205962
210735
206170
3/8" BARREL NUT 211303
LONG (804820) 1/2" FLAT WASHER
(1 3/8" O.D.)
(817425)
3/8" FLAT WASHER
(1 1/4" O.D.)
(817424)
3/8" LOCK WASHER
(817334)
3/8" x 2" P.B.H.C.S.
w/PATCH (812055)
3/8" BARREL NUT
LONG (804820)
1/2" FLAT WASHER
(1 3/8" O.D.)
(817425) 3/8" FLAT WASHER
(1 1/4" O.D.)
(817424)
3/8" LOCK WASHER
(817334)
3/8" x 2" P.B.H.C.S.
w/PATCH (812055)

Page 70 of 312 ends

STEP 9
PAGE 10
13 0 INCH 1 2 3 4 56
0 CM 123 6 4 57 8 9 10 12 11 14 15
NOTE: DO NOT POUR CONCRETE UNTIL ENTIRE DETAIL VIEW
STRUCTURE IS COMPLETELY ASSEMBLED AND LEVEL.

REFER TO ASSEMBLY

VIEWS FOR PROPER

SLIDE SECTION

PLACEMENT

REFER TO
FIGURE #1
PAGE 5
210735
206170
209049
206170
210735
209049
3/8" x 2 1/4"
P.B.H.C.S. w/PATCH
(812056)
3/8" LOCK WASHER
(817334)
3/8" FLAT WASHER
(1 1/4" O.D.)
(817424)
1/2" FLAT WASHER
(1 3/8" O.D.)
(817425)
3/8" BARREL NUT
LONG (804820)

Page 71 of 312 ends

PAGE 11
Parts List
DESCRIPTION 90844 90845 PART NUMBER
DOUBLE ZIP SLIDE HOOD 1 1 203860
DOUBLE ENTRANCE SECTION 1 1 206167
STRAIGHT SECTION 1 1 205962
HELIX SPIRAL 140 DEGREES 1 1 210735
EXIT SECTION 1 1 211303
HELIX SPIRAL 1 1 206170
FOOTBUCK PLATE 1 1 223226
SUPPORT WELD ASS'Y 1 1 208976
SUPPORT ASS'Y 1 1 1 312634
OUTRIGGER 1 1 209049
FOOTBUCK PIPE, 34 1/4" 1 1 223452
1 1 223364
3/8" x 3/4" P.B.H.C.S. w/PATCH 4 4 812052*
3/8" x 1" P.B.H.C.S. w/PATCH 8 8 812050*
3/8" x 1 1/4" SELF TAPPING TORX w/PATCH 1 1 HWS0081*
3/8" x 1 3/4" P.B.H.C.S. w/PATCH 4 4 812054*
3/8" x 2" P.B.H.C.S. w/PATCH 19 19 812055*
3/8" x 2 1/4" P.B.H.C.S. w/PATCH 3 3 812056*
3/8" x 2 3/4" P.B.H.C.S. w/PATCH 2 2 812058*
3/8" LOCK WASHER 36 36 817334*
3/8" FLAT WASHER (1" O.D.) 2 2 817401*
3/8" FLAT WASHER 8 8 817410*
3/8" FLAT WASHER (1 1/4" O.D.) 27 27 817424*
3/8" BARREL NUT LONG 20 20 804820*
1/2" FLAT WASHER (1 3/8" O.D.) 21 21 817425*
* Included in Hardware
Warning: During Installation, Hardware And Small Parts Are Choking Hazards For Young Children. Store Unused Parts Appropriately Until Assembly Is Completed.

Once Assembly Is Completed, Remove Any Unused Parts From The Play Environment And Dispose/Save Them In A Secure Location.

Unless Otherwise Specified, All Units of Measure are Each Note: Peen Tee-Nuts and Flatwashers to match radius of pipe after assembly is complete.

Note: Loctite (supplied by others) should be used on any non-patch hardware.

MAINTENANCE PROCEDURE:
- Periodically check hardware for tightness, and tighten as necessary. - Always check all parts for breakage or wear, and immediately put equipment out of service until any faulty parts found are repaired or replaced.
- Check all metal parts for rust, paint loss and touch-up if necessary with paint. - Check for welded areas and verify integrity.
- Check periodically resilient surfacing for appropriate depth and remove extraneous materials that could cause injury, infection, or disease.
- Maintain detailed installation, inspection, maintenance, and repair records for each public-use playground equipment.

HARDWARE COMPLETE

Page 72 of 312 ends

Page 73 of 312 ends

Plotted:

GREAT WESTERN PARK & PLSY 7323023 E PALMS, CA 11/20/200711/20/2007VJW GT ORDER NO.

EQUIP. AGE RANGE:

GREAT WESTERN PARK & PLSY
7323023

TWENTY NINE PALMS, CA
11/20/2007 VJW
5-12
8' 80001
81202
81121
81584
81350
8'
80064
80379
80776
81325
81324
81324
8127881278
81324
81323
8' 80000
80776
80776
81326
81324
81324
8127881278
81324
81323
81276
81275
81277
81279
81279
81275
81275
81274
6'
81300
81113
6' 80000 80776 807766' 80001
80418
81201
5' 80000
80854
80642
80420
81101
5' 80001
80338
80715
2'-6"
80078
3'
80653
80656 4"
80630
81201
1'-6" 80000
81550
80663
80663
81574
81114
2) ARROWS AT DECK CORNERS INDICATE ORIENTATION OF LABEL ON EACH UPRIGHT. SEE UPRIGHT LABEL DETAIL.3) GAMETIME HAS REVIEWED THIS DESIGN AND CONCLUDED IT IS COMPLIANT WITH ASTM F1487 STANDARD.1) OWNER/OPERATOR SHALL INSTALL AND MAINTAIN PROTECTIVE SURFACING WITHIN THE USE ZONE OF ALL PLAY EQUIPMENT TO COMPLY WITH ASTM F1292. EQUIPMENT USE ZONES SHALL COMPLY WITH ASTM F1487.4) VIEW IS PLOTTED AT A SCALE OF 1"=5'.NOTES:

A PLAYCORE COMPANY
R
Enriching Childhood Through Play
1'-6" 80000
1'-6" 80000
1'-6" 80000
80689
81483
81114
80663
81531
80663
80663
80663
80663
80663
80663
80689
81742
81670
DD0394
DD1547
DC8040
DD1543
DC9379
DC9455
LD3264
DD1544
LD3054
DD1545
DD1548
DC8086
DD1549
DC4867 DC9298
DC6446
DD1005
DE6847
DC7025
DC8085
DB9391
DC5889
DC6532
DD1550
DD0814
DD1551
DE6986
DE6987
DC6531
DD1478
DD1472
DD3452
DC6704
DD3452
DD1478
DD1476
DD1478
DC9397
DD3452
DH3014
DD1478
DD1479
DD1478
DH0103
DD1476
LG4716 LG6245 DC8642

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STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Apr 14 2026
SUBJECT: Downtown Septic System Management Contract Renewal.

RECOMMENDATION:

The City Council:

2. Authorize the City Manager to execute all documents necessary to execute the contract.

ORDER OF PROCEDURE:

OF TWENTYNINE PALMS

SEWER CONTRACT (JB
Rev.2)(ADG_Rev.1)[3]
BACKGROUND:

Project Phoenix or Freedom Plaza has redefined our Downtown area. Freedom Plaza offers a state-ofthe-art gymnasium, stage, community kitchen, and space for what has become the Twentynine Palms Joshua Tree National Park Visitors' Center. The Freedom Plaza project also created a master wastewater collection system serving Freedom Plaza, approximately fifteen businesses, and a future hotel site. The total wastewater system consists of 2,800 linear feet of sewer pipe, a 2,500 gallon and 7,500- gallon septic tanks, ten seepage pits, 20 lateral clean outs, and ten (10) manhole covers. The two septic tanks are in the process of being replaced with a package treatment facility. The package treatment facility should be completed and operational by the 4th Quarter of 2026.

Currently, the City does not have Staff who possess the specialized expertise needed for sewer system operation and maintenance. The City advertised a Request for Proposals (RFP) for a Project Phoenix Wastewater System Maintenance Program in November 2020 and determined CSA 70 was the most qualified entity to perform the required services. CSA 70 is an abbreviation for San Bernardino County Service Area 70. CSA 70 is a part of the San Bernardino County Department of Public Works – Special Districts, which operates, maintains, and manages multiple public wastewater and water utility systems throughout San Bernardino County. SBC Public Works - Special Districts employs California Water Environment Association (“CWEA”) certified wastewater collection system operators with the training,

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expertise, equipment, and institutional knowledge necessary to provide professional wastewater collection system operations, maintenance, regulatory compliance, and emergency response services.

On February 9, 2021, the City Council entered into a contract with CSA 70 for the operation and maintenance of the Project Phoenix Wastewater System. The Contract commenced on March 9, 2021, with an expiration date of March 30, 2022. The City Council extended the contract through March 31, 2026. The agreement is currently expired and must be renewed.

The services that have been provided include, but are not be limited to, the following:

1. Monthly Inspection. Above ground visual inspection of wastewater system including, manhole covers, trench condition, lateral cleanouts, seepage pit covers and sewer cleanouts; provide inspection report identifying results of inspection.

2. Quarterly Inspection. Open all manhole and cleanout covers and visually check for any surcharges; inspect septic tanks and seepage pits to determine pumping needs; provide inspection report identifying results of inspection.

3. Annual Maintenance and Inspection – Wastewater Piping System. Provide flushing/jetting of entire sewer pipe system, and video inspection of complete sewer pipe system; provide inspection report identifying work completed and results.

4. Annual Maintenance and Inspection – Septic Tanks and Seepage Pits. Inspect, monitor and pump septic tanks and/or pits as required by State Water Resources Control Board (SWRCB); haul effluent to approved site for disposal and provide disposal information to City.

5. Annual Report. Prepare an Annual Report as required by SWRCB.

6. Emergencies. Provide on-call service for blockages, sewer system overflows (SSO) and all other emergencies as required. The base emergency costs are an estimate for emergency response. Actual costs for labor, vehicles, equipment, materials, and indirect administrative costs will be charged per emergency incident.

The attached contract provides a more detailed explanation of the nature and scope of the various services CSA 70 would provide.

The proposed contract covers system maintenance through Fiscal Year 2031 at a cost of $77,081.02 (FY 2026-27), $79,393.46 (FY 2027-28), $81,775.26 (FY 2028-29), $84,228.52 (FY 2029-30), and $86,755.37 (FY 2030-31) for a total cost of $409,233.63.

Type FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Monthly Inspection $ 27,282.54 $ 28,101.02 $ 28,944.05 $ 29,812.37 $ 30,706.74 Quarterly Inspection $ 6,490.33 $ 6,685.04 $ 6,885.59 $ 7,092.16 $ 7,304.93 Annual Maintenance
and Inspection $ 25,233.84 $ 25,990.85 $ 26,770.58 $ 27,573.69 $ 28,400.91 Base Emergency
Response $ 18,074.31 $ 18,616.54 $ 19,175.04 $ 19,750.29 $ 20,342.80 TOTAL: $ 77,081.02 $ 79,393.46 $ 81,775.26 $ 84,228.52 $ 86,755.37 TOTAL: $ 409,233.63
As discussed above, the City is close to completing the construction of the Project Phoenix Wastewater System package treatment plant. While Staff is evaluating the best approach to servicing and maintaining the package treatment plant, CSA 70 has experienced wastewater treatment plant operations and maintenance Staff and the City should utilize to maintain the plant. Once our package treatment plant is complete, Staff will evaluate whether CSA 70 is the appropriate vendor to maintain the Page 76 of 312 package treatment plant. If CSA 70 is the best option, Staff will bring to the City Council any needed amendments to ensure the package plant is properly maintained.

Ability to cancel the contract:

Should CSA 70 fail to provide the required services or the City determines CSA 70 is no longer able to meet the City's needs, the proposed contract provides the ability to cancel the contract with sixty (60) days written notice (Section VIII Termination A).

STRATEGIC PLAN:

This agenda item addresses the following strategic plan goals:
 Goal C: Improved Infrastructure - Repair existing infrastructure and build new systems so residents can live, work, and play safely.
 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.  C2.7: Ensure appropriate oversight of community’s non-tribal package treatment plans.

ENVIRONMENTAL:

The City approved a Mitigative Negative Declaration for the entire Project Phoenix project, which included the sewer pipeline installation and operation, on February 12, 2019.

ALTERNATIVES:

The City Council could reject the contract and re-advertise for a new operator.

FISCAL IMPACT:

This work has been paid by the wastewater rates to the 14 businesses in Project Phoenix, but the majority has been and will be continued to be paid by the General Fund.

Page 77 of 312 ends

Standard Contract Page 1 of 13

THE INFORMATION IN THIS BOX IS NOT A PART OF THE CONTRACT AND IS FOR COUNTY USE ONLY County Service Area 70
Department Contract Representative Greg Snyder, Division Manager Telephone Number (909) 386-8881
Contractee City of Twentynine Palms
Contractee Representative Stone James, City Manager
Telephone Number (760) 367-6799
Contract Term 3/31/2026-3/31/2031
Original Contract Amount $409,233.63
Amendment Amount
Total Contract Amount $409,233.63
Cost Center N/A
Grant Number (if applicable)
IT IS HEREBY AGREED AS FOLLOWS:

WASTEWATER SYSTEM SERVICE CONTRACT

BETWEEN

CITY OF TWENTYNINE PALMS
AND
SAN BERNARDINO COUNTY SERVICE AREA 70
Contract Number

SAP Number

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Revised 7/1/24 Page 2 of 13
WHEREAS, SAN BERNARDINO COUNTY SERVICE AREA, 70 (hereinafter referred to as “CSA 70”), through the San Bernardino County Department of Public Works – Special Districts, operates, maintains, and manages multiple public wastewater and water utility systems throughout San Bernardino County and employs California Water Environment Association (“CWEA”) certified wastewater collection system operators with the training, expertise, equipment, and institutional knowledge necessary to provide professional wastewater collection system operations, maintenance, regulatory compliance, and emergency response services; and WHEREAS, CITY OF TWENTYNINE PALMS (hereinafter referred to as “CITY”), owns and is legally responsible for the operation, maintenance, regulatory compliance, and emergency response associated with its public wastewater collection system, including associated septic tanks, seepage pits, and related facilities (collectively, the “System”), located within the City’s jurisdictional boundaries; and
WHEREAS, applicable State and federal laws and regulations require that public wastewater collection systems be operated and maintained by appropriately certified or experienced personnel and in accordance with prescribed monthly, quarterly, and annual maintenance schedules and reporting requirements to ensure protection of public health, safety, and the environment; and WHEREAS, the CITY seeks staff with the necessary experience or CWEA certifications, equipment, or operational capacity to independently perform these required wastewater collection system operation, maintenance, compliance, and emergency response activities; and WHEREAS, CSA 70 has sufficient qualified available staff with extensive experience and certification in the operation, maintenance, and management of public wastewater systems in the vicinity of the CITY System;
WHEREAS, on March 9, 2021, CSA 70 and CITY entered into an agreement for CSA 70 to provide wastewater system operations, maintenance, emergency response, and support services to the CITY for a one-year term, from March 1, 2021 through March 30, 2022, with an option to extend for two additional years; and
WHEREAS, the parties exercised the available options to extend the agreement through March 31, 2026, and that agreement is now approaching expiration; and WHEREAS, the CITY and CSA 70 have determined that continuation of these services under a new agreement is in the mutual best interest of the parties and necessary to provide wastewater system operations, maintenance, regulatory compliance, and emergency response services for the System; and
WHEREAS, the parties desire to enter into a new agreement under substantially similar terms to allow CSA 70 to continue providing wastewater system operations, maintenance, emergency response, and support services for the CITY for a new contract term.

NOW THEREFORE, CITY and CSA 70 mutually agree to the following terms and conditions:

I. CSA 70 SERVICE RESPONSIBILITIES
A. CONDUCT - CSA 70 shall perform for CITY, in a good and workmanlike manner subject to the reasonable satisfaction of CITY, the System operation, maintenance, and management services as set forth in this service contract. All activities shall be conducted in a manner that complies with local, state, and federal regulatory requirements.

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Revised 7/1/24 Page 3 of 13
B. SUPERVISION - To effectuate the provisions of this service contract, CSA 70’s supervisory personnel shall regularly inspect the premises, the work done by CSA 70’s personnel, and will exercise complete authority over all such employees. CSA 70 shall immediately remove any employee whose conduct or workmanship is unsatisfactory to CITY.

C. EMERGENCY - CSA 70 shall supply CITY with a copy of its Emergency Notification Plan that includes any emergency call out telephone numbers. CSA 70 will provide service on a 24-hour-per-day, 7-day-per-week basis. CITY will participate in the emergency on-call response buy-in program in the amount of $5,000 annually plus the indirect administrative cost, currently set at 33.58%, subject to change annually (included in the Annual Maintenance and Inspection costs as outlined in the table under the heading VI. Fiscal Provisions, section A.). CSA 70’s emergency on-site response time will be two (2) hours or less (excluding inclement weather delays). Actual hours will be charged per emergency incident at the San Bernardino County Board of Supervisors’ approved productive hourly rates at an overtime level.

CSA 70 may elect to utilize the services of a qualified and licensed contractor to effect emergency repairs if it is determined that the use of a contractor is in both parties’ best interests to do so. CSA 70 maintains “On-Call” contractors with the appropriate licensing, insurance and indemnifications for this purpose. With the exception of emergencies, CSA 70 shall notify CITY when the use of an On-Call contractor is utilized.

D. EMPLOYEES - All CSA 70’s employees who will provide services pursuant to this service contract must have training or minimum licensing to meet local, state and federal requirements for wastewater collection system and/or wastewater treatment operation services. All CSA 70 employees assigned to the CITY’s System will provide services pursuant to this service contract and shall be trained in their assigned tasks, be able to analyze and resolve water and wastewater problems, address and resolve operation service issues in a safe manner, and provide written recommendations and reports. CSA 70 shall ensure that assigned staff receive safety training in accordance with CAL-OSHA standards.

E. SERVICES AND REPORTS - CSA 70 shall provide the necessary communications and completed reports to the appropriate local, County, and State agencies as required by the regulatory requirements governing the CITY System, including: the County of San Bernardino Department of Public Health – Division of Environmental Health Services (EHS), SWRCB, the California Regional Water Quality Control Board (RWQCB), and the Environmental Protection Agency (EPA).

CSA 70 shall maintain the CITY’s System within its current design and operational capabilities and shall ensure compliance with all permit and regulatory requirements.

CSA 70 shall procure and maintain all required CITY wastewater facility permits, licenses, and/or certifications. In the event that CITY’s wastewater facilities do not comply with permit or regulatory requirements, CSA 70 shall notify CITY in writing with recommendations outlining the proposed corrective action. CSA 70 shall inform CITY of any permit and/or regulatory requirements that are unable to be met and the corresponding justification. Any permit and/or regulatory requirements that CSA 70 submits in writing that cannot possibly be met, or that result from a force majeure, shall not result in a breach of this Agreement. CSA 70 shall not be held liable for permit and/or regulatory non-compliance issues that result from a force majeure.

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Revised 7/1/24 Page 4 of 13
CSA 70’s costs to operate, maintain, and manage the CITY’s System are based on the requirements established by, but not limited to: EHS, SWRCB, RWQCB, EPA, and other local, state and/or federal government agencies. Should local, state, and/or federal regulatory agencies revise the CITY’s permit requirements for wastewater at the CITY’s System, CITY shall be responsible for any increased costs to CSA 70 for regulatory compliance.

CSA 70 shall inspect and maintain any CITY System logs in compliance with regulatory agency standards and requirements.

CSA 70 shall maintain the CITY’s System components in accordance with original equipment manufacturers (OEM) specifications and standards and with best management business practices and standards.

CSA 70 shall be responsible for operating and maintaining the following:

1. Wastewater Collection System – staff shall maintain, per regulatory specifications as defined by the SWRCB and it’s RWQCB, all wastewater collection pipeline (4-inches in diameter and larger) and related wastewater systems, including but not limited to: sewer pipelines, septic systems, manhole structures, pumps, motors, valves, check valves, cleanouts, dry/wet wells, flap gates, flow meters, grit collectors, wastewater electrical controls, air/vacuum relief valves, and associated wastewater collection system appurtenances.

Monthly Inspections:

CSA 70 shall provide monthly visual inspection of CITY’s System (4-inch diameter and larger), including:
a) Manhole Covers – approximately ten (10)
b) Trench Conditions – (inspect for failures) of 1,450 lineal feet sewer mains and 1,350 lineal feet of laterals
c) Lateral Cleanouts – approximately twenty (20)
d) Seepage Pit Covers and Sewer Cleanouts
e) Grease Interceptors – Inspect and review owner’s maintenance plan for compliance and establish a timeline for each business
f) Provide a monthly inspection report to CITY
g) Monthly Reporting to the California Integrated Water Quality System (CIWQS) Quarterly Inspections:

CSA 70 shall provide the following quarterly Inspections:
a) Open manhole covers and cleanout covers for visual inspection (approximately 10 manhole and cleanout covers)
b) Evaluate for any surcharge within the manholes (approximately 10) c) Evaluate one (1) 7,500 gallon septic tank and nine (9) seepage pits to determine the pumping needs
d) Evaluate one (1) 2,500 gallon septic tank and seepage pit system for the visitor center
e) Provide a monthly inspection report to CITY
Annual Maintenance and Inspection:

CSA 70 shall provide the following annual maintenance and inspection, including:

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Revised 7/1/24 Page 5 of 13
a) Clean and jet 2,800 linear feet of sewer main pipeline b) CCTV video inspection of 2,800 linear feet of sewer main pipeline c) Inspect and monitor the septic tank in accordance with the State Water Resources Control Board (SWRCB) Order WQ 2014-0153-DWQ Attachment C (Order) d) Pump the septic tanks and/or pits as required by the SWRCB Order e) Haul and dispose of sewage/effluent to an approved disposal site f) Identify and report any deficiencies within the sewer system to CITY for review and/or approval to repair
g) Prepare an annual report in accordance with the SWRCB Order (excluding Item 7, Groundwater Monitoring)
CSA 70 shall evaluate and/or repair CITY’s System sewer pipeline or plumbing issues (4- inches in diameter and larger) and may use on-call contractors to correct or repair any problems. Should CSA 70 staff observe equipment or system components that are outdated, inefficient, or on the verge of failure, CSA 70 staff shall remove and replace said equipment with CITY’s preceding approval, with the exception of emergency repair or replacement. Costs for repair or replacement that exceeds $75,000 (labor and material) may be referred to CSA 70’s Engineering and Construction Division to be included in the annual capital improvement program. All capital improvement projects are subject to CITY’s final approval. CSA 70 staff will, in coordination with CITY, review results of ongoing activities and inspections, and use the results to identify, prioritize, and budget for future maintenance.

F. JOB STANDARDS - All work performed by CSA 70 shall meet or exceed all applicable safety and environmental regulations. Workmanship shall be in the best management standard practices of the trade. Reasonable care will be taken while performing tasks in and around CITY property. The work area shall be clean and free of debris continuously throughout the workday.

G. JOB SITE - Work shall not impede business, create a nuisance, or endanger San Bernardino County employees and/or the public. CSA 70 shall take into consideration that during the course of the contract, CITY personnel and/or other contractors may conduct other activities and operations within and/or adjacent to the CITY’s System.

H. EQUIPMENT - All equipment shall be of good commercial quality and shall be subject to the approval of CITY. Any CSA 70 equipment and tools stored in CITY owned areas will be clearly identified as CSA 70 owned equipment and stored in appropriate storage containers.

I. OPERATION QUALIFICATIONS – CSA 70 shall provide an operator for the CITY’s wastewater collection system with the appropriate level of experience and/or operator certification as may be required by the SWRCB.

J. COMMUNICATION - CSA 70 shall communicate with CITY and other concerned San Bernardino County Departments, and be able to reasonably predict possible CITY wastewater system emergencies in order to maintain regulatory compliance.

K. SAMPLES - CSA 70 shall collect wastewater samples as necessary or as requested by CITY and transport them to a lab for analyses. CSA 70 shall collect wastewater samples in accordance with industry standards.

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Revised 7/1/24 Page 6 of 13
L. TRAINING – CSA 70 shall have the ability to provide safety and product training to onsite CITY personnel.

M. ADDING/DELETING SERVICES – CITY has the right to delete wastewater system services. The CITY Manager is authorized to delete services by notifying CSA 70 in writing of the services that will be deleted. CSA 70 agrees that payment to CSA 70 will only be for services and/or repairs provided. If CITY desires to add services or equipment to be maintained, the parties will negotiate a fee for service for the additional services and an amendment will be signed by CSA 70, and approved by the CITY Manager.

CSA 70 shall provide a guaranteed labor rate to provide additional services and repairs to the CITY’s System not listed in this contract. CSA 70’s Employee Productive Hourly Rate Schedule shall be used to establish a guaranteed labor rates. The Employee Productive Hourly Rate Schedule is adjusted annually and approved by the San Bernardino County Board of Supervisors.

II. CSA 70 GENERAL RESPONSIBILITIES
A. INDEPENDENT CAPACITY - In the performance of this contract, CSA 70, its agents and its employees, shall act in an independent capacity and not as officers, employees, or agents of CITY.

B. ASSIGNABILITY - Without the prior written consent of CITY, this contract is not assignable by CSA 70 either in whole or in part.

C. SUBCONTRACTING - CSA 70 shall inform the CITY of any subcontracting agreements for work contemplated under this contract. All subcontractors shall be subject to the same terms and conditions as CSA 70. CSA 70 shall be fully responsible for the performance and payment of any subcontractor’s contract.

D. LABOR LAWS - CSA 70 shall strictly adhere to the applicable provisions of the Labor Code regarding employment including, minimum wages, travel and subsistence pay, retention and inspection of payroll records, workers compensation, and payment of wages.

E. PRIMARY CONTACT - CSA 70 shall designate an individual to serve as the primary point of contact. CSA 70 or its designee must respond to CITY’s non-emergency inquiries within two (2) business days. In the event that a problem or potential problem occurs, impacting the quality or quantity of work, or the level of performance under this contract, CSA 70 shall notify CITY within two (2) working days, in writing, and by telephone.

F. RELEASE OF INFORMATION - No news releases, advertisements, public announcements, or photographs arising out of this contract may be made or used without prior written approval from CITY, with the exception of the performance of those duties required to maintain adequate records or regulatory reporting requirements.

G. RECORDS - CSA 70 shall maintain all records and books pertaining to the delivery of services under this contract and demonstrate accountability for contract performance.

Said records shall be kept and maintained within CSA 70. CITY staff shall have the

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Revised 7/1/24 Page 7 of 13
right, upon reasonable notice and at reasonable hours of business, to examine and inspect such records and books.

H. RIGHT TO MONITOR AND AUDIT - CITY shall have absolute right to review and audit all records, books, papers, documents, and other contractually pertinent items as requested, and shall have the absolute right to monitor the performance of CSA 70 in the delivery of services provided under this contract. CSA 70 shall give full cooperation with all auditing and/or monitoring conducted. CSA 70 shall cooperate with CITY in the implementation, monitoring, and evaluation of this contract and comply with any and all reporting requirements established by CITY, EHS, SWRCB, and the EPA. In the event that the CITY determines that CSA 70’s performance of its duties or other terms of this contract are deficient in any manner, CITY shall notify CSA 70 of such deficiency in writing, provided written confirmation is given five (5) days thereafter. CSA 70 shall remedy any deficiency within forty-eight (48) hours of such notification, or CITY, at its option, may terminate this contract immediately upon written notice.

I. AVAILABILITY OF RECORDS - All records pertaining to services delivered, and all fiscal, statistical, and management books and records shall be delivered to CITY representatives upon availability for storage in compliance with all county, state and federal requirements
III. CITY RESPONSIBILITIES
A. REPORTS, PLANS AND SPECIFICATIONS - CITY shall provide to CSA 70 any and all reports, plans, maps, operations manuals, equipment specifications, or other documentation and data regarding the conditions, configuration, and construction of the CITY’s System.

IV. INDEMNIFICATION
CSA 70 agrees to indemnify, defend (with counsel reasonably approved by CITY) and hold harmless CITY and its authorized officers, employees, agents and volunteers from any and all claims, actions, losses, damages, and/or liability arising out of this contract from any cause whatsoever, including CSA 70’s acts, errors or omissions of any person and for any costs or expenses incurred by CITY on account of any claim except where such indemnification is prohibited by law. This indemnification provision shall apply regardless of the existence or degree of fault of indemnities. CSA 70’s indemnification obligation applies to CITY’s “active” as well as “passive” negligence but does not apply to CITY’s “sole negligence” or “willful misconduct” within the meaning of Civil Code Section 2782.

CITY agrees to indemnify, defend (with counsel reasonably approved by County) and hold harmless CSA 70 and its authorized officers, employees, agents and volunteers from any and all claims, actions, losses, damages, and/or liability arising out of this contract from any cause whatsoever, including CITY’s acts, errors or omissions of any person and for any costs or expenses incurred by CSA 70 on account of any claim except where such indemnification is prohibited by law. This indemnification provision shall apply regardless of the existence or degree of fault of indemnities. CITY’s indemnification obligation applies to CSA 70’s “active” as well as “passive” negligence but does not apply to CSA 70’s’ “sole negligence” or “willful misconduct” within the meaning of Civil Code Section 2782.

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Revised 7/1/24 Page 8 of 13
In the event that the CSA 70 and/ or CITY are determined to be comparatively at fault for any claim, action, loss or damage which results from their respective obligation under this agreement, CSA 70 and/ or CITY shall indemnify the other to the extent of its comparative fault.

V. INSURANCE COVERAGE – CSA 70 warrants that it is legally self-insured under a State approved program of self-insurance. Additionally, CSA 70 as the contractor shall adhere to the insurance coverage as detailed in Exhibit A.

VI. FISCAL PROVISIONS
A. The amount of reimbursement under this contract is $409,233.63 for operation, maintenance, management of the CITY’s wastewater collection system as detailed in the following table. An indirect administrative cost, currently set at 33.58% percent, is included within the total reimbursement amount and shall be included in all invoices.

Indirect administrative costs are approved by the San Bernardino County Board of Supervisors and are subject to change annually.

Type FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Monthly Inspection $ 27,282.54 $ 28,101.02 $ 28,944.05 $ 29,812.37 $ 30,706.74 Quarterly Inspection $ 6,490.33 $ 6,685.04 $ 6,885.59 $ 7,092.16 $ 7,304.93 Annual Maintenance and Inspection $ 25,233.84 $ 25,990.85 $ 26,770.58 $ 27,573.69 $ 28,400.91 Base Emergency Response $ 18,074.31 $ 18,616.54 $ 19,175.04 $ 19,750.29 $ 20,342.80 TOTAL: $ 77,081.02 $ 79,393.46 $ 81,775.26 $ 84,228.52 $ 86,755.37 TOTAL: $ 409,233.63
The base emergency costs are an estimate for emergency response. Actual costs for labor, vehicles, equipment, materials, and indirect administrative costs will be charged per emergency incident. CSA 70’s services and expenses incurred in the performance hereof include employee productive hourly rate, equipment, vehicles, materials, administrative costs, and travel.

B. CSA 70 shall submit invoices to CITY for services rendered on a monthly basis, in arrears, for costs incurred to perform operations, maintenance, and management duties for CITY’s Systems as described in this contract. CSA 70 shall charge a three percent (3%) annual increase to the total reimbursement cost for any future employee Compensation Plan for salary/benefit increases, annual equipment increases, or any materials increases that may occur during the term of the service agreement subject to the San Bernardino County Board of Supervisors approval.

C. Invoices submitted by CSA 70 to CITY shall include a breakdown of each service performed and the date the services were performed. Upon receipt of invoices, CITY shall submit payment to CSA 70 within forty-five (45) days.

VII. TERM
This contract is effective as of April 1, 2026, and expires on March 31, 2031, but may be terminated earlier in accordance with provisions of Section VIII of this contract.

VIII. TERMINATION

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Revised 7/1/24 Page 9 of 13
A. This contract may be terminated without cause upon sixty (60) days written notice by either party. The CITY Manager is authorized to exercise CITY’s rights with respect to termination of this contract. CSA 70’s Director is authorized to terminate this contract on behalf of CSA 70.

B. CSA 70 will only be reimbursed for costs and un-cancellable obligations incurred prior to the date of termination. CSA 70 will not be reimbursed for costs incurred after the date of termination. CITY shall pay CSA 70 for termination services to include, but not limited to: San Bernardino County Board of Supervisors approved productive hourly rate, vehicle/equipment rates, all materials at cost, plus indirect administrative costs.

C. If, during the term of this contract, CITY’s funds appropriated for the purposes of this contract are reduced or eliminated, CITY may immediately terminate this contract upon written notice to CSA 70.

D. Upon termination, CSA 70 shall accomplish the complete transition of services from CSA 70 to CITY, or to any replacement provider designated by CITY, with minimal interruption of or adverse impact on the services. CSA 70 shall fully cooperate with CITY and any new service provider and promptly take steps required to effectuate the termination of service, including, but not limited to providing all requested information, required to assist CITY in completing the transition. CSA 70 shall provide all information regarding the services or as otherwise needed for Termination, including data conversion, files, interface specifications, training staff assuming responsibility, and related professional services. CSA 70 shall provide for the prompt and orderly conclusion of all work, as CITY may direct, including completion or partial completion of projects, documentation of work in process, and other measures to assure an orderly transition to CITY or CITY designee. All services related to Termination shall be performed by CSA 70 at no additional cost to CITY beyond what CITY would pay for the services absent the performance of the Termination services. CSA 70’s obligation to provide the services shall not cease until the Termination is satisfactory to CITY, including all obligations of CSA 70 provided for in this paragraph.

Upon termination, CSA 70 shall also return to CITY, all CITY assets in CSA 70’s possession. CSA 70 shall deliver to CITY or its designee, at CITY request, all documentation and data related to CITY that is held by CSA 70. CSA 70 may retain one (1) copy of the documentation and data for archival purposes.

IX. GENERAL PROVISION
A. No waiver of any of the provisions of the contract documents shall be effective unless it is made in writing which refers to provisions so waived and which is executed by the Parties. No course of dealing and no delay or failure of a Party in exercising any right under any contract document shall affect any other future exercise of that right or any exercise of any other right. A Party shall not be precluded from exercising a right by its having partially exercised that right or its having previously abandoned or discontinued steps to enforce that right.

B. Any alterations, variations, modifications, or waivers of provisions of this contract, unless specifically allowed in this contract, shall be valid only when they have been reduced to writing, duly signed and approved by the Authorized Representatives of both parties as an amendment to this contract. NO oral understanding or agreement not incorporated herein shall be binding on any of the Parties hereto.

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Revised 7/1/24 Page 10 of 13
C. This Agreement may be executed in any number of counterparts, each of which so executed shall be deemed to be an original, and such counterparts shall together constitute one and the same Agreement. The parties shall be entitled to sign and transmit an electronic signature of this Agreement (whether by facsimile, PDF or other email transmission), which signature shall be binding on the party whose name is contained therein. Each party providing an electronic signature agrees to promptly execute and deliver to the other party an original signed Agreement upon request [Signatures on next page.]

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Revised 7/1/24 Page 11 of 13
IN WITNESS WHEREOF, the Board of Supervisors of San Bernardino County, acting as the governing body of CSA 70, and City of Twentynine Palms. have each caused this agreement to be subscribed by their respective duly authorized officers, on its behalf.

FOR COUNTY USE ONLY
Approved as to Legal Form Reviewed for Contract Compliance Reviewed/Approved by Department Aaron Gest, Deputy County Counsel
Date Date Date
SAN BERNARDINO COUNTY SERVICE AREA 70
(Print or type name of corporation, company, contractor, etc.) By
Dawn Rowe, Chair, Board of Supervisors (Authorized signature - sign in blue ink) Dated: Name
SIGNED AND CERTIFIED THAT A COPY OF THIS (Print or type name of person signing contract)

DOCUMENT HAS BEEN DELIVERED TO THE
CHAIRMAN OF THE BOARD Title
Lynna Monell
Clerk of the Board of Supervisors
San Bernardino County
(Print or Type)
By Dated:

Deputy
Address

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Revised 7/1/24 Page 12 of 13

EXHIBIT A

INSURANCE REQUIREMENTS
Contractor shall procure and maintain for the duration of the contract, and for 2 years thereafter, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Contractor, his agents, representatives, employees, or subcontractors.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office (ISO) Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $5,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form CA 0001 covering Code 1 (any auto), with limits no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employers’ Liability insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Contractors’ Pollution Legal Liability and/or Asbestos Legal Liability and/or Errors and Omissions (if project involves environmental hazards) with limits no less than $1,000,000 per occurrence or claim, and $2,000,000 policy aggregate. If the services involve lead-based paint or asbestos identification/remediation, the Contractors Pollution Liability policy shall not contain lead-based paint or asbestos exclusions. If the services involve mold identification/remediation, the Contractors Pollution Liability policy shall not contain a mold exclusion, and the definition of Pollution shall include microbial matter, including mold.

If the contractor maintains broader coverage and/or higher limits than the minimums shown above for all policies, the Entity requires and shall be entitled to the broader coverage and/or higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Entity.

Self-Insured Retentions
Self-insured retentions must be declared to and approved by the Entity. At the option of the Entity, either: the contractor shall cause the insurer shall to reduce or eliminate such self-insured retentions as respects the Entity, its officers, officials, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to the Entity guaranteeing payment of losses and related investigations, claim administration, and defense expenses. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or Entity.

Other Insurance Provisions:

Additional Insured

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Revised 7/1/24 Page 13 of 13
The Entity, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Contractor.

General liability coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

Primary Insurance
For any claims related to this project, the Contractor’s insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.

Notice of Cancellation
Contractor shall provide immediate written notice if (1) any of the required insurance policies is terminated; (2) the limits of any of the required polices are reduced; (3) or the deductible or selfinsured retention is increased. In the event of any cancellation or reduction in coverage or limits of any insurance, Contractor shall forthwith obtain and submit proof of substitute insurance.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M.

Best rating of no less than A: VII, unless otherwise acceptable to the Entity.

Waiver of Subrogation
Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the Entity for all work performed by the Contractor, its employees, agents and subcontractors.

Verification of Coverage
Contractor shall furnish the Entity with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting coverage required by this clause) and a copy of the Declarations and Endorsement Page of the CGL policy listing all policy endorsements to Entity before work begins. However, failure to obtain the required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The Entity reserves the right to require complete, certified copies of all required insurance policies, including endorsements, required by these specifications, at any time.

Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that Entity is an additional insured on insurance required from subcontractors. For CGL coverage subcontractors shall provide coverage with a form at least as broad as CG 20 38 04 13.

Special Risks or Circumstances
Entity reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other circumstances.

Page 90 of 312 ends

STAFF REPORT
TO: City Council
FROM: Information Services Director
FOR MEETING: Apr 14 2026
SUBJECT: Council Chambers Audio and Video Upgrade for SB707.

RECOMMENDATION:

The City Council approve the purchase from Rat Sound Systems in the amount of $21,483.92 for the upgrades to the Council Chambers as a result of SB707 and authorize Staff to pay at the time of order. This equipment is a special order, and we do not have an established relationship with this vendor.

ORDER OF PROCEDURE:

Request Staff Report (IS Director Presenting)
Council Question of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Quote_512324_1
BACKGROUND:

In October of 2025, Governor Newsom signed Senate Bill 707(Durazo) into law. SB 707 makes updates to the Ralph M. Brown Act (Government Code section 54950 et seq.), the primary open meeting law governing local agency legislative bodies. The legislation both restores and restructures various provisions set to expire in 2026, makes certain permanent transparency-related reforms, and establishes new requirements to enlarge public access and participation in local government proceedings.

Starting on July 1, 2026, eligible legislative bodies must provide the public with the ability to attend all open and public meetings via a two-way telephonic service or two-way audiovisual platform (e.g., Teams). Each eligible legislative body must also adopt, at a noticed public meeting, a written policy for responding to disruptions in the telephonic or internet service that prevents public members from attending or observing the meeting. In the event of such a disruption, the body must recess its open session and engage in a good faith attempt to restore service.

The session must stay in recess for at least an hour or until the disruption has been addressed and remedied, whichever is earlier.

SB 707 also substantially reorganizes and expands the Brown Act’s teleconferencing framework through new Sections 54953.8 through 54953.8.7. These provisions create a unified structure of remote participation and teleconferencing as an alternative and in addition to the traditional teleconferencing provision under section 54953. For clarity, the teleconference framework through the new Sections 54953.8 through 54953.8.7 are not limited to “eligible legislative bodies” but are for all legislative bodies of local agencies to use. Teleconferencing under Section 54953, sometimes referred to as the Traditional Teleconferencing Rules, remains available for members of a legislative body. Under Section 54953, at least a quorum of the members of the legislative body

Page 91 of 312 ends

must be present within the jurisdictional boundaries of the local agency during a teleconference meeting. Any teleconferencing location is also required to be accessible to the public.

The new alternative teleconferencing provisions, under section 54953.8, authorize teleconferencing, under limited and specific circumstances, without the traditional quorum and location requirements. Depending on the type of local agency, different quorum, location, and public accessibility requirements may be imposed. The relevant provisions also expanded the list of “just cause” that permits members to participate remotely for reasons including, but not limited to, childcare responsibilities, illness, family medical emergencies, or military service.

Based on this legislation, Staff has conducted a thorough review of the equipment currently present in the Council Chambers. As Staff has been responsible for the Council Chamber since 2007, having installed all current equipment, Staff quickly determined the existing analog equipment is not sufficient to handle the new required workload. Staff decided the most appropriate action was to design a new purpose-built system, capable of handling the increased workload and maintaining reliability.

To assist with this design, Staff reached out to Kyle Matthews of Geertech. Geertech is uniquely positioned in the enterprise audio and video space. Geertech is funded by the manufacturers of enterprise audio and video equipment, providing design and demonstration assistance at no cost to the City. Kyle came onsite and did an initial assessment of our current equipment, agreeing with Staff’s determination that the current equipment was not capable of meeting the new requirements.

Kyle proposed several potential options for Staff to research. Staff then researched all options and requested onsite demonstrations for a series of products. Kyle was able to conduct the on-site demonstrations with manufacturer support, helping us determine the most cost effective and reliable path forward.

The selected products do come with some proprietary sales restrictions, as resellers have territories and categories assigned to them. While discussing our procurement policy it was determined that there was a single vendor that met all of the requirements and capabilities to provide us with the equipment. Staff is recommending this vendor, Rat Sound Systems, as the sole source provider for the enterprise equipment only (see attached quote). This quote includes extra devices to be used as cold spares, ensuring compliance with the good faith restoration effort required in the legislation. The vendor carries the two unique product lines and is authorized to sell to commercial entities. The vendor is also capable of providing on demand support without an annual contract. Purchasing this equipment from this vendor allows us to receive setup support directly from AV PRO.

Staff believes this support will be critical to ensuring a seamless transition.

Staff is asking the City Council to approve the purchase of the items listed on quote 512324, in the amount of $21,483.92. Staff is also asking the City Council to allow the deviation from our standard procurement policy and authorize payment of an invoice at time of order. This represents a large portion of the necessary equipment but not all. Staff will make additional purchases from our standard vendors using the current procurement policy.

STRATEGIC PLAN:

Identify the various goals within the Five Year strategic plan this agenda item helps addresses and/or achieve.

Not Applicable-This item is related to compliance with State Law.

ENVIRONMENTAL:

N/A
ALTERNATIVES:

No alternatives will allow compliance with State Law in the limited time available.

FISCAL IMPACT:
$21,483.92 will be taken from the Public Access TV Funds Budget. Page 92 of 312 Rat Sound Systems, Inc.
486 Constitution Ave
Camarillo, CA 93012-8529
www.ratsound.com
8053830777
No. 512324
Date 4/1/2026

BILL TO
City of Twentynine Palms
6136 Adobe Road
Twentynine Palms, CA 92277
Contact Elijah Marshall
Email [email protected]

SHIP TO
City of Twentynine Palms
6136 Adobe Road
Twentynine Palms, CA 92277
Contact Elijah Marshall
Phone (760) 409-0758

CONTACT
Elijah Marshall
[email protected]
(760) 367-6799
Terms Revision Modified Date/Time Sales Rep Initials
Prepaid 1 4/1/2026 5:20:31 PM KC
LINE
NO.

ITEM MANUFACTURER DESCRIPTION QUANTITY PRICE EXT. UOM
QUOTE
1 ANI4IN-XLR Shure 4-Input, XLR connectors, Mic/Line Dante™ Audio Network Interface with PEQ and Audio
Summing
4 525.49 2,101.96 EA
2 CRT1 Shure 1 RU component rack tray for Audio Network Interface (ANI)
2 48.07 96.14 EA
3 MXN5W-C Shure 5.25 INCH WHITE CEILING DANTE

LOUDSPEAKER
10 408.60 4,086.00 EA
4 P300-IMX Shure Audio Conferencing Processor 1 1,556.81 1,556.81 EA 5 Equipment
Sales - New 1
AVPRO EDGE 24-Port RJ45 switch (1G) w/
Intelligent AV Processing, 24
PoE ports & 4 SFP+ Por
p/n - AC-MXNET-SW24
1 2,604.61 2,604.61 EA
6 Equipment
Sales - New 2
AVPRO EDGE MXNet 12 Port Networked
Switch
p/n - AC-MXNET-SW8P
1 1,171.36 1,171.36 EA
7 Equipment
Sales - New 3
AVPRO EDGE MXNET 1G Control Box with an
HA port for connected two units for redundancy
p/n - AC-MXNET-CBOX-HA
1 428.68 428.68 EA
8 Equipment
Sales - New 4
AVPRO EDGE MXNet 1G Evolution II Decoder
p/n - AC-MXNET-1G-DV2
6 780.48 4,682.88 EA
9 Equipment AVPRO EDGE MXNet 1G Evolution II Encoder 3 780.48 2,341.44 EA Sales - New 5 p/n - AC-MXNET-1G-E V2

Page 1 of 2 ends

LINE
NO.

ITEM MANUFACTURER DESCRIPTION QUANTITY PRICE EXT. UOM
10 Equipment
Sales - New 6
AVPRO EDGE 2U Rack Mount for two MXnet
1G encoders/decoders
p/n - AC-MXNET-1G-R2
1 136.22 136.22 EA
11 Equipment
Sales - New 7
BULLET TRAIN 1 Meter HDMI Cable (3.2FT) -
18Gbps Ultra High Speed
p/n - AC-BT01-AUHD
4 12.92 51.68 EA
12 Equipment
Sales - New 8
BULLET TRAIN 2 Meter HDMI Cable (6.5FT) -
18Gbps Ultra High Speed
p/n - AC-BT02-AUHD
2 17.66 35.32 EA
13 Equipment
Sales - New 9
BULLET TRAIN 10 Meter HDMI Cable (32.8FT)
- 18Gbps Ultra High Speed Directional
p/n - AC-BT10-AUHD
1 88.73 88.73 EA
Modified By : Kasey Subtotal 19,381.83
Ship Method : Best Method Ship Amount 600.00
Revision : 1 Taxes 1,502.09
Memo : Total Amount 21,483.92
Please note that pricing is subject to change due to the current volatility in U.S. trade tariffs. This quotation is valid on this date only and may be adjusted due to fluctuations beyond our control.

Page 2 of 2 ends

STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Apr 14 2026
SUBJECT: Consideration of Resolution No. 8760 Approving the Measure I Continuation Expenditure Plan Developed by the San Bernardino County Transportation Authority.

RECOMMENDATION:

The City Council Adopt Resolution No. ___ approving the Measure I Continuation Expenditure Plan developed by the San Bernardino County Transportation Authority.

ORDER OF PROCEDURE:

Measure I is a one-half of one percent transactions and use tax originally approved by San Bernardino County voters in 1989 and renewed in 2004. The measure provides dedicated funding for transportation improvements throughout the County and is currently set to expire on April 1, 2040. The San Bernardino County Transportation Authority (SBCTA) is proposing a continuation of Measure I beyond 2040, which is anticipated to be placed before voters on the November 3, 2026 ballot. If approved by voters, the continuation would maintain the existing one-half of one percent sales tax rate without increasing taxes and is estimated to generate approximately $7.5 billion over its first 30 years. Revenues would remain within San Bernardino County and would continue to be dedicated exclusively to transportation-related purposes.

The proposed Expenditure Plan allocates revenues by percentage and geographic subarea. The City of Twentynine Palms is located within the San Bernardino Mountain Desert Subarea, where funds would be allocated as follows: seventy percent (70%) for Local Mobility, twenty percent (20%) for Regional Mobility, and ten percent (10%) for Operations. Local Mobility funds are distributed directly to jurisdictions based on population and may be used for street rehabilitation, pothole repair, sidewalks, bicycle facilities, grade separations, and related improvements. Jurisdictions must adopt an annually updated Five-Year Plan to receive funds, and five percent (5%) must initially be reserved for active transportation projects. Page 95 of 312
Regional Mobility funds support major regional projects such as freeway and interchange improvements, rail capital and rehabilitation, congestion management, and related system enhancements, with expenditures determined by the SBCTA Board based on recommendations from local representatives.

Operations funds support transit and mobility services, including bus and rail operations, senior and specialized transportation services, rideshare programs, and first/last mile connections. Additionally, three percent (3%) of total countywide revenue is reserved for Interregional Mobility projects addressing key corridors, goods movement, and emergency and disaster response infrastructure.

The Expenditure Plan includes return-to-source provisions, annual local audits, biennial SBCTA audits, and continued oversight by an Independent Taxpayer Oversight Committee. Pursuant to Public Utilities Code Section 180206, the Expenditure Plan must be approved by the County Board of Supervisors and a majority of the cities representing a majority of the incorporated population in order to place the measure before voters. Participating jurisdictions are being asked to consider the Resolution in advance of the deadlines necessary to place the measure on the November 2026 ballot.

As of the writing of this Staff Report (March 26, 2026) 17 of SBC's 24 cities have approved the attached expenditure plan. The remaining seven cities are scheduled to complete their review and approvals by April 14, 2026.

STRATEGIC PLAN:

Identify the various goals within the Five Year strategic plan this agenda item helps addresses and/or achieve.

Please delete all underlined and/or italic text found in this section.

This agenda item addresses the following strategic plan goals:
 Goal X#.#
 Goal Y#.#
 Goal Z#.#
For example:

This agenda item addresses the following strategic plan goals:
 A1.4: Identify local tourism’s and businesses’ role with implementing the City’s economic development goals.
 A1.5: Expand opportunities to increase entrepreneurial creativity in products and services provided by new and established local businesses and retailers.
 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.  B2.5: Explore feasibility of establishing a restaurant exclusion zone to promote local eateries over chain restaurants.

ENVIRONMENTAL:

No impact.

ALTERNATIVES:

City Council may deny Staff's recommendation and provide alternative direction.

FISCAL IMPACT: Page 96 of 312
Lose of Measure I funds will result in either the use of City General Fund monies to continue funding road repairs or a decrease in the amount and frequency of road repair.

Page 97 of 312 ends

Exhibit A
Transportation Expenditure Plan
Revenue Estimates and Distribution. Allocation of revenue authorized by Ordinance No. 26-1 is established within this Expenditure Plan. Funds shall be allocated by percentage of the actual revenue received. An estimate of revenues and allocation among categories for the first 30 years is $7.5 billion. The estimated revenue is based upon 2026 value of money and is not binding or controlling.

Return to Source. After deduction of required CDTFA fees, funds dedicated for the Interregional Mobility Expenditure Plan and authorized administrative costs, revenues generated from each specified Subarea within San Bernardino County will be expended on projects of direct benefit to that Subarea.

Revenues will be accounted for separately for each Subarea and then allocated to specified project categories. Decisions on how revenues for certain project categories are expended within the Subareas will be made by the Authority Board of Directors, based upon recommendation of local representatives.

Subarea Identification. The San Bernardino Valley Subarea will include the cities of Chino, Chino Hills, Colton, Fontana, Grand Terrace, Highland, Loma Linda, Montclair, Ontario, Rancho Cucamonga, Redlands, Rialto, San Bernardino, Upland and Yucaipa and unincorporated areas in the east and west portions of the San Bernardino valley urbanized area. The Mountain/Desert area will include the following subareas: (1) The North Desert Subarea, which includes the City of Barstow and surrounding unincorporated areas; (2) The Colorado River Subarea, which includes the City of Needles and the surrounding unincorporated areas of the East Desert; (3) The Morongo Basin Subarea, which includes the City of Twentynine Palms, Town of Yucca Valley, and surrounding unincorporated areas; (4) The Mountain Subarea, which includes the City of Big Bear Lake and surrounding unincorporated areas of the San Bernardino Mountains; and (5) the Victor Valley Subarea, which includes the Cities of Adelanto, Hesperia, and Victorville; the Town of Apple Valley; and surrounding unincorporated areas including Wrightwood.

Contribution from New Development. No revenue generated from the tax shall be used to replace the fair share contributions required from new development as further described in Section 8 of the Ordinance.

Requirement for Annual Financial and Compliance Audits of Measure Funds. The San Bernardino County Transportation Authority shall undergo a biennial financial audit, and each local jurisdiction receiving an allocation of Measure revenue authorized in this Expenditure Plan shall undergo an annual financial audit, with all audits to be performed in accordance with generally accepted auditing standards and government auditing standards issued by the Comptroller General of the United States. Compliance audits also shall be conducted to ensure that each agency is expending funds in accordance with the provisions and guidelines established for Measure revenue including compliance with Maintenance of Effort provisions
The Interregional Mobility Expenditure Plan. Upon initial collection of revenue, 3% of the revenue generated across all San Bernardino County subareas will be reserved in advance of other allocations specified in this plan, in an account for the Interregional Mobility Expenditure Plan. The Interregional Mobility Expenditure Plan will provide resources for the planning and implementation of projects and programs that provide critical infrastructure to communities impacted by regional motorist, tourism, interregional travel, and goods movement. This program will help plan and deliver critical infrastructure improvements, such as enhancements in the Cajon Pass and other key corridors, that address congestion,

Page 98 of 312 ends

enhance mobility, improve safety, and strengthen resilience. It will also support evacuation planning, bolster emergency response capabilities, improve primary evacuation routes, and fund transit-related evacuation needs. In addition, the program will be available to address unexpected infrastructure damage resulting from natural or human-caused disasters, ensuring rapid recovery and the restoration of essential interregional mobility.

San Bernardino Valley Subarea Expenditure Plan. In that area described as the San Bernardino Valley Subarea, and referred to herein as the Valley Subarea, project categories shall be established as specified below. The San Bernardino Valley Subarea Expenditure Plan is illustrated in Figure A.

A. State and Federal Transportation Funds. A proportional share of projected state and federal transportation funds shall be reserved for use solely within the Valley Subarea.

B. Local Mobility 25%. Local priorities that focus on local roadway, bikeway, and sidewalk construction, repair, and maintenance for improved localized movement. Includes pass through for local priorities such as: local street widening & rehabilitation, potholes, grade separations, sidewalks, bike lanes, streetlights, and quiet zones. Allocations to local jurisdictions shall be on a per capita basis using the most recent State Department of Finance population estimates for January 1, with the County's portion based upon unincorporated population in the Valley Subarea. Estimates of unincorporated population within the Valley Subarea shall be determined by the County Planning Department, reconciled with the State Department of Finance population estimate for January 1 of each year.

Upon initial collection of revenue, each local jurisdiction shall reserve 5% of allocated revenue in a special account to be expended on active transportation projects. Eligible active transportation projects may include, at the discretion of the local jurisdiction, bicycle and pedestrian projects and costs for associated studies or plans. If, after at least ten years of revenue collection, the local jurisdiction’s governing body makes a finding that the reserve for active transportation projects is no longer necessary, and the Authority Board of Directors subsequently approves the finding, then all Local Mobility funds allocated to the local jurisdiction may be used for any eligible purpose.

Local Mobility projects are defined as local street and road construction, repair, and maintenance and other eligible local transportation priorities. Except as set forth herein, Local Mobility funds can be used flexibly for any eligible transportation purpose determined to be a local priority, including local streets, major highways, state highway improvements, transit, and other improvements/programs to maximize use of transportation facilities. Expenditure of Local Mobility funds shall be based upon a Five-Year Plan adopted annually by the governing body of each local jurisdiction after being made available for public review and comment. Local Mobility funds shall be disbursed to local jurisdictions upon receipt of the annually adopted Five-Year Plan. The locally adopted Five-Year Plan shall be consistent with local, regional, and state transportation plans.

C. Regional Mobility 50%. Regional priorities that focus on goods movement, transit, managed lanes, congestion management, and emerging transportation technologies to enhance regional movement and include: highway improvements, bus and passenger rail (capital and rehabilitation), corridors, interchanges, environmental mitigation, traffic management systems (freeway service patrol and air quality strategies), quiet zones, planning and project development, and emerging transportation technology.

Regional Mobility projects are defined as congestion relief and safety improvements to corridors that connect communities, serve major destinations, and provide freeway access. Decisions on how Regional Mobility funds are expended will be made by the Authority Board of Directors, based upon recommendation of local jurisdiction representatives. Funding priorities shall be given to improving roadway safety, relieving congestion, and street improvements at rail crossings and shall take into

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account equitable geographic distribution over the life of the program. Eligible projects also include, but are not limited to, signal synchronization, systems to improve traffic flow, commuter assistance programs, freeway service patrol, and projects that contribute to environmental enhancement associated with transportation facilities.

D. Operations 25%. Resourcing the operational costs for providing mobility services via rail, transit, senior and specialized services, first/last mile connections, ridesharing, and safety support functions.

Decisions on how Operations funds are expended will be made by the Authority Board of Directors, based upon recommendations of local jurisdiction representatives. Funding priorities shall be given to maintaining core services across all modes of mobility.

Mountain/Desert Expenditure Plan. In that area described as the Mountain/Desert area, the following Expenditure Plan requirements shall apply. The Mountain/Desert Subarea Expenditure Plan is illustrated in Figure B.

A. State and Federal Transportation Funds. A proportional share of projected state and federal transportation funds shall be reserved for use solely within the Mountain/Desert Subareas.

B. Local Mobility 70%. Local priorities that focus on local roadway, bikeway, and sidewalk construction, repair, and maintenance for improved localized movement. Includes pass through for local priorities such as: local street widening & rehabilitation, potholes, grade separations, sidewalks, bike lanes, and streetlights. Allocations to local jurisdictions shall be based upon population (50 percent) and tax generation (50 percent). Population calculations shall be based upon the most current State Department of Finance estimates for January 1 of each year. Estimates of unincorporated population within each Subarea shall be determined by the County Planning Department, reconciled with the State Department of Finance population estimate. Tax generation calculations shall be based upon CDTFA data.

Upon initial collection of revenue, each local jurisdiction shall reserve 5% of allocated revenue in a special account to be expended on active transportation projects. Eligible active transportation projects may include, at the discretion of the local jurisdiction, but are not limited to, bicycle and pedestrian projects and costs for associated studies or plans. If, after at least ten years of revenue collection, the local jurisdiction’s governing body makes a finding that the reserve for active transportation projects is no longer necessary, and the Authority Board of Directors subsequently approves the finding, then all Local Mobility funds allocated to the jurisdiction may be used for any eligible purpose.

Local Mobility projects are defined as local street and road construction, repair, and maintenance and other eligible local transportation priorities. Except as set forth herein, Local Mobility funds can be used flexibly for any eligible transportation purpose determined to be a local priority, including local roads, major streets, state highway improvements, transit, including but not limited to, fare subsidies and service enhancements for seniors and persons with disabilities, and other improvements/programs to maximize use of transportation facilities. Expenditure of Local Mobility funds shall be based upon a Five-Year Plan adopted annually by the governing body of each local jurisdiction after being made available for public review and comment. Local Mobility funds shall be disbursed to local jurisdictions upon receipt of the annually adopted Five-Year Plan. The locally adopted Five-Year Plans shall be consistent with other local, regional, and state transportation plans.

C. Regional Mobility 20%. Regional priorities that focus on goods movement, transit, managed lanes, congestion management, and emerging transportation technologies to enhance regional movement and include: highway improvements, bus and passenger rail (capital and rehabilitation), corridors, interchanges, environmental mitigation, traffic management systems (freeway service patrol and air quality strategies), planning and project development, and emerging transportation technology.

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Revenue collected within each Subarea shall be reserved in a special account to be expended on Regional Mobility projects of benefit to the Subarea. Regional Mobility projects are defined as major streets and highways serving as primary routes of travel within the Subarea, which may include State highways and freeways, where appropriate. Regional Mobility Projects funds can be used to leverage state and federal funds for transportation projects and to perform advance planning/project reports.

Expenditure of Regional Mobility funds shall be approved by the Authority Board of Directors, based upon a recommendation of Subarea representatives and the Mountain/Desert Policy Committee. If, after five years of revenue collection and every five years thereafter, the local representatives and the Mountain/Desert Policy Committee make a finding that Regional Mobility funds are not required for improvements of benefit to the Subarea, then revenue in the Regional Mobility category may be returned to local jurisdictions within the Subarea. Such return shall be allocated and expended based upon the formula and requirements established in the Local Mobility category.

D. Operations 10%. Resourcing the operational costs for providing mobility services via rail, transit, senior and specialized services, first/last mile connections, ridesharing, and safety support functions.

Decisions on how Operations funds are expended will be made by the Authority Board of Directors, based upon recommendation of Subarea representatives and the Mountain/Desert Policy Committee and/or Transit Committee. Funding priorities shall be given to maintaining core services across all modes of mobility services.

The Authority Board of Directors, based upon recommendation of Subarea representatives and the Mountain/Desert Policy Committee, may provide additional funding beyond 10% upon a finding that such increase is required to address unmet transit needs of the Subarea. All increases above the 10% initial revenue collected for the Operations category shall come from the Local Mobility category of the Subarea.

E. Mountain/Desert Policy Committee. The Mountain/Desert Policy Committee of the Authority shall remain in effect and provide oversight of the implementation of the Mountain/Desert Expenditure Plan.

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Measure “I”
Transportation Expenditure Plan

FIGURE A
San Bernardino Valley Subarea Expenditure Plan

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14 FIGURE B
Mountain Desert Expenditure Plan

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Exhibit “B”
Independent Taxpayer Oversight Committee (ITOC)
ITOC Goal and Function. Voter approval of this Measure shall result in the continuation of the existing Independent Taxpayer and Oversight Committee (ITOC) as follows:

The ITOC shall provide citizen review to ensure that all Measure funds are spent by the San Bernardino County Transportation Authority (hereby referred to as the Authority) in accordance with provisions of the Expenditure Plan and Ordinance No. 26-1, Measure I and the Measure I Expenditure Plan.

Audit Requirement. A bi-annual fiscal and compliance audit shall be performed in accordance with generally accepted auditing standards and Government Auditing Standards issued by the Comptroller General of the United States. The audit shall review the basic financial statements of the Authority as defined by the Governmental Accounting Standards Board and the financial and compliance audits of the member jurisdictions.

Role of Financial and Compliance Audit and the ITOC. The ITOC shall review the annual audits of the Authority; report findings based on the audits to the Authority; and recommend any additional audits for consideration that the ITOC believes may improve the financial operation and integrity of program implementation.

The Authority shall hold a publicly noticed meeting, which may or may not be included on the agenda of a regularly scheduled Authority Board of Directors meeting, with the participation of the ITOC to consider the findings and recommendations of the audits.

Membership and Selection Process. The Authority shall have an open process to select five committee members, which shall include solicitation of trade and other organizations to suggest potential nominees to the committee. The committee members shall possess one of the following credentials:
• Professional in the field of municipal audit, finance and/or budgeting with a minimum of five years in a relevant and senior decision-making position in the public or private sector. • Licensed civil engineer or trained transportation planner with at least five years of demonstrated experience in the fields of transportation and/or urban design in government and/or the private sector. No member shall be a recipient or sub-recipient of Measure funding.
• Three public members who possess knowledge and skills that will be helpful to the work of the ITOC.

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The Chair and the Executive Director of the Authority shall serve as ex-officio members of the ITOC.

Terms and Conditions for Committee. Committee members shall serve staggered four-year terms. In no case shall any voting committee member serve more than twelve years on the ITOC.  Committee members shall serve without compensation, except they shall be reimbursed for authorized travel and other expenses directly related to the work of the ITOC.  Committee members cannot be a current local elected official in the County or a full-time staff member of any city/town, the County government, local transit operator, or state transportation agency.
 Non-voting ex-officio committee members shall serve only as long as they remain incumbents in their respective positions and shall be automatically replaced by their successors in those positions.
 If vacancies on the ITOC occur, for any reason, Authority staff will collaborate with Authority Board members to find an appropriate replacement, within 90 days of the vacancy or as soon thereafter as possible, to fill the remainder of the term.  When more than one application is received for a vacancy, the General Policy Committee will make a recommendation to the Authority Board of Directors to appoint an applicant to the ITOC.
 When only one application is received, the Board President will recommend to the Board the applicant’s appointment to the ITOC.

ITOC Operation Protocols.
 The ITOC shall continue as long as Measure revenues are collected.  Authority Board of Directors and staff shall fully cooperate with and provide necessary support to ensure the ITOC successfully carries out its duties and obligations.

Conflict of Interest. ITOC voting members shall have no legal action pending against the Authority and are prohibited from acting in any commercial activity directly or indirectly involving the Authority, such as being a consultant during their tenure on the ITOC. ITOC voting members shall not have direct commercial interest or employment with any public or private entity that receives the transportation tax funds authorized by the voters in this Ordinance.

Exhibit C (Ballot Question)
Measure “I” Local Transportation Improvement Program
San Bernardino County Road Repair/Traffic Relief Extension Without raising tax rates, shall an ordinance to fund repairing potholes; keeping local roads in good condition; completing freeway/highway projects to improve traffic flow/safety, reduce traffic bottlenecks;

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upgrading aging bridges/overpasses; creating local jobs; keeping student/senior/disabled/veteran transit fares low be adopted, extending the ½¢ voter-approved transportation sales tax, providing approximately $250,000,000 annually until ended by voters, requiring audits, oversight, spending disclosure, local control?

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CITY OF TWENTYNINE PALMS

CITY COUNCIL
RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

TWENTYNINE PALMS, CALIFORNIA, APPROVING THE

EXPENDITURE PLAN FOR THE EXPENDITURE OF REVENUES IN

SAN BERNARDINO COUNTY EXPECTED TO BE DERIVED FROM

THE PROPOSED CONTINUATION OF MEASURE I
WHEREAS, the voters of San Bernardino County (“County”) passed Measure I in November 1989 and renewed it in 2004, authorizing San Bernardino Associated Governments, acting as the San Bernardino County Transportation Authority, to impose a one-half of one percent transactions and use tax for transportation improvements, applicable in the incorporated and unincorporated territory of the County of San Bernardino, through April 1, 2040; and WHEREAS, Measure I has provided funding for numerous transportation projects, including freeways, local roads, major streets, interchanges, the Metrolink commuter train system, public buses, traffic signals, and more; and
WHEREAS, the imposition of the one-half of one percent transactions and use tax is set to expire in 2040; and
WHEREAS, San Bernardino County Transportation Authority, after engagement with private sector stakeholders and city and County representatives, has prepared an Expenditure Plan for the revenues expected to be derived from the proposed continuation of Measure I, which is anticipated to be placed on the November 3, 2026, ballot; and WHEREAS, the proposed Expenditure Plan for the continuation of Measure I is attached hereto as Exhibit 1; and
WHEREAS, if approved by the voters, the continuation of Measure I would authorize the collection of a one-half of one percent sales tax and generate an estimated $7.5 billion in its first 30 years for local transportation projects; and
WHEREAS, if approved by the voters, the continuation of Measure I would not institute a new tax, but continue the existing one-half of one percent sales tax for transportation after April 1, 2040; and
WHEREAS, revenues raised from the continuation of Measure I would remain in San Bernardino County and could not be allocated by the state or federal government; and WHEREAS, Measure I would provide a long-term funding source to help fight traffic congestion; improve local streets, major roads and highways; and enhance San Bernardino County’s economy by providing construction-related jobs, manufacturing jobs, and an effective transportation system to meet the needs of residents and the business community; and

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WHEREAS, Public Utilities Code section 180206 requires that the Measure I Continuation Expenditure Plan be approved by the County Board of Supervisors and a majority of the cities representing a majority of the population residing in incorporated areas.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TWENTYNINE PALMS, CALIFORNIA, RESOLVES AS FOLLOWS:

Section 1. The foregoing recitals are true and correct and are hereby incorporated as if fully set forth into this Resolution.

Section 2. The City Council hereby approves the Measure I Continuation Expenditure Plan developed by the Board of Directors of the San Bernardino County Transportation Authority attached hereto as Exhibit 1 and incorporated herein by this reference.

Section 3. The City Manager is authorized and directed to take all such other actions as may be necessary to effectuate this Resolution.

Section 4. This Resolution shall take effect immediately upon its adoption by the City Council and the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 14th day of April 2026. ______________________________
Daniel L. Mintz Sr., Mayor
ATTEST:
_______________________________
Cindy Villescas, CMC, City Clerk
APPROVED AS TO FORM:
_______________________________
A. Patrick Muñoz, City Attorney

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I hereby certify that the foregoing is a true copy of Resolution No. ___, duly adopted by the City Council of the City of Twentynine Palms in a meeting held on the 14th day of April, 2026, in Twentynine Palms, California by the following vote, to wit.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

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

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STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Apr 14 2026
SUBJECT: Consideration of Joint Powers Agreement Participation in the San Bernardino Regional Housing Trust.

RECOMMENDATION:

The City Council adopt a Resolution (Resolution will be presented prior to or at the time of the meeting) approving membership in the Joint Powers Authority for the San Bernardino Regional Housing Trust and authorize the Mayor and/or City Manager to execute the Joint Exercise of Powers Agreement, subject to non-substantive clerical changes, and appoint the Mayor or a member of the City Council to represent the City as a board member of the newly formed Trust Board of Directors.

ORDER OF PROCEDURE:

Request Staff Report (City Manager Presenting)
Council Question of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• 2022-12-15 29 Palms Letter of
Interest
• Funding Program
Recommendations
Memo_9.5.2025
• Funding Strategy and
Implementation Plan_9.5.2025
(1)
• Needs Assessment_09042025
CleanV2
• SBRHTAdHoc_JPA Structure
Dec Board.2025
• 2026-04-03 Email
Confirmation of $1.75M
Allocation Award SB Regional
Housing Trust and $1.75 Million
29 Palms REAP allocationPage 111 of 312
BACKGROUND:

California faces a significant housing supply and affordability crisis spurred by high land costs, rising construction costs, limited financing options, and other market constraints. These issues and challenges have manifested at the local level with compounding and interrelated impacts on housing supply, homelessness, and regional economic stability. Addressing these issues requires coordinated actions at the local, regional, and statewide levels.

One such regional action is the establishment of the San Bernardino Regional Housing Trust (SBRHT), which would raise and leverage funds to support affordable housing production, preservation, rehabilitation, and other housing-related activities across the San Bernardino region.

In response to increasing concern regarding housing challenges in the region the City/County Managers Technical Advisory Committee (CCMTAC) of the San Bernardino Council of Governments (SBCOG) formed an ad hoc subcommittee in 2021 to explore the feasibility of implementing a housing trust fund.

At the direction of the Subcommittee, SBCOG released the San Bernardino Regional Housing Trust White Paper (White Paper) in January 2022, which outlines potential benefits, governance structures, and relevant case studies related to the formation of a housing trust fund.

The White Paper concludes that a regionally structured housing trust fund would benefit the region through shared governance, administrative efficiency, enhanced visibility to potential investors, developers, and the state, and economies of scale that localized efforts may not achieve on their own.

Following the release of the White Paper, SBCOG developed the SBRHT Strategic Plan, which assesses housing needs throughout the San Bernardino region and identifies potential funding sources, financing mechanisms, and programmatic activities that could be supported by the SBRHT. Throughout 2022 and 2023, SBCOG conducted extensive outreach, engaging local decision-making bodies, city and county managers, planning staff, elected officials, developers, and housing administrators.

Based on this research and outreach, it was recommended that a housing trust fund serving the San Bernardino region be structured as a Joint Powers Authority (JPA) comprised of local jurisdictions within the region. On April 5, 2023, the SBCOG Board of Directors authorized staff to begin the process of establishing the SBRHT, including the formation of a new JPA.

SBRHT Benefits
The SBRHT aims to provide a coordinated, regional approach to addressing housing needs throughout the San Bernardino region by raising and leveraging funds to support housing development, with a particular focus on affordable housing. Participation in the JPA would:
 Expand funding opportunities by leveraging state, federal, and private resources;  Support affordable housing projects within the [City/County] and throughout the region;  Provide regional coordination and administration to address housing needs comprehensively;  Increase development interest and investment in the region; and  Ensure local representation in decision-making through the JPA governance structure.

The Housing Trust Ad Hoc Committee is currently developing recommendations regarding policies and priorities. By joining the JPA, the [City/County] would have a direct role in shaping these policies and priorities.

JPA Development
A draft Joint Powers Authority (JPA) Agreement was circulated to all SBCOG member agencies on December 15, 2025 for review and comment. SBCOG received feedback several jurisdictions and subsequently met with the CCMTAC Housing Trust Ad Hoc Committee on February 5, 2026 and February 23, 2026, to discuss proposed . The attached JPA Agreement reflects revisions based on comments received and discussions held.

The SBRHT Joint Exercise of Powers Agreement incorporates the provisions of SB 20 (2023), as well as the broader Joint Exercise of Powers Act. Utilizing the provisions of SB 20 allows the SBRHT to be an early adopter of this legislation, which may increase visibility and interest from the State Legislature and enhance opportunities for state funding. Incorporation of the broader Joint Exercise of Powers Act provides flexibility for the SBRHT to exercise powers that are common to its member agencies.

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The governing structure of the SBRHT is centered on a Board of Directors, which exercises all powers and authority on behalf of the organization. The Board of Directors will consist of one locally elected representative from each participating member agency, as well as at least two housing policy experts.

Housing policy experts will be selected by a vote of the elected members of the Board. The Board will also elect officers, including a Chair and Vice Chair, and may establish advisory committees as needed.

The SBRHT may contract for administrative staff or services as necessary. The Board is responsible for adopting bylaws, overseeing budgets, and ensuring compliance with California’s Joint Exercise of Powers Act and other applicable state laws. All meetings will be conducted in accordance with the Brown Act, ensuring transparency and public accountability. Overall, the governance model balances local representation with subject-matter expertise while maintaining operational independence from its Member Agencies.

JPA formation estimated cost update:

As of March 6, 2026, 9 jurisdictions confirmed to take the JPA forward, and the initial cost estimate from 3/6 was based on those agencies. You may recall that the cost range tiers will be based on population of the jurisdictions per Board of Director direction. At that point, the cost range was $31,000-$55,000.

Since 3/6, 15 jurisdictions have either adopted or confirmed they are taking the JPA forward for consideration in the next 2 weeks. Additional agencies adopting results in a cost allocation estimate decrease for the members joining the JPA. Below is the cost estimate range with the assumption that those agencies scheduled for City Council/Board consideration will adopt. If an agency chooses not to adopt, the actual cost allocation will reflect the jurisdictions that do move to adopt.

The cost allocation estimate includes the following jurisdictions:

1. Adelanto - Adopted

2. Chino – Adopted

3. Chino Hills - Adopted

4. County of SB – Scheduled for 4/7

5. Fontana – Adopted

6. Montclair - Adopted

7. Needles - Adopted

8. Ontario – Scheduled for 4/8

9. Rancho Cucamonga – Adopted

10. Redlands – Scheduled for 4/7

11. Rialto – Scheduled for 4/14

12. San Bernardino (City) - Adopted

13. Twentynine Palms – Scheduled for 4/14

14. Upland – Adopted

15. Yucca Valley – Adopted
Year 1 ($300k) Year 3+ at Full Capacity ($475k)
Low High Low High
$10,000 $30,000 $25,000 $40,000
Additionally, the first Housing Trust Board meeting is scheduled for Wednesday, 5/13. The Clerk of the Board will be reaching out to the Board Appointees as we get closer to the meeting to ensure they are notified of proceedings and the agenda.

Short-term Benefit:
"A pilot project was awarded $1.75 Million in the City of Twentynine Palms when REAP funds were awarded to SBCOG for implementation of the Housing Trust. There is a tight timeline on use of the funds... The housing trust must allocate the funds to a viable project in the City by December. The

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funds must be expended within 5 years of allocation, so essentially, the project needs to be ready to go to construction in the next 7 months. " (emphasis added)(2026-04-03 email)(attached).

Staff is working to understand additional requirements and the potential to extend the window to allocate the funds.

STRATEGIC PLAN:

This agenda item addresses the following strategic plan goals:
 Goal C Strategy 1: Support development of housing stock.  Goal 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.
 Goal C1.4: Explore feasibility of incentive programs that attract new housing developments at multiple levels of affordability.

ENVIRONMENTAL:

There is no appreciable environmental impact.

ALTERNATIVES:

The City Council could choose not to join the JPA.

FISCAL IMPACT:

The cost of participating in the JPA is estimated to range from $25,000 to $40,000 per year. Currently, the JPA has selected the City of Ontario and Twentynine Palms to receive grant funding for subsidized housing.

Twentynine Palms has been allocated $1.75M.

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SEPTEMBER 2025
1 Funding Program
Recommendations Memo
Purpose
The San Bernardino region is facing a housing crisis, driven largely by a shortage of available affordable housing in the region. The drivers of the crisis and the broader housing needs are detailed in the San Bernardino Regional Housing Trust (Trust) Housing Needs Assessment. The San Bernardino region has made an important commitment to help meet the need for more affordable housing. This commitment is in the form of the establishment of the Trust. The Trust is one of many throughout California that will provide much needed funding to help increase the amount of affordable housing. The process of establishing the Trust has been underway since 2022, and the agency has reached an important point in planning for its financial future. This memorandum builds upon supplemental documentation and research conducted for the Trust, including but not limited to the Housing Trust White Paper, the Strategic Plan, and the Housing Needs Assessment. These documents provide essential supplemental information that lay the foundation for this memo.

The purpose of this memo is to establish a common understanding of potential housing trust funding sources, approaches to financing, housing activities that could be supported by a housing trust, and provides recommendations about which types of funding sources to prioritize. This memo serves as the foundation for the subsequent Funding Program Strategy and Implementation Plan, which establishes a 5- year strategy of actions the Trust should take to pursue funding, support projects, and administer the Trust.

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SEPTEMBER 2025
2 Funding Sources
Housing trusts can be funded by a variety of funding sources such as grants, loans, donations, taxes, and fees. Funding sources can generally be categorized into the following categories:
 Local Agency Public Revenue Sources
 State and Federal Sources
 Private and Philanthropic Contributions
Some housing trusts will receive a majority of their funding from one funding source, such as fees, but many seek out a variety of funding sources. A variety of funding sources is ideal for the long-term success of a housing trust, as various funding sources can help to ensure long-term funding security, can help build capital, and can provide increased flexibility for the types of projects awarded by housing trusts.

Furthermore, it helps minimize reliance on any one source that could be negatively impacted in the future.

Local Agency Public Funding Sources
Local agency public funding sources are typically established through ballot measures or local ordinances that are established by a city, county, or council of governments and can include taxes, linkage or impact fees, bonds, or other sources. This can also include housing trust membership dues or direct budget allocations. Public funding sources, generated locally, act as a mechanism to raise funding which can then be used to pay for affordable housing production. Such revenues are the most reliable and impactful means of funding housing at the regional scale, creating a permanent local source of funds while avoiding the complex and frequently changing availability of outside funding sources. In general, there are various means by which public agencies can raise and allocate funds for affordable housing production and preservation.

Crucially, all these public funding sources come with various requirements for how they are used, including, for example, prevailing wage requirements. Below is a list of the principal methods by which public agencies typically raise funds for affordable housing. Because the Trust will have the authority to exercise powers that are common to all it’s members, the Trust itself can work with its member agencies to establish mechanisms to raise funds for the Trust, and in other cases localities may pool their resources and dedicate them to the Trust
Tools to raise revenues without a ballot measure:
 Many localities use residual receipts payments on existing public agency affordable housing loans.

Residual receipts refers to the surplus (or “residual”) cash flow an affordable housing development earns from rental income after all maintenance and operations expenses and hard debt payments are made. In this sense, residual receipts payments are only paid when a project has income in excess of its operational and debt service costs. Soft debt loans, which are typically made by public agencies, are usually paid off by any residual receipts. San Diego County, for example, raised an estimated $5 million a year over a four-year period. While this is not a recommendation for the

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SEPTEMBER 2025
3 near-term of the Trust, this is something the Trust can consider as its funding sources become more secure over time.
 Similar to residual receipts payments, some localities leverage the value of publicly owned land to enter into ground lease agreements with affordable housing developers who then make upfront and/or ongoing ground lease payments. Leveraging publicly owned lands for affordable housing presents the Trust with a unique opportunity to significantly reduce the cost of development without expending significant resources. The Trust can consider working with member agencies to have publicly owned lands transferred to the Trust to manage land leases or dedications.  Many cities and counties receive a Permanent Local Housing Allocation (PLHA) through 2017’s Senate Bill 2 that can be used for a wide range of affordable housing development efforts. The use of PLHA funds is up to the cities and county that are recipients of such funds. These funds are eligible to be used for Trust membership dues.
 Though resources at the Federal level are being cut, allocations to localities (cities and counties) from the Department of Housing and Urban Development (HUD) can be pooled together to help leverage additional state-administered funds.
 Local public agencies with inclusionary housing ordinances often collect in lieu fees which can go to an affordable housing fund. The Trust may work within its membership to establish inclusionary housing requirements that could contribute in-lieu fees to the Trust. Alternatively, cities and counties may contribute such funds to a housing trust to help such funds go further and reduce local administration costs.
 Similar to inclusionary ordinances, the Trust can also work with its member agencies to create commercial linkage fees that could be used to generate funds for affordable housing. San Jose, for example, has projected their fee will raise around $6 million a year.  Enhanced Infrastructure Financing Districts (EIFDs) can raise funds to support affordable housing development. However, EIFDs are complex to form, used in limited settings, and do not have an extensive track record of implementation. Most significantly, by relying on tax increments, they essentially divert future property tax revenue from a local public agency’s general fund to geographically specific projects, and do not generate new revenues. While this may be an option for the Trust to support the establishment of EIFDs, it is not recommended that the Trust pursue this strategy at this time as the benefits will be too localized.

Ballot Measures
Housing Trusts can generate funds through ballot measures that would enable the Trust to issue bonds, levy a special tax, or generate other funds that typically require voter approval. Below are examples of general obligation bonds and taxes that have been established to raise funds for affordable housing. The amounts included were approved by voters in the years shown. If new taxes can be supported, they could provide a significant long-term funding source for the Trust, contributing to housing throughout the region.

General Obligation Bonds:
 Santa Clara County (2016, Measure A): $950 million
 San Francisco County (2019, Proposition A): $600 million  Alameda County (2016, Measure A1): $580 million

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4  Oakland (2022, Measure U): $350 million of a total $850 million housing/infrastructure bond  San Francisco County (2024, Proposition A): $300 million Real Estate Transfer Tax
 Los Angeles City (2022): $413 million in FY 2024-25, according to ULA Revenue Dashboard  San Jose (2020): $50 million project revenue for housing and homelessness uses in FY 2024-25, according to City plan
Sales Tax
 San Mateo County (Measure K resulted in $50 million for housing and homelessness prevention in FY 2023-24)
 Los Angeles County (Measure H brought in about $527 million in FY 2022-23 and Measure A is projected to raise more than $1.1 billion/year)
Transient Occupancy Tax
 Santa Monica (increased in 2022)
 Palm Springs (2002)
VMT Mitigation Bank
The Trust has a unique opportunity to generate funding locally by aligning its efforts with the region’s efforts to establish a Vehicle Miles Traveled (VMT) Mitigation Bank. The San Bernardino County Transportation Authority (SBCTA) is currently developing a VMT Mitigation Bank that will collect credits from projects that reduce VMT and sell those credits as mitigation for projects that increase VMT. Funds collected can then be used towards efforts that reduce VMT such as rewarding residents that choose public transit or development projects that reduce the need to drive. Housing development has the potential to reduce VMT, when designed and located strategically. Particularly, affordable housing presents a strong opportunity for reducing VMT, as residents of affordable housing tend to drive less due to lower car ownership rates.

Additionally, the California Environmental Quality Act allows developers to claim VMT reduction credits in exchange for affordable housing. Further, the Western Riverside Council of Governments has identified a correlation between affordable housing and VMT mitigation, stating that providing gap financing for 1-2 affordable housing projects can mitigate an interchange project1.

The Trust presents an opportunity to both contribute to the VMT Mitigation Bank in the form of affordable housing VMT credits and capitalize on funding generated by the VMT Mitigation Bank to fund affordable housing in the region. It is likely that projects eligible for funding from the regional VMT Mitigation Bank will also be competitive for the state’s Affordable Housing and Sustainable Communities (AHSC) program, the latter being one of the most reliable and dynamic statutory State funding programs. AHSC funds both affordable housing developments and associated greenhouse gas reduction capital projects, relying on funding from California’s Cap-and-Trade auction proceeds. 1 WRCOG VMT Mitigation Program presentation. January 7, 2025. https://calcog.org/wp-content/uploads/2025/01/wrcogvmt-mitigation-program-affordable-housing-01072025.pdf. Accessed 9

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5 Establishing the region’s VMT Mitigation Bank as a regular funding source for the Trust is a promising avenue for long-term funding for the Trust. It can be particularly valuable to finance affordable housing developments that are in infill or otherwise VMT efficient areas, as well as improve transportation infrastructure to reduce VMT and greenhouse gas emissions. More analysis is needed to understand the scale of revenue that can be anticipated. The VMT Mitigation Bank is anticipated to be established in 2026 and opportunities will become apparent in its early years as it begins to generate funds.

State and Federal Funding Sources
There are many grant and subsidy programs available from both state and federal sources that could support the housing trust. State and federal funding levels can change on an annual basis, varying according to political support, economic trends, and other factors.

Funding Outlook
Based on the 2025–26 California State Budget, totaling $322.2 billion, there is no new funding allocated to the State’s Local Housing Trust Fund (LHTF) program. The LHTF program has been a significant and reliable funding source for housing trusts throughout the state, including regional trusts that are operating in a model similar to what is being conceptualized for San Bernardino. This pause in investment underscores the importance of local action and innovation in addressing housing needs absent state support.

The act of establishing a local housing trust demonstrates that local jurisdictions are not waiting for State intervention; they are stepping up with solutions. This proactive leadership strengthens the case for future State support by showing readiness, commitment, and capacity.

In the most recent funding round (2023), the LHTF program awarded $53.4 million to 15 local and regional housing trusts, including both new and established entities. Notably, 15% of those funds were reserved for newly formed trusts, signaling the State’s interest in supporting emerging local efforts.

There is also power in collective action. As more jurisdictions create housing trusts, they form a network that can advocate more effectively for renewed State investment and expanded funding sources. Local housing trusts not only serve their communities directly but can also help shape the broader housing policy landscape.

Beyond the LHTF, some housing trusts in California have seen some success in receipt of budget earmarks through local agency, State and Federal budgets. These housing trusts include the following:
 Orange County Housing Finance Trust: in 2023, the OCHFT received a federal budget earmark of $3 million. Additionally, they are the recipient of annual contributions from the County of Orange.

The County of Orange is responsible for administering the Mental Health Services Act (MHSA) funds. The County Board of Supervisors has dedicated $20.5 million in MHSA funds to the Trust to be distributed annually over a period of 5-years (2020-2025)  San Diego Innovative Housing Trust Fund (SDIHTF): in 2017 the SDIHTF was established through a $25M general fund appropriation by the County of San Diego, with an additional $25M investment in 2019. The SDIHTF is managed by the County’s Health and Human Services Agency,

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6 and Housing and Community Development Services. The County’s investment has resulted in a total community investment of over $569M and the construction of 1,398 affordable housing units.  San Gabriel Valley Housing Trust: in 2022 the SGVHT received a State budget earmark of $7.8 million; and in 2021 they received a State budget earmark of $20 million  Burbank-Glendale-Pasadena Housing Trust: In 2022 the BGPHT received a State budget earmark of $23 million
 Lift to Rise, Coachella Valley Catalyst Housing Fund: In 2022 Lift to Rise received a State budget earmark of $15 million Private and Philanthropic Contributions Housing trusts can seek donations from both corporations and non-profit organizations. This could include funds that may be incentivized by tax deductions, or direct contributions. Both corporations and non-profits may have interest in the housing supply as this can impact issues such as workforce availability, socioeconomic conditions, and environmental sustainability.

To accept such contributions, the housing trusts should consider establishing a mechanism by which donations can be made to a non-profit organization. Donors will be more likely to make contributions to a non-profit organization because such donations may be considered tax deductible. Housing trusts can establish a non-profit component by either filing 501c3 status or by partnering with an already established non-profit so that it may receive tax-exempt donations to fund affordable housing.

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7 Financing
Housing trusts administer funding to provide financing for qualifying projects that support the objectives of the housing trusts. Project financing could include:
 Grants – Non-repayable funds awarded to developers or nonprofits. Grant awards are ideal for projects that are serving the greatest unmet need and providing a significant percentage of affordable housing units for populations with special housing needs or those lowest income earning households. Grants can be used to support projects through gap financing, land acquisition, or predevelopment costs. Grants should require deed restrictions or other suitable measures to ensure that criteria are met for a prolonged period of time.  Loans – Loans could be issued in the form of deferred payment loans or interest-bearing loans and may be converted to grants in the event that certain project criteria are met. This includes traditional bank loans that must be paid back on a given schedule, known as hard debt, as well as loans typically made by public agencies that are only required to be paid back if and when projects have excess cash flow, also known as residual cash flow; loans that pay only when there is residual cash flow are known as soft debt, and those payments are called residual receipts payments. Loans can be used as gap financing to support project development costs and can be used as leverage to help secure further funding. If interest-bearing loans are awarded, interest received can be put into a revolving loan fund to act as a funding source for the housing trust. The intent of revolving loan funds is to finance projects, as they are seeded by funding sources and money received is recycled into new loans. However, over time, revolving loan funds can also act as a funding source for housing trusts. they are seeded by funding sources and money received is recycled into new loans. However, over time, revolving loan funds can also act as a funding source for housing trusts.  Equity Investments – Housing trusts may facilitate or take an ownership stake in a project through equity investments; however, this is most appropriate for long-standing housing trusts. Equity investments would allow the Trust to become a co-owner of housing that it helps to buy or build.

Instead of lending money like a bank, equity investments would allow the Trust to share in profits (or losses) as the property value increases. There are forms of equity which do not include ownership or voting rights, and this should be considered carefully before embarking on this path.

Generally, this is a high-risk activity and should not be a priority for the Trust in its early years.

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8 Housing Activities
Beyond the mechanisms by which a housing trust finances projects, housing trusts have some flexibility in what types of housing activities it chooses to fund. Housing activities are tailored to the specific objectives of each respective housing trust and can be prioritized based on local needs and gaps in the housing market. Such activities can include:
 Gap Financing for Housing Construction - Housing trusts can provide grants or “soft” loans for gap financing to assist developers in closing the gap between the market-rate rents or sales prices needed to make a project feasible, bringing the rent or sale of housing down to levels that low- and moderate-income households can afford. Further, gap financing can provide affordable housing developers with a competitive advantage, as they can leverage funds to acquire additional funding through state and federally administered programs. Gap financing for developments financed through Low Income Housing Tax Credits (LIHTC) was identified as a potential priority in the Trust’s Strategic Plan. The Plan’s analysis suggested that the Trust aim to provide between $90,000 and $120,000 per housing unit (15% to 20% of the per-unit development cost) in gap financing to support the delivery of housing units throughout the San Bernardino region. Gap financing in this amount would result in approximately eight housing units for every $1 million in funds allocated to gap financing from the Housing Trust. Funding from local agencies, including a Regional Housing Trust, makes affordable housing developments more competitive for State funding programs, including LIHTC.
 Rent and Operating Subsidies – Affordable housing developments often need financial support after construction to ensure that the housing units can remain affordable for tenants. This is because the rents that are considered affordable to some lower-income households do not generate enough rental income for the project to cover its operating costs, including maintenance, staffing, debt service, and other payments. As such, funds may be needed to assist with ongoing operations of affordable housing such as maintenance and repairs and staffing. Housing trusts can provide support to offset these costs in the form of rent and operating subsidies. Housing trusts may consider implementing a rental and/or operating subsidy program to ensure long-term affordability for extremely low-income households. This intervention may supplement capital investments in affordable housing by stabilizing project cash flow and filling the gap between what tenants can afford to pay and the cost of developing and operating housing.  Housing Preservation or Rehabilitation - Preservation or rehabilitation of existing structures is often a lower-cost alternative to new construction. Housing trusts can help fund these activities to help maintain the existing housing stock and minimize housing displacement. This can include a focus on two types of preservation: 1) preserving existing deed-restricted affordable housing in need of rehabilitation or nearing the expiration of their affordability covenants or 2) acquiring and placing affordability restrictions on previously unrestricted affordable housing, sometimes known as naturally occurring affordable housing (NOAH).
 Land Banking - Housing trusts can acquire and assemble properties and even look within existing public land inventories to seek key opportunity sites suitable for housing development.

Development rights can then be passed to developers through various mechanisms, allowing developers to leverage the value of land alleviating the development cost burden. Housing trusts

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9 can support affordable housing developments, housing rehabilitation or preservation, or even shared-equity models such as community land trusts and co-operatives through land leases, land grants, or land loans.
 Housing and Services for those Experiencing Homelessness - Housing trusts can support the development and ongoing operation of emergency shelters, transitional, supportive, or permanent housing and accompanying supportive services for individuals experiencing or at-risk of experiencing homelessness.
 Predevelopment and Acquisition Activity Support – Funding can be provided for critical early-stage activities such as land acquisition, site assessments, architectural and engineering studies, environmental reviews, and permitting. These funds help reduce upfront risk for affordable housing developers and can accelerate project timelines by making developments more “shovel-ready” and competitive for additional funding sources. Under the most common affordable housing financing structures (e.g. LIHTC), developers are not paid until financing closes, so much of the upfront due diligence lies with the developer and financial assistance at this critical stage of development is welcomed.
 Local Agency Program Support - Housing trusts can provide funds to support existing local programs such as first-time homebuyer programs, homelessness programs, fair housing programs, or other programs that may need bolstering to support the housing need.  Community Land Trust (CLT) Partnerships – Resources can be allocated to collaborate with or fund CLTs to support permanently affordable housing. This can include acquisition of land, development subsidies, or technical assistance. By separating land ownership from housing ownership, CLTs ensure long-term affordability and community stewardship, making them a powerful tool for equitable development and anti-displacement strategies. Establishing CLTs requires a significant initial commitment to create a governance structure, build the organization’s capacity, and other important aspects of the partnership.
 Facilitation of the Welfare Tax Exemption – The housing trust may act as facilitator of the welfare tax exemption (i.e., property tax relief on qualifying affordable housing units) on behalf of developers, reducing administrative complexity and ensuring eligible properties and housing units receive the financial relief. Securing the Exemption can take months of coordination between the state and County assessor's offices, during which the property continues to be subject to property taxes on its market value. The Exemption reduces property tax burdens, freeing up cash flow and allowing income to be directed into other vital operational expenses and assisting with the reduced rents for the residents.
 Technical Assistance - Housing trusts can utilize resources to provide local technical support at the regional scale. This can include training, draft ordinances, and other guidance to help localities implement best practices for programs that can build housing funds, coordinate community benefits agreements, or other resources that can support housing related activities.

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10 Recommended Funding Program
The recommended funding program is organized to prioritize those activities of the Trust which should take place in the early phases of the Trust. Only once the Trust becomes more established over time should it embark upon expanding its activities. For example, in its most simplistic form, the Trust should provide gap financing in the form of grants to eligible affordable housing developments that apply for such funding.

Based upon the Trust’s current administrative and funding circumstances and the housing needs previously described, it is recommended that the Trust prioritize its housing activities first to fund eligible new housing production and preservation and rehabilitation projects; then consider other programs and priorities.

In general, these categories should be considered the core functions of a regional housing trust because they supplement or enhance the similar activity of state and federal agencies in their affordable housing financial investments, thereby leveraging resources at all three levels of government to maximize production. Each category can be assigned shares of available funding from the Trust . However, it is important that the Trust Board of Directors have flexibility to allocate funds to affordable housing activities as it sees fit to remain flexible to respond to changing priorities and eligible projects in the region.

Moreover, it is vital that the Trust maintains a vision of providing gap financing for affordable housing as described in the Strategic Plan. The Trust can access various public funding sources to help finance its activities. Its funding would be available to applicants alongside numerous other affordable housing funding sources, including the following notable programs available from the state and federal governments:
 Low Income Housing Tax Credits (LIHTC)
 HOME Investment Partnerships
 Affordable Housing and Sustainable Communities (AHSC)  Transformative Climate Communities (TCC)
 Multifamily Housing Program (MHP)
 Veterans Housing and Homelessness Prevention Program (VHHP)  HomeKey
Within each of these categories, Tables 1-3 below show a detailed list of potential housing activities. Table 1 shows the highest priority activities recommended for the Trust to establish in the near term, or 1-2 years.

Table 2 shows other important activities recommended for medium-term implementation, or 2-4 years.

Table 3 shows lower-priority activities that could be considered for future assessment and implementation as organizational priorities evolve in at least five years.

Together, these efforts shaped the recommendations in Tables 1-3, which outline a set of activities the Trust can pursue to address housing challenges across the region.

For each activity, Tables 1-3 identifies key implementation considerations, appropriate financing mechanisms, potential public and private funding sources, target populations, and phasing information.

Each potential activity informs which funding sources the Trust should pursue. In turn, the program

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11 requirements of those sources, such as eligibility criteria, allowable uses, and regulatory constraints, will influence the financing mechanisms utilized and the target populations served.  Phasing Information – The tables are organized by implementation phase. The column in each table includes comments on the administrative readiness, complexity, and funding requirements.  Near-Term activities are those that can be launched within the first one to two years of the Trust’s formation, often requiring minimal infrastructure.
 Mid-Term activities are expected to be implemented between years two and four, once the Trust’s operational capacity has expanded.
 Long-Term activities are strategic in nature and may require sustained funding, advanced planning, or multi-agency coordination, making them more suitable for years four and beyond.  State and Federal Funding Sources – This provides a list of existing funding sources that a Regional Housing Trust could access, with one notable exception. California’s Local Housing Trust Fund program has been a reliable source of funding for numerous trusts over the last several years.

While this program’s funding was not renewed in the state’s 2025-26 budget, it is still noted as a potential public source because of its history and widespread support by housers throughout the state.
 Other Funding Sources – These may theoretically support a broad range of housing-related activities; however, in the context of the Trust and in this memo, they have been assigned strategically — particularly for activities where state and federal support is sparse or highly competitive. These include Predevelopment Activities, Land Acquisition, Community Land Trusts (CLTs), and Technical Support, all of which often lack direct funding streams from public agencies and are best served by flexible, locally driven resources.  Special taxes – Where special taxes are approved, these revenues may be earmarked to support affordable housing. These funds are especially useful for activities with ongoing or recurring needs, such as revolving loan funds or local program support.

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12 Table 1. Recommended Near-Term Funding Activities
The following activities are recommended for the Trust to fund in the near-term (1-2 years) with its initial REAP 2.0 funding from SCAG. These near-term recommendations are based on the project team’s overall assessment of each proposed activity’s overall feasibility, track record, and risk. Broadly, these are funding activities with a strong feasibility and track record, and as such low risk, that would make them a priority for implementation in the San Bernardino Region.

Activity Category Implementation
information
Financing
Mechanism2
Public Funding
Sources3
Other Funding Sources Target Population4 Phasing Information Gap Funding for
New Housing
Development
Funding to help
developers
close the gap
between project
costs and
secured funds.

New
productio
n
Funds to support
gap resources can
be released
through notices of
funding availability
(NOFAs) that are
awarded based on
a competitive
basis. The funds
can be offered
either as one-time
grants or deferred/
forgivable loans or
as repayable loans
through a revolving
fund. A revolving
loan fund would
allow funds to be
continually cycled
but require future
project revenues to
make debt
payments.

Grants,
deferred/
forgivable loans
(i.e., “soft”
debt), or
repayable loans
with deed
restrictions.

Generally, loans
are a stronger
mechanism
because they do
not reduce a
project’s eligible
LIHTC funding
and could
generate future
revenues for the
Trust to fund
additional
projects.
• Permanent
Local Housing
Allocation— HCD
• Local Housing
Trust Fund –
HCD
• National
Housing Trust
Fund – HCD
(Federal)
• Community Impact
Notes
• Community
Reinvestment
Notes5
• VMT Mitigation
Bank
• Impact Fees
• Loan Repayment
Fees
• Transient
Occupancy Tax
• Other Local
Ordinances
• Philanthropic or
other social impact
investors, including
employers
Lower-Income
Households, Special
Needs Population,
Workforce Housing.

Ideal for projects
that are shovelready or nearly
ready and can
demonstrate timely
impact with
minimal lead time.
2 Financing mechanisms will ultimately be determined by the eligible uses established by each funding source. 3 Most housing trust funding sources are not exclusive to a single activity and can be allocated across several eligible uses. Ultimately, funding sources will be pursued based on funding availability and the activities prioritized at that time. 4 Target population will ultimately depend on the funding sources used to fund the activity. 5 CRA Notes are Community Reinvestment Notes may only fund activities that directly benefit low- and moderate-income individuals or neighborhoods located within a

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bank’s CRA assessment area.
13 Activity Category Implementation
information
Financing
Mechanism2
Public Funding
Sources3
Other Funding Sources Target Population4 Phasing Information Homelessness
Housing
Development of
Transitional and
supportive
housing. Funds
could help
support needed
services
Funds to support
housing and
services for those
experiencing
homelessness can
be released
through notices of
funding availability
(NOFA) that are
awarded based on
a competitive
basis.

Grants (for
capital and
services),
possibly
blended with
operating
subsidies
• Local Housing
Trust Fund – HCD
(State)
• National Housing
Trust Fund – HCD
(Federal)
• Permanent Local
Housing
Allocation— HCD
• Community Impact
Notes
• Community
Reinvestment Notes
• VMT Mitigation
Bank
• Impact Fees
• Loan Repayment
Fees
• Transient
Occupancy Tax
Persons
Experiencing
Homelessness,
Individuals with
Mental Illness or
Substance Use
Disorders, Veterans,
People with
Disabilities.

Funding for capital
and serviceenriched housing
can be structured
similarly to gap
financing and
deployed early,
particularly when
aligned with
existing programs
like Homekey.

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14 Table 2. Recommended Medium-Term Funding Activities
These medium-term (2-4 years) recommendations are based on the project team’s overall assessment of each proposed activity’s overall feasibility, track record, and risk. Broadly, these are funding activities with a moderate feasibility and track record, and generally lower risk, that would make them a priority for later implementation in the San Bernardino Region. These are activities that likely would serve the Trust well, after it has an established track record of executing the near-term funding activities.

Activity Category Implementation
information
Financing
Mechanism6
State and Federal Funding
Sources7
Other Funding
Sources
Target Population8 Phasing Information
Deed-Restricted
Housing
Preservation or
Rehabilitation
Funding to
preserve
affordable
housing at risk
due to severe
disrepair or
expiring
covenants.

Preservati
on
Funds to support
housing
preservation or
rehabilitation can
be released
through notices of
funding availability
(NOFA) that are
awarded based on
a competitive
basis. Local
jurisdictions would
be eligible
applicants that
could tap into
these funds to
support existing
preservation and
rehabilitation
efforts
Grants or lowinterest
revolving
loans
• Local Housing Trust Fund
– HCD
• Permanent Local Housing
Allocation— HCD
• Community
Impact Notes
• Impact Fees
• Community
Reinvestment
Notes
• Impact Fees
• Loan
Repayment
Fees
• Transient
Occupancy
Tax
• Other Local
Ordinances
Lower-Income
Households, Special
Needs Population
Requires
coordination with
existing property
owners and local
rehab programs;
implementable
once administrative
capacity is in place.

Unrestricted
Affordable
Housing
Preservation
Preservati
on
Funds to support
unrestricted
affordable housing
acquisition and
Grants or lowinterest
revolving
loans
• Local Housing Trust Fund
– HCD
• Permanent Local Housing
• Community
Impact Notes
• Impact Fees
Lower-Income
Households
Requires
establishing a
bench of qualified
developers and
6 Financing mechanisms will ultimately be determined by the eligible uses established by each funding source. 7 Most housing trust funding sources are not exclusive to a single activity and can be allocated across several eligible uses. Ultimately, funding sources will be pursued based on funding availability and the activities prioritized at that time.

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8 Target population will ultimately depend on the funding sources used to fund the activity. 15 Activity Category Implementation
information
Financing
Mechanism6
State and Federal Funding
Sources7
Other Funding
Sources
Target Population8 Phasing Information

Funding to
acquire and
rehabilitate
unrestricted
affordable
housing and
apply long-term
covenants.
rehabilitation can
be made available
over-the-counter
so developers can
respond quickly to
opportunities.

Such properties
are typically made
available in the
real estate
market, and
affordable housing
developers would
likely be
competing with
private investors.

Therefore, making
funding available
quickly and flexibly
is important to
ensure affordable
housing
developers can be
competitive on the
private market.

Potential users of
the fund could be
approved through
a prior RFQ
application
process that
ensures only
qualified
developers are
able to use such a
fund.

Allocation— HCD • Community
Reinvestment
Notes
• Impact Fees
• Loan
Repayment
Fees
• Transient
Occupancy
Tax
• Other Local
Ordinances
creating a program
that is sufficiently
underwritten and
flexible

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16 Activity Category Implementation
information
Financing
Mechanism6
State and Federal Funding
Sources7
Other Funding
Sources
Target Population8 Phasing Information
Operating
Subsidy
Other
programs
and
priorities
Operating
subsidies can be
packaged with
Gap Funding
awards or
awarded
independently to
help alleviate
operational
expense burdens
and, in some
applications,
leverage
additional debt
financing.

Capitalized
operating
subsidy
reserves
(COSR’s) or
voucherbased
subsidies
• Local Housing Trust Fund
– HCD (State)
• National Housing Trust
Fund – HCD (Federal)
• Permanent Local Housing
Allocation— HCD
• Impact Fees
• Transient
Occupancy
Tax
• Local
Ordinances
• Philanthropic
or other
social impact
investors,
including
employers
Low-income renters Best contemplated
as a medium-term
strategy, requiring a
reliable or ongoing
source of revenue
to build-up a
meaningful pool of
funds.

Local Programs
Support
Funding
provided to
local
governments to
support their
housing
programs—such
as ADU grants,
homebuyer
assistance, or
rehab
programs.

Other
programs
and
priorities
Funding can be
allocated through
block grants,
matching fund
programs, or
performancebased
agreements,
depending on
local capacity and
alignment with
Trust priorities.

Grants • CalHome Program – HCD
• Local Housing Trust Fund
– HCD
• Permanent Local Housing
Allocation
• Community
Impact Notes
• Impact Fees
• Loan
Repayment
Fees
• Inclusionary
in-lieu fees
• Community
Benefits
Agreement
Lower-income
homeowners and
renters,
multigenerational
families, seniors
aging in place,
individuals with
disabilities and
other special needs,
missing middle,
workforce housing
This can be
launched relatively
early by providing
flexible funding to
local jurisdictions
for existing local
programs; however,
full implementation
may require the
Trust to develop a
consistent
framework for
oversight, equity
allocation, and
program
coordination across
diverse
jurisdictions.

Technical
Support
Other
programs
and
priorities
Funding can be
distributed
through direct
grants, miniDirect
technical
assistance or
capacity-
• REAP
• Permanent Local Housing
Allocation
• Community
Impact Notes
• Impact Fees
• Inclusionary
Local Governments Low-cost, highleverage support to
help jurisdictions
prepare zoning,

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17 Activity Category Implementation
information
Financing
Mechanism6
State and Federal Funding
Sources7
Other Funding
Sources
Target Population8 Phasing Information
Technical
assistance to
help local
governments
include
trainings and
draft
ordinances that
facilitate
housing
development.
grants, technical
assistance
vouchers or
pooled consultant
services.
building/plan
ning grants
in-lieu fees
• Community
Benefits
Agreement
ordinances, and
applications.

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18 Table 3. Potential Long-Term Funding Activities
The following funding activities could be considered by the Housing Trust in at least five years. For various reasons, these activities are not recommended as priority steps for the Trust, but are notable housing funding activities, nonetheless. These long-term (5 or more years) recommendations are based on the project team’s overall assessment of each proposed activity’s overall feasibility, track record, and risk. Broadly, these are funding activities with a lower feasibility and track record, and may have some risk, that would make them a lower priority for implementation in the San Bernardino Region. These activities should be further examined by the Trust after 2-3 of operation before being considered more fully.

Activity Category Implementation
information
Financing
Mechanism9
State and Federal Funding
Sources10
Other Funding
Sources
Target Population11 Phasing Information
Land
Acquisition
Land purchases
for future
affordable
housing
development.

New
productio
n
Many agencies in
the region may
have publiclyowned lands that
are suitable for
housing
development. The
Housing Trust can
use its regional
connections to
conduct a countywide inventory of
lands and seek
opportunities for
holding properties
for future housing
development.

Further, the
Housing Trust
could purchase
available lands in
areas most
advantageous for
Grants,
revolving loan
fund, or direct
land banking
• Local Housing Trust Fund
– HCD
• Permanent Local Housing
Allocation –
HCD
• Community
Impact Notes
• VMT
Mitigation
Bank
• Impact Fees
• Loan
Repayment
Fees
• Transient
Occupancy
Tax
• Inclusionary
in-lieu fees
• Community
Benefits
Agreement
Lower-Income
Households, Special
Needs Population,
Workforce Housing,
Missing Middle
Dependent on fully
established Trust
with administrative
capacity to manage
long-term loans.
9 Financing mechanisms will ultimately be determined by the eligible uses established by each funding source. 10 Most housing trust funding sources are not exclusive to a single activity and can be allocated across several eligible uses. Ultimately, funding sources will be pursued based on funding availability and the activities prioritized at that time.

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11 Target population will ultimately depend on the funding sources used to fund the activity. 19 Activity Category Implementation
information
Financing
Mechanism9
State and Federal Funding
Sources10
Other Funding
Sources
Target Population11 Phasing Information
future housing.

Available lands
can be noticed
through requests
for proposals
(RFP).

Predevelopmen
t Activities
Provides
funding for
early-stage
project costs
that are critical
to determining
project
feasibility and
readiness.

Eligible uses
include
feasibility
studies,
environmental
assessments,
site surveys,
architectural
and engineering
design, zoning
analysis,
entitlement
costs, and legal
or permitting
expenses.

New
productio
n
Local program
support can
provide a range of
funding
opportunities to
support local
housing-related
priorities. Through
this activity, the
Housing Trust can
release funds on a
competitive basis
for participating
member
jurisdictions.

Grants or
forgivable
loans
• Local Housing Trust Fund
– HCD
• Permanent Local Housing
Allocation— HCD
• Community
Impact Notes
• Community
Reinvestment
Notes
• VMT
Mitigation
Bank
• Impact Fees
• Loan
Repayment
Fees
• Inclusionary
in-lieu fees
• Community
Benefits
Agreement
Lower-Income
Households, Special
Needs Population,
Workforce Housing,
Missing Middle
Predevelopment
funding carries
significant timing
and entitlement
risks. These
activities should be
pursued once the
Trust can manage
longer project
timelines and
higher uncertainty.

First-Time
Homebuyer
Program
Other
programs
and
priorities
Housing Trust
funds can be used
to issue lowinterest loans for
Low-interest
loans,
deferred
• First Time Homebuyer
Revolving Loan Fund
• Local Housing Trust Fund
– HCD
• Community
Impact Notes
• Impact Fees
• Loan
Moderate and
Lower-Income FirstTime Homebuyers
Requires sustained
revenue sources;
suitable once Trust
lending systems are

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20 Activity Category Implementation
information
Financing
Mechanism9
State and Federal Funding
Sources10
Other Funding
Sources
Target Population11 Phasing Information
A
homeownership
assistance
program that
expands access
to housing by
reducing
upfront
financial
barriers for
qualified
buyers.
qualifying firsttime homebuyers.

Loans can provide
down payment or
closing cost
assistance, as well
as long-term
loans.
payment
loans • HOME Investment
Partnership Programs
(Federal)
Repayment
Fees
• Transient
Occupancy
Tax
• Inclusionary
in-lieu fees
established. Also,
many localities and
other entities have
existing first-time
homebuyer
programs, and this
may not be a
priority need in the
region over creating
new affordable
rental housing.

Community
Land Trusts
Community
Land Trusts
(CLTs) are
nonprofits that
create
permanently
affordable
tenure by
retaining
ownership of
the land. The
home is either
sold or rented
to a household
at an affordable
price. CLTs
ensure longterm
community
stewardship
and
affordability.

Other
programs
and
priorities
Funds for land
acquisition, initial
staffing, legal
structuring, and
co-development
support. Housing
Trust can act as
land aggregator,
funder, or TA
partner.

Grants for
initial land
purchase;
possible
equity
contributions
• Transformative Climate
Communities
(Implementation Grants)
• Community
Impact Notes
• Community
Reinvestment
Notes
• Impact Fees
• Local Sales
Tax
• Loan
Repayment
Fees
• Transient
Occupancy
Tax
• Inclusionary
in-lieu fees
• Community
Benefits
Agreement
Lower-Income
Households,
Historically
Disadvantaged
Communities, FirstTime Homebuyers
Complex to
establish; best
pursued with
nonprofit partners
and long-range
planning. May
require
philanthropic or
local land
contributions.

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21 Appendix: Recommended Funding Activities State and Federal Funding Sources Other Funding Sources Used by Local Agencies Activity
LHTFNHTFPLHACalHomeREAPFirst Time Homebuyer Revolving Loan FundHOME InvestmentTransformative Climate CommunitiesCommunity Impact NotesCommunity Reinvestment NotesVMT Mitigation BankImpact FeesLoan Repayment FeesSpecial TaxesLocal Ordinances (inclusionary, impact fees, etc.)Philanthropic/ Social Impact Investors Gap Funding
for New
Housing
Development
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Housing and
Supportive
Services
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
DeedRestricted
Housing
Preservation
or
Rehabilitation
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Unrestricted
Affordable
Housing
Preservation
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Operating
Subsidy ✓ ✓ ✓ ✓ ✓ ✓ ✓
Local
Programs
Support
✓ ✓ ✓ ✓ ✓ ✓
Technical
Support ✓ ✓ ✓ ✓
Land
Acquisition ✓ ✓ ✓ ✓ ✓ ✓ ✓
Predevelopme
nt Activities ✓ ✓ ✓ ✓ ✓ ✓ ✓
First-Time
Homebuyer
Program
✓ ✓ ✓ ✓ ✓ ✓ ✓
Community
Land Trusts ✓ ✓ ✓ ✓ ✓ ✓

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22 Conclusion and Next Steps
While there are many options in what funding sources the San Bernardino Regional Housing Trust chooses to seek, as well as approaches to financing projects, and a variety of housing activities the Housing Trust could support; it is important that the SBRHT remain flexible as external factors change while pursuing a program that is aligned with the vision, goals, and objectives of the Housing Trust. The activities and mechanisms identified here offer a menu of options that can be tailored over time, depending on the Trust’s administrative capacity, revenue generation, and evolving community priorities. In its early phases, the Trust should prioritize providing gap financing grants to local affordable housing projects. Projects should be those that respond to any notice of funding availability provided by the Trust, and should be ranked in accordance with the scoring criteria provided by the Trust. Sources of funding sought by the Trust should be widespread, with emphasis on programs that can generate funds within the region, to provide long-term flexible funding. In its early phases, the Trust should focus on pursuing funding and partnerships that can help secure the long-term success of the Trust. Once the Trust has secured significant funding, it can expand its administrative capabilities to additional activities and may consider other financing options such as soft loans or low-interest loans. The subsequent SBRHT Funding Strategy and Implementation Plan provides a 5-year strategy for laying a strong foundation for the trust through: fundraising, financing, monitoring the progress of the trust, and the ongoing maintenance of the trust.

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SEPTEMBER 2025
1 Funding Strategy and
Implementation Plan
Purpose
The San Bernardino Region is facing a housing crisis, driven largely by a shortage of available affordable housing in the region. The drivers of the crisis and the broader housing needs are detailed in the Trust’s Housing Needs Assessment. The San Bernardino region has made an important commitment to help meet the need for more affordable housing. This commitment is in the form of the establishment of the San Bernardino Regional Housing Trust (Trust). The Trust is one of many throughout California that will provide much needed funding to help increase the amount of affordable housing. The process of establishing the Trust has been underway since 2022, and the agency has reached an important point in planning for its financial future. This Funding Strategy and Implementation Plan builds upon supplemental documentation and research conducted for the Trust, including but not limited to the Housing Trust White Paper, the Strategic Plan, the Housing Needs Assessment, and the Funding Program Recommendations Memo. These documents provide essential supplemental information that lay the foundation for this Funding Strategy and Implementation Plan.

Housing trust funds often take several years from inception to show measurable success because they are built on long-term stability, rather than quick returns. The purpose of this plan is to establish actions that the Trust can take over the next 5-years, In order to obtain initial funding and lay the groundwork for ongoing success. This 5-year look ahead provides the Trust with a strategy for program development, fundraising, administering funding programs, monitoring progress, and maintaining the agency. Because the Trust has flexibility in how it approaches fundraising the housing activities it chooses to fund; the manner in which it chooses to provide financing; and additional options in its monitoring, administration, and maintenance; this plan organizes the strategy for the Trust in a manner that establishes the lowest risk and highest feasibility actions in the near term and increases in complexity in the long term. This is because over time the Trust will likely become more efficient which will enable the Trust to expand its strategy over time.

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2 Affordable Housing Financing
Across the nation and throughout California, housing trust funds typically play a vital role in the financing of affordable housing, often being one of several funding sources of a given affordable housing development. The most common form of financing for affordable housing development in California involves Low Income Housing Tax Credits (LIHTC). This funding source typically provides the largest financial contribution as part of what is called the “capital stack,” or the full set of funding sources an affordable housing development depends on to cover its costs.

Housing trust funds, including the Trust, can play the role of a gap funder, helping fill the gap in financial need between a project’s total costs and what can be covered by LIHTC or another major capital financing source.

Most affordable housing developments have numerous funding sources at various stages of the development process. The range of categories of permanent financing that an affordable housing development relies on typically includes:
• Equity: LIHTC equity or other capital subsidy
• Gap Financing: Additional funds from philanthropic or mission-driven entities, public agencies, and others  Debt: Short-term (predevelopment, construction or rehabilitation) or permanent loans from financial institutions
Within this broad framework, a typical affordable housing development relies on numerous sources of funding at three distinct stages of development:
• Predevelopment: When site control is sought, due diligence is required, and the project is being designed and financed
• Construction/Rehabilitation: During the construction process, when short-term loans are typically needed to pay for development costs
 Permanent: When a new housing development is completed and long-term debt, equity, and gap financing is brought in to subsidize operational costs

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3 Figure 1 shows the capital stack of a typical affordable housing development at each of the three stages outlined above, with the critical role of a regional housing trust fund shown as a gap funding source outlined in red in the construction and permanent phases:

Providing financing through a grant or low-cost or forgivable loan on the order of magnitude of 15%-20% of the per unit development cost, or about $90,000 to $120,000 for a $600,000 per-unit development cost, can make a significant impact in meeting affordable housing needs at the regional and local level. As detailed in the Needs Assessment, local agencies in San Bernardino have a strong track record of having provided gap funding to affordable housing development at an average of $75,000 per-unit, but the need for more funding can be further supported by the Trust. Local funding is also critical to a project’s success of being awarded LIHTCs and other public subsidies; the state department governing the funding programs insists on regional investment to augment and leverage the tax credits. To produce new affordable housing, this amount of funding can support developments that rely on Low Income Housing Tax Credits (LIHTC) as one of several other funding sources. To acquire and rehabilitate existing housing, especially unsubsidized housing, developments that have expiring rent- and incomerestrictions, or naturally occurring affordable housing that is at-risk of becoming unaffordable to lower-income residents, the developer can pair financing provided by the Trust and other sources with permanent debt to cover the entire cost of a project. The inclusion of multiple funding sources strengthens a project’s application for LIHTC awards by proving it’s financial feasibility and leveraging additional support. In this sense, the Trust can help Figure 1: Typical Affordable Housing Development Capital Stack $24.2M bank loan
$1M CDFI Loan
$2M deferred developer fee
$4M land contribution
$500K developer equity
$8.1M RHTF
$500K local funds
$1.4M tax credit equity
$3M bank loan
$2M deferred developer fee
$4M land contribution
$9M state funds
$13.6M tax credit equity
Total sources:
$2M
Total sources:
$39.7M
Total sources:
$39.7M
Predevelopment Construction Permanent
$8.1M RHTF
Debt
Equity
Gap financing
Legend

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SEPTEMBER 2025
4 localities meet housing needs both by making LIHTC projects more competitive by providing a local funding match, and by providing flexible capital to support qualifying projects. Moreover, the Trust can maintain flexibility by providing financing such as loans or grants wherever either can be more impactful.

Funding Strategy
By providing gap financing to affordable housing developments, the Trust will play a vital role in helping the region meet its housing needs. This plan paves the way to raise the necessary funds to implement the Trust’s goals and priorities.

The Trust currently has a $5 million Regional Early Action Planning (REAP) grant from the Southern California Association of Governments (SCAG). This funding is anticipated to be allocated as gap funding to select affordable housing developments by June 2026. Beyond this funding, the Trust is anticipating future funding coming from membership dues, the region’s Vehicle Miles Traveled (VMT) Mitigation Bank, and pursuing funding through grant and budget earmark pursuits. These future funding sources are an important starting point but alone do not set the Trust up to be a substantial, ongoing financer of affordable housing in the San Bernardino region. Therefore, this plan identifies numerous steps to help the Trust access additional funds. This includes the following thematic strategies:
• Legislative advocacy for more state funding
• Implementing the San Bernardino County Transportation Authority’s VMT Mitigation Bank and other innovative methods to generate funds locally
 Fundraising from private philanthropy, major regional institutions, and other entities In implementing the Trust’s funding program, it is vital that the Trust establishes a process and infrastructure to make funding available for affordable housing developments and other housing-related activities the Trust seeks to support. This process and the infrastructure it establishes will begin by making its SCAG REAP funds available through a Notice of Funding Availability (NOFA), or similar process, and awarding selected projects. Because these projects have already been selected, they will not need to be evaluated, however, evaluation criteria should be developed to inform the selection of submissions under future NOFAs. This process can be refined, adapted and expanded in the future as the agency continues to implement this plan, making funds available in the most efficient and accountable manner possible for a given affordable housing program.

The funding strategy is organized below within three broad timeframes for actions: near-term (years 1-2), mediumterm (years 2-4), and long-term (years 5 and beyond). While years are assigned, these may change, as the trust should only move on to medium- and long-term strategies once it has secured significant funding to expand its administrative abilities to support additional strategies. Within each time period there are a set of actions the Trust can undertake, organized within the following headings:
• Housing Activities: The recommended housing activities, as indicated in the Trust’s Program Recommendations document, that are to be introduced or considered during the given timeframe • Fundraising: Strategies to secure new funding sources for the Trust to be able to finance its housing activities and agency operations. As noted above, beyond pursuing conventional public financing sources, this plan is focused on three thematic strategies to pursue new funding sources: Legislative advocacy for

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SEPTEMBER 2025
5 more state funding; implementing the VMT Mitigation Fund and similar programs that can generate funding locally; and fundraising from private philanthropy, major regional institutions, and other entities. • Administering Financing: Steps the Trust would need to take to create and administer its financing for its housing activities.
• Progress Monitoring: How the Trust can monitor progress toward its goals during the specified time frame. • Administration and Maintenance: Organization and administrative steps the Trust should take to ensure appropriate staffing and infrastructure for its funding program.

Finally, it is important to emphasize that this strategy is being developed at a specific point in time considering existing resources and practices to fund affordable housing. The fundamentals of affordable housing finance and the need for additional funding resources as described in the Affordable Housing Financing section above will likely persist for years to come; however, the specific interventions necessary to address the financing needs are dynamic and constantly evolving. Therefore, the strategies below underscore the need for the Trust to regularly assess the region’s affordable housing funding needs. This includes regularly reviewing the Trust’s Housing Needs Assessment and affordable housing development pipeline, engaging with affordable housing developers and practitioners in the region, and to annually reassess the funding needs landscape in this light.

Near Term (Years 1-2)
Years 1-2 are essential for determining the Trust’s formation needs, including determining and building staffing capacity and partnerships, garnering interest from the community, and securing and leveraging initial funding to administer the Trust. Funding from membership dues should be utilized for administration, so that external funding can be pursued.

Housing Activities
• Gap Funding for New Affordable Housing Development –The Trust should prioritize providing gap funding for new affordable housing developments. Gap funding is a well-established practice for entities such as housing trusts to issue their funds, and have a strong track record of supporting affordable housing developments, primarily those seeking LIHTC awards. This activity could be established as an early win for the Trust, while more complex funding activities are being established or considered. • Housing and Supportive Services for those Experiencing Homelessness – Given regional needs and priorities, the Trust can prioritize gap funding for housing for those experiencing homelessness as well as funds to support operational needs. This presents an opportunity to partner with the County to leverage existing funds to support such efforts in the region. As funding and operating subsidies are more limited for this housing type, the Trust can fill this need in the near-term. A 2023 report by the UC Berkeley Terner Center for Housing Innovation found the average annual operating cost for a homeless housing unit was $17,000, based on data from 2019 to 2022. This number offers a meaningful starting estimate to determine the potential per-unit operating subsidy needed for such units.1  Issue a Request for Qualifications (RFQ) to create a “bench” of pre-qualified developers and gain insight into current affordable housing development activity occurring in the Region. Creation of a “bench” could 1 UC Berkeley Terner Center for Housing Innovation, “Permanent Supportive Housing as a Solution to Homelessness: The Critical Role of Long-Term Operating Subsidies.” https://ternercenter.berkeley.edu/wp-content/uploads/2023/06/PSH-Paper-June-2023- Final.pdf

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6 provide an expedited pathway for developers to secure funding from the Trust, particularly for acquisition funding to purchase unrestricted affordable housing assets traded on the open market. The purpose of the bench would be to have pre-qualified developers who could access funds on an as-needed basis for projects that meet clearly stated criteria, rather than awarding funds competitively and giving developers narrow windows of time to apply for the funds. This would allow the Trust to approve developers who are qualified and experienced to be able to access the funds when they become available and are needed. Then, a developer on a pre-qualified bench could apply to the Trust when they have a suitable project. This way funds can be available on a rolling basis as projects arise. While the Trust would not have financing available on a rolling basis in the near-term, the creation of the bench is the first step in establishing such a process.

Fundraising
• Create a “power map” of potential funding partners, listing the private and philanthropic sectors. Use this list to guide outreach and inform relationship building. This can begin by identifying opportunities to work with major employers in the region, especially businesses in the logistics/warehouse industry such as Amazon, FedEx, and others, as well as other philanthropic or social-impact oriented entities. There are often local Anchor Institution Coalitions formed with major employers and institutions which are dependent upon the local work force. These anchor institutions are heavily reliant upon a qualified, steady workforce and investment into housing would be beneficial to all.
• Pursue membership dues to cover administrative costs. Membership dues should be based on an approved methodology
• Explore and pursue funding that provides one-time or recurring sources of funding (e.g., grant funding, legislative appropriations, member contributions, philanthropic donations, fees, etc.) • Work with lobbyists to seek State and Federal funding. This could be through State budget allocations, or through additional funds for new or existing grant programs such as the Local Housing Trust Fund Program (LHTF). LHTF funding has been fully allocated, and the 2025-26 state budget did not renew funding for this vital program. However, its renewal should be a legislative priority for the Trust. Furthermore, many regional employers, nonprofits, and public agencies utilize lobbyists, and consideration could be given to leveraging their findings with those of the Trust.
• Work with other housing trusts across California, as well as nonprofit affordable housing development associations (e.g. SCANPH), to advocate for State funding. Joining or creating an association of these likeminded entities for regular communication and relationship building to share data and information would have lasting impact.
• Pursue non-profit partners and establish a partnership to set up a donor fund for the receipt of charitable donations and other contributions. This will allow for tax-exempt contributions to the Trust. • Apply for eligible federal, state, and regional grant funding. Applying for grant funds should be a key function of housing Trust staff. .
 Pursue mechanisms that can generate funds locally such as the VMT Mitigation Bank, special taxes, or similar measures.

Administering Financing
• Update the Trust’s Housing Needs Assessment. Structure funding programs that best serve the overarching housing priorities, aligning capital deployment and financing terms with efficiency in mind.

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7 • Create Notice of Funding Availability (NOFA) documents including funding terms and conditions, application guidelines, and application evaluation criteria
• Review and fund 1st year NOFA projects, including issuance of enforceable commitment letters • Update and issue 2nd year NOFA
 Review and fund 2nd year NOFA projects, including issuance of enforceable commitment letters Progress Monitoring
• Begin tracking progress of affordable housing developments (especially those in predevelopment seeking funding) in the Trust’s area of operation. Track funding gaps and the reasons why projects are getting “stuck” to better understand how the Trust can intervene to expedite production. Lean on bench of developers for insight.
• Establish and maintain a webpage for the Trust. This should include projects funded by the Trust as well as regional progress in meeting housing needs.
• Prepare and submit an annual report to the Trust Board and members  Prepare annual review and update of the strategic plan Administration and Maintenance
• Determine staffing needs and hire contract-based staff to support the administration of the Trust. Based on experiences of similar agencies, a modest startup staff of 1-3 full-time professionals would be needed with additional consultant support to establish and administer the funding award process. This could be internal. The Trust has currently retained its consultant team of Dudek and LeSar to administer the funding award process for Year 1. The consultant cost for reviewing underwriting funding applications varies depending on the scope and scale of the Trust’s available funding, but in general public agencies spend $100,000-$380,000 per year on this outside expertise. The cost of administering loans could be built into each loan’s financing terms, meaning the costs would not be borne by the Trust itself. • Submit the annual report to non-member jurisdictions in the region • Solicit non-member jurisdictions to join the Trust
 Promote the Trust through the webpage, email blasts, speaking opportunities, and through meetings with the Board of the Council of Governments
Medium Term (Years 2-4)
The strategy pursued in the medium-term should build upon, and where possible, expand upon the actions taken in the near term. The steps provided in the medium-term should preferably be pursued once the near-term actions have been taken, and when the Trust’s administrative and financing capacity has expanded.

Housing Activities
• Deed-Restricted Housing Preservation or Rehabilitation – Funding aimed at preserving at-risk affordable housing due to extreme disrepair or expiring affordability covenants: This strategy requires coordination with existing property owners to repair housing and extend affordability covenants. Unrestricted Affordable Housing Prevention – Funding to acquire and rehabilitate unrestricted affordable housing and apply longPage 144 of 312 SEPTEMBER 2025
8 term covenants: This would involve investment in existing property in exchange for deed-restricted affordability. Funding should be made available quickly and flexibly for affordable housing developments to compete in the private market.
• Operating Subsidy - Works in conjunction with Gap Funding awards or acts independently to alleviate operational expense burdens and, in some instances, leverage additional debt financing. This strategy is most effective when regenerating a substantial pool of funds over time. • Local Programs Support – Funding provided to local governments to support their housing programs through block grants, matching fund programs, or performance-based agreements.  Technical Support – Technical assistance to help local governments may include trainings and draft ordinances that facilitate housing development.

Fundraising
• Examine the established non-profit partnership to determine if the Trust should file for 501c3 (or other) status. Under this scenario, the Trust may receive tax-deductible donations. • Pursue contributions from organizations such as Enterprise and LISC, including those who may be eligible for Community Impact Notes. This is funding provided as a loan from Community Development Financial Institutions (CDFIs) and requires the recipient to repay them, typically at market rate, meaning these funds would have similar terms to conventional bank debt.
• Continue to work with lobbyists to seek State and Federal funding • Continue to seek contributions from philanthropic donors, employers, and organizations • Apply for eligible federal, state, and regional grant funding  If loans are to be issued, consider how interest garnered can support administrative costs and financing  Continue to pursue mechanisms to generate long-term funding locally such as the VMT Mitigation Bank or other local measures.

Administering Financing
• Update the Trust’s Housing Needs Assessment and determine how to be most efficient with utilizing grants, soft debt, and hard debt.
• Structure funding programs that best serve the overarching housing priorities, aligning capital deployment and financing terms with efficiency in mind.
• Assess the amount of capital available to the Trust to determine the type of funding (e.g. grants or loans) deployed via the NOFA process
 Update and issue 3rd and 4th year NOFAs
Progress Monitoring
• Perform compliance monitoring for awarded projects in accordance with the Trust NOFA awards • Continue to update and maintain the webpage to track progress made by the Trust as well as regional progress towards housing goals
• Prepare and submit an annual report to the Trust Board and members

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9 • Prepare annual review and update of the strategic plan  Budget for new staff or consultants in next fiscal cycle, based upon Administration and Maintenance, below Administration and Maintenance
• Consider internal staff and hire contract-based staff to support the administration of the Trust • Submit the annual report to non-member jurisdictions in the region • Solicit non-member jurisdictions to join the Trust
 Promote the Trust through the webpage, email blasts, speaking opportunities, and through meetings with the Board of the Council of Governments
Long Term (Years 5+)
The strategy pursued in the long-term should be built upon, and where possible, expanded upon the actions taken in the near- and medium-term. The steps provided in the long-term should only be pursued once the near- and medium-term actions have been taken and if the Trust’s administrative and financing capacity are able to address.

Housing Activities
• Land Acquisition – The purchase of suitable and advantageous lands for future affordable housing purposes. Acquisition loans could be structured as a recycled loan program. This would allow the agency to re-issue loans when repaid, further described below. Acquisition funds could also be used to capitalize a ground lease.
• Predevelopment Activities – Funding distributed to determine project feasibility and readiness, which includes studies such as environmental assessments, site surveys, and zoning analysis. Predevelopment loans could be structured as a recycled loan program.
• First-Time Homebuyer Program – A homeownership assistance program that reduces upfront financial barriers for qualified homebuyers. Services can include low-interest and long-term longs to provide down payments or closing cost assistance.
 Community Land Trusts (CLTs) - Nonprofits that create permanent affordable tenure by retaining ownership of the land while selling the housing unit at an affordable price.

Fundraising
• Continue to work with lobbyists to seek State funding • Continue to seek contributions from philanthropic donors and organizations. • Apply for eligible grant funding
 Evaluate interest received from loans
Administering Financing
• Update Trust’s Housing Needs Assessment. Structure funding programs that best serve the overarching housing priorities, aligning capital deployment and funding program terms with efficiency in mind. • Update and issue 3rd and 4th year NOFAs

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10  Evaluate administrative capacity of the Trust to establish a revolving loan fund. By issuing low-interest or soft loans, the Trust can generate new funding from interest received, acting as a Progress Monitoring
• Perform compliance monitoring in accordance with the Trust NOFA awards • Continue to update and maintain the webpage to track progress made by the Trust as well as regional progress towards housing goals
• Prepare and submit an annual report to the Trust Board and members  Prepare annual review and update of the strategic plan Administration and Maintenance
• Consider internal staff and hire contract-based staff to support the administration of the Trust • Submit the annual report to non-member jurisdictions in the region • Solicit non-member jurisdictions to join the Trust
• Promote the Trust through the webpage, email blasts, speaking opportunities, and through meetings with the Board of the Council of Governments

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Housing Needs Assessment
San Bernardino Regional
Housing Trust Fund
OCTOBER 2025
Prepared for:

SAN BERNARDINO COUNCIL OF GOVERNMENTS

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i
OCTOBER 2025
Table of Contents
SECTION PAGE NO.

Executive Summary ...........................................................................................................................................................1 Data Sources......................................................................................................................................................................3 Geographies.......................................................................................................................................................................5 Population ..........................................................................................................................................................................9 Population by Subregion................................................................................................................................... 10 Economic Characteristics............................................................................................................................................... 13 Home Sales Price.............................................................................................................................................. 13 Home Rental Price ............................................................................................................................................ 14 Housing Cost by Geography.............................................................................................................................. 15 Income............................................................................................................................................................... 16 Income by Geography ....................................................................................................................................... 20 Housing Cost Burden .......................................................................................................................... 25 Regional Commute Patterns ............................................................................................................................ 29 Housing Stock, Production, and Needs......................................................................................................................... 35 Housing Stock ................................................................................................................................................... 35 Housing Production........................................................................................................................................... 36 Housing Needs .................................................................................................................................................. 37 Persons Experiencing Homelessness ................................................................................................ 39 Overcrowding ....................................................................................................................................... 40 Resources and Barriers .................................................................................................................................... 41 Affordable Housing Inventory ............................................................................................................. 43 Addressing the Gap........................................................................................................................................... 44 Pending and Approved Projects.......................................................................................................... 45 Housing Element Sites........................................................................................................................ 45 TABLES
1 Subregional Overview ..........................................................................................................................................8 2 Estimated Population by Subregion, San Bernardino Region (2024) ........................................................... 10 3 Housing Costs by Jurisdiction........................................................................................................................... 15 4 2024 HCD Income Limits – San Bernardino County ...................................................................................... 17 5 Income Limits by Jurisdiction ........................................................................................................................... 20 6 Average Household Income by Subregion (2024) .......................................................................................... 24 7 Housing Cost Burden by Jurisdiction ............................................................................................................... 27

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8 Housing Cost Burden by Subregion ................................................................................................................. 28 9 Overcrowding by Jurisdiction (2023) ............................................................................................................... 41 10 Number of TCAC Funded Affordable Housing Units by Subregion ................................................................. 43 11 Pending and Approved Lower-Income Units (2024)....................................................................................... 45 12 Summary of Available Capacity from Housing Element Site Inventories....................................................... 46 13 Summary of Rezoning Capacity from Housing Element Site Inventories ...................................................... 46

FIGURES
1 Incorporated and Unincorporated Areas in San Bernardino County ................................................................5 2 San Bernardino County in the SCAG Region ......................................................................................................6 3 Subregions in the San Bernardino Region .........................................................................................................7 4 Population Change (2014–2024) ......................................................................................................................9 5 Population Compared to SCAG Region............................................................................................................ 10 6 Median Home Sale Price in San Bernardino Region (2000–2023).............................................................. 13 7 Average Monthly Asking Rent, San Bernardino Region (2010–2023).......................................................... 14 8 Median Household Income (2016–2024) ...................................................................................................... 18 9 Income Category Distribution........................................................................................................................... 19 10 Median Household Income in the San Bernardino Region ............................................................................ 21 11 Distribution of Lower-income Households....................................................................................................... 22 12 Poverty Status in the San Bernardino Region................................................................................................. 23 13 Income Compared to Rent Prices .................................................................................................................... 25 14 Household Housing Cost Burden by Tenure.................................................................................................... 26 15 Average Percent of Income Spent on Housing and Transportation Costs..................................................... 29 16 Inflow/Outflow Job Counts (All Jobs)................................................................................................................ 30 17 Region’s Residents Distance to Work.............................................................................................................. 31 18 Annual Vehicle Miles Traveled per Household................................................................................................ 32 19 Transportation Costs as a Percentage of Income........................................................................................... 33 20 Number of Housing Units (2012–2024) ......................................................................................................... 35 21 Total Residential Units Permitted and Completed in San Bernardino County (2018–2024)...................... 36 22 Affordable Home Need ..................................................................................................................................... 37 23 5th and 6th Cycle RHNA and Production......................................................................................................... 38 24 Households Experiencing Homelessness in San Bernardino County (2018 2024)........................................... 39 25 San Bernardino Region Overcrowding Rates (2018–2023).......................................................................... 40 26 State and Federal Funding in the San Bernardino Region............................................................................. 42 27 Affordable Housing Inventory (2025 TCAC)..................................................................................................... 44

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APPENDICES
A Current Affordable Housing Inventory
B Housing Needs Allocation
C Glossary of Key Terms

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1 OCTOBER 2025
Executive Summary
Housing supply is one of the most critical issues today facing all of California, including the San Bernardino Region.

California faces a significant housing supply and affordability crisis spurred by high land costs, rising construction costs, limited financing options, and other factors. These issues and challenges have become localized with compounding, interrelated impacts on housing supply, homelessness, and economies at the local and regional scale. A series of actions are needed at the local, regional, and statewide level to address these growing housing challenges. One such regional action is a San Bernardino Regional Housing Trust (Trust) fund, which can raise funds for affordable housing production, preservation and rehabilitation, and other affordable housing-related activities.

The Trust aims to provide a regional and programmatic approach to addressing housing needs throughout the San Bernardino Region.

This 2025 Housing Needs Assessment for the Trust is the second iteration and serves as an update to the 2022 Housing Needs Assessment, included in the Trust’s Strategic Plan. The Housing Needs Assessment reflects data at a point-in-time as it relates to housing in the San Bernardino Region and is intended to be a living document that is updated periodically. This report reflects data across the entire San Bernardino Region, encompassing all 24 incorporated cities as well as the unincorporated county. The Housing Needs Assessment provides a regional analysis of demographic and economic characteristics, housing challenges, and housing needs in the Region.

Key findings within this report illustrate the following:
▪ The cost of housing for both buyers and renters continues to rise. ▪ Increases in housing costs outpace increases in household income. ▪ There is a gap between income and housing costs for many households across the Region, leaving little remaining income for other essential needs such as transportation, healthcare, and education. ▪ There is a lack of sufficient State and Federal investment in the Region, especially in more rural areas, where there are higher rates of lower-income households. ▪ Much of the Region’s existing affordable housing supply is located within more urbanized areas. ▪ The large size and varying characteristics of the Region is reflected in varying housing challenges and costs associated with other factors such as transportation.

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3 OCTOBER 2025
Data Sources
This analysis uses State and federal data that is publicly available, as well as private sources. Together, the sources will provide an overview of existing and projected trends relating to demographics, economics, and housing market conditions. These sources include the following:
▪ U.S. Census Bureau Decennial Census
▪ U.S. Census Bureau American Community Survey (ACS)
▪ U.S. Census Bureau Longitudinal Employer-Household Dynamics ▪ U.S. Department of Housing and Urban Development (HUD) Comprehensive Housing Affordability Strategy dataset
▪ California Department of Finance
▪ California Department of Housing and Community Development (HCD) ▪ California Tax Credit Allocation Committee (TCAC)
▪ Center for Neighborhood Technology
▪ California Housing Partnership
▪ Southern California Association of Governments (SCAG)

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Twentynine Palms City CouncilApril 14, 2026

Twentynine Palms City Council
April 14, 2026