Crescent City City Council
March 20, 2023

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CLOSED SESSION
Call to order
Roll call

CLOSED SESSION
• Conference with Legal Counsel – Existing Litigation (Gov. Code § 54956.9(d)(1)):

Bertsch-Ocean View Community Services District v. City of Crescent City (Del Norte Superior Court Case No. CVUJ-2020-1287), City of Crescent City v. Lounge Chair Investments, et al (Del Norte Superior Case No. CVUJ-2022-1131) • Conference with Labor Negotiator (Gov. Code § 54957.6), City Representative: Eric Wier, Employee Organization: Crescent City Police Officer Association, Crescent City Employees Association, Clerical Employees of Crescent City, and Crescent City Management Employees Association

OPEN SESSION
Call to order
Roll call
Pledge of Allegiance

REPORT OUT OF CLOSED SESSION

PUBLIC COMMENT PERIOD
Any member of the audience is invited to address the City Council on any matter that is within the jurisdiction of the City of Crescent City. Comments of public interest or on matters appearing on the agenda are accepted. Note, however, that the Council is not able to undertake extended discussion or act on non-agendized items. Such items can be referred to staff for appropriate action, which may include placement on a future agenda. All comments shall be directed toward the entire Council. Any comments that are not at the microphone are out of order and will not be a part of the public record. After receiving recognition from the Mayor, please state your name and city or county residency for the record. Public comment is limited to three (3) minutes. The public is additionally allotted three minutes each in which to speak on any item on the agenda prior to any action taken by the Council.
➢ Reports, Concerns, Referrals, Council travel and training reports – In accordance with Gov’t Code § 54954.2(a), City Council Members may make brief announcements or brief reports on their own activities. They may ask questions for clarification, make a referral to staff or take action to have staff place a matter of business on a future agenda.

CEREMONIAL ITEMS

1. Child Abuse Prevention Month Proclamation

CONSENT CALENDAR

2. Council Meeting Minutes
• Recommendation: Approve the February 6, 2023, February 27, 2023, and March 6, 2023 meeting minutes of the City Council.
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3. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period February 25, 2023 through March 10, 2023.

4. Payroll Report
• Recommendation: Receive and file the biweekly payroll report for the period ending March 4, 2023, paid March 17, 2023.

5. Amendment to the FY 22-23 Budget for Insurance Reimbursements for Police Department Vehicle Repairs
• Recommendation: Approve and adopt Resolution No. 2022-16, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

6. CCPD Officer Wellness and Mental Health Grant
• Recommendation: Accept the CCPD Officer Wellness and Mental Health Grant Funds • Approve and adopt Resolution No. 2023-17, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

7. Lighthouse Cove RV Park Policy Changes
• Recommendation: Approve and adopt Resolution No. 2023-18, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY ESTABLISHING A

RESERVATION POLICY FOR THE LIGHTHOUSE COVE RV PARK

8. Amendment No. 4 to GreenWorks Contract to Include Amphitheatre and Waterfront Plaza
• Recommendation: Approve and authorize the City Manager to sign Amendment No. 4 to the professional services agreement with GreenWorks to include design of the Amphitheatre and Waterfront Plaza elements at Beachfront Park

9. Budget Resolution for Prop 68 Rural Recreation and Tourism Program Grant Funds • Recommendation: Approve and adopt Resolution No. 2023-19, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY
-Consent Calendar-
-Roll call-
-Call to orderCRESCENT CITY HOUSING AUTHORITY
PUBLIC HEARING - None

12. Lighthouse Cove RV Park & Fred Endert Pool Online Reservation System Presentation

11. Border Coast Regional Airport Authority Presentation

10. Del Norte County Mental Health Presentation

REPORTS AND PRESENTATIONS
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13. Meeting Minutes
• Recommendation: Approve the January 17, 2023 meeting minutes of the Crescent City Housing Authority
-Public Hearing14. Annual Plan Submission FY23
• Recommendation: Open public hearing
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Close public hearing
• Approve and adopt Resolution No. HA2023-02, A RESOLUTION OF CRESCENT

CITY HOUSING AUTHORITY APPROVING AND AUTHORIZING EXECUTION OF THE FY23 PHA ANNUAL PLAN AND CERTIFYING COMPLIANCE OF THE PLAN

AND ITS RELATED REGULATIONS TO THE DEPARTMENT OF HOUSING AND

URBAN DEVELOPMENT

ADJOURNMENT
Adjourn to the next meeting of the Crescent City Housing Authority on Monday, April 17, 2023 at 6:00 p.m. at the Flynn Center, 981 H Street, Crescent City, California.

RECONVENE THE CITY COUNCIL MEETING

CONTINUING BUSINESS

15. Measure S Oversight Committee Annual Report for Fiscal Year 2021/2022 • Recommendation: Hear staff report
• Receive report from Measure S Oversight Committee Chair Perry • Technical questions from the Council
• Receive public comment
• Further Council discussion
• Receive and file the Crescent City Measure S Oversight Committee Fiscal Year 2021/2022 Annual Report

16. Tobacco Retail License Ordinance Discussion
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Give direction to staff regarding the development of a tobacco retail license ordinance

NEW BUSINESS

17. Watersmart Grant Application Authorization
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
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• Approve and authorize the City Manager to apply for the WaterSMART Grant for the construction of two additional production wells at the Rellim Road site • Approve and adopt Resolution No. 2023-20, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY, AUTHORIZING THE CITY

MANAGER TO EXECUTE ANY AND ALL WATERSMART GRANT AGREEMENTS

AND TO ADMINISTER THEM

18. Contract Amendment with Jacobs and Application for Additional Clean Water State Revolving Funds (CWSRF) Grant Funding
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and authorize the City Manager to execute contract Amendment 6 with Jacobs Engineering for Phase 2 of the RBC/Digester/Sludge Thickener upgrade design (contingent upon funding)
• Authorize staff to make application for Clean Water State Revolving Funds to accommodate Phase 2 of the design

19. Acceptance of FY2023 Economic Development Initiative Community Project Funding Grant Award
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Authorize the City Manager to sign the Grant Agreement for FY2023 Economic Development Initiative Community Project Funding award in the amount of $750,000 and act on the City’s behalf in all matters pertaining to this grant award • Approve and adopt Resolution No. 2023-21, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

CITY COUNCIL ITEMS
➢ Legislative Matters – Consider miscellaneous legislative matters pertinent to the City of Crescent City. Authorize the Mayor to sign the appropriate letters and/or positions with respect to such matters.
➢ City Manager Report and City Council Directives – Pursuant to Crescent City Municipal Code § 2.08.200, the City Council may instruct the city manager on matters of importance to the administrative services of the City and provide direction with respect to subordinates of the City Manager. (Directives from individual Council Members that are not objected to by any member present shall be considered an order of the City Council.) Kamome Event – 4/14/23
Fred Endert – Pool Easter Event

ADJOURNMENT
Adjourn to the regular meeting of the City Council of the City of Crescent City on Monday, April 3, 2023 at 6:00 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531. 6 | P a g e
3/20/23 COUNCIL AGENDA
POSTED:

March 17, 2023
/s/ Robin Altman
City Clerk/Administrative Analyst
Vision:

The City of Crescent City will continue to stand the test of time and promote quality of life and community pride for our residents, businesses and visitors through leadership, diversity, and teamwork.

Mission:

The purpose of our city is to promote a high quality of life, leadership and services to the residents, businesses, and visitors we serve. The City is dedicated to providing the most efficient, innovative and economically sound municipal services building on our diverse history, culture and unique natural resources.

Values:

Accountability
Honesty & Integrity
Excellent Customer Service
Effective & Active Communication
Teamwork
Fiscally Responsible
Proclamation
of the
City of Crescent City
WHEREAS, The City of Crescent City recognizes that every moment of a child’s life is an opportunity to learn and that the quality of these experiences may determine whether a child succeeds in school or in life and that all children need caring and loving adults in their lives, and;
WHEREAS, the City acknowledges that our children are our greatest resource and that our future will be determined by their innovative talents, ideas, and leadership, and; WHEREAS, the role of our people is to accept the responsibility of ensuring that every child experiences an environment at home, at childcare, and at school that will promote the best possible development and;
WHEREAS, all communities have the responsibility of offering parents the education, support and skills needed to provide healthy, safe and nurturing homes for their children, NOW, THEREFORE, BE IT PROCLAIMED that the City Council of Crescent City hereby recognizes the month of April 2023, as Child Abuse Prevention Month and urges the community to support the efforts of the Del Norte Child Abuse Prevention Council, First 5 Del Norte, Del Norte Child Care Council, Family Resource Center of the Redwoods, Del Norte County Juvenile Court, CASA of Del Norte, Del Norte County Health and Human Services, the Del Norte County Unified School District, the City of Crescent City, licensed foster care homes, public and private agencies and programs advocating for children in Crescent City, and parents who already provide a safe, loving and nurturing environment to their children, free of any outside intervention.

CHILD ABUSE PREVENTION MONTH
_________________________________
Mayor Isaiah Wright
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2/6/23 COUNCIL MINUTES

CITY OF CRESCENT CITY
Mayor Isaiah Wright Mayor Pro Tem Blake Inscore
Council Member Raymond Altman Council Member Jason Greenough Council Member Kelly Schellong
MONDAY FEBRUARY 6, 2023 6:00 P.M.

CLOSED SESSION
Call to order Mayor Wright called the closed session to order at 5:00 p.m.

Roll call Council Members present: Council Member Ray Altman, Council Member Jason Greenough, Council Member Kelly Schellong, Mayor Pro Tem Blake Inscore, and Mayor Isaiah Wright
Staff members present: City Manager Eric Wier, City Attorney Martha Rice, Human Resources Manager Sunny Gonzales, Finance Director Linda Leaver and City Clerk/Administrative Analyst Robin Altman

ANNOUNCEMENT OF CLOSED SESSION ITEMS
• Conference with Legal Counsel – Existing Litigation (Gov. Code Section 54956.9(d)(1): City of Crescent City v. Lounge Chair Investments, et al (Del Norte Superior Court Case No. CVUJ-2022-1131)
• Conference with Legal Counsel – Potential Litigation (Gov. Code Section 54956.9(d)(4): 1 case
• Conference with Real Property Negotiator (Gov. Code Section 54956.8): vacated segment of Taylor Street; Eric Wier, Property Negotiator • Public Employee Performance Evaluation (Gov. Code Section 54957(b)): Title: City Attorney and City Manager
• Conference with Labor Negotiator (Gov. Code Section 54957.6): Agency Representative: Eric Wier; Employee Association: Clerical Employees of Crescent City
There were no comments from the public on the closed session agenda.

The closed session adjourned at 6:03 p.m.

OPEN SESSION
Call to order Mayor Wright called the meeting to order at 6:04 p.m.

Roll call Council Members present: Council Member Ray Altman, Council Member Jason Greenough, Council Member Kelly Schellong, Mayor Pro Tem Blake Inscore and Mayor Isaiah Wright

MINUTES

REGULAR CITY COUNCIL MEETING

FLYNN CENTER BOARD CHAMBERS
981 H STREET
CRESCENT CITY, CA 95531
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Staff members present: City Manager Eric Wier, City Attorney Martha Rice, City Clerk/Administrative Analyst Robin Altman, Human Resources Manager Sunny Gonzales, Finance Director Linda Leaver, Public Works Director Dave Yeager, Economic Development and Recreation Director Ashley Taylor, Grants and Economic Development Coordinator Bridget Lacey (via Zoom), Police Sergeant Jennifer Owen, Police Sergeant Ed Wilson, Police Officer Yeng Lo, Police Officer Daniel Sanders and Police Chief Richard Griffin
Pledge of Allegiance led by Mayor Wright

REPORT OUT ON CLOSED SESSION
City Attorney Rice reported no actions were taken on closed session items, but at the adjournment of the Council meeting, the Council will return to closed session.

PUBLIC COMMENT PERIOD
There were no comments from the public.
➢ Reports, Concerns, Referrals, Council travel and training reports – Council Member Altman: nothing to report
Council Member Greenough: nothing to report
Council Member Schellong: attended the Border Coast Regional Airport Authority meeting, met with City Attorney Rice and Fire Chief Carey to learn more about their departments Mayor Pro Tem Inscore: attended CERF grant meeting and the Chamber with other partners regarding a group of bicyclists coming after the 4th of July Mayor Wright: nothing to report

CEREMONIAL ITEMS

1. Introduction of the New Warden for Pelican Bay State Prison, Warden Stephen Smith Mayor Wright explained that due to a schedule conflict, Warden Smith was unable to attend tonight’s meeting.

2. Chief Commendation for Officer Daniel Sanders
Chief Griffin gave recognition to Officer Sanders for his recent trip to Ukraine to train people to use life-saving equipment. Officer Sanders reported on his trip and how he was able to provide training that the Ukrainians would not have been able to get. They were very appreciative of CCPD coming to their country to help.

3. Introduction of new employees: Police Recruits Jordan Fillippa and Samantha Aguirre Chief Griffin gave backgrounds on both recruits, both positions have been funded by Measure S.

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REPORTS AND PRESENTATIONS

4. Fiscal Year 2021-22 Financial Audit
• Recommendation: Receive presentation from auditor
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Receive and file the Fiscal Year 2021-22 Audited Financial Report for the City of Crescent City and the Report on Measure S Activities
Finance Director Leaver introduced Mitesh Desi of Badawi and Associates who will be reporting to the Council the FY 2021-22 Audit Report. Mr. Desi stated that the areas of primary audit emphasis was revenues and receivables, improperly revenue recognitions, governmental funds – confirm/validate TOT, property takes, sales taxes, franchise taxes and other significant revenues, proprietary funds, pension and OPEB and review of accounting estimates for bias, examination of manual journal entries and evaluation of business rationale for unusual transactions. Mr. Desi also reported to the Council that an audit of the Measure S activities was conducted. He further stated that there were no material weaknesses found, no significant deficiency identified in the financial statements and Federal Awards. There were also no audit findings to be disclosed as required to be reported.

There were no comments from the public.

Council Member Schellong asked her fellow Council Members how they felt the City was doing financially; and asked why this is the June 2022 report. City Manager Wier stated that since that is the end of the fiscal year. Council Member Greenough feels the City is in a good position and likes that debts are being paid. Mayor Pro Tem Inscore stated that it is impressive that we continue to have clean audits. Mayor Wright spoke about the high level of communication and transparency. Council Member Schellong spoke of her concern over the net position has increased and that is only due to taxes increasing, but revenues are decreasing and expenses are increasing and is it being taken into consideration. City Manager Wier stated that TOT and taxes are projected to be higher; the City is in good financial shape. Council Member Schellong stated that the Sewer Fund was at a loss; City Manager Wier stated the City is in the process of working on a rate study. Council Member Schellong asked if there are any benefits to encourage new businesses to hook up service; City Manager Wier stated that there is a payment plan option.

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Greenough, and carried on a 5-0 polled vote, the City Council of the City of Crescent City received and filed the Fiscal Year 2021-22 Audited Financial Report for the City of Crescent City and the Report on Measure S Activities.

CONSENT CALENDAR

5. Council Meeting Minutes
• Recommendation: Approve the January 10, 2023 and the January 17, 2023 meeting minutes of the City Council.

6. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period January 7, 2023 through January 27, 2023.
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7. Payroll Report
• Recommendation: Receive and file the biweekly payroll report for the period ending January 14, 2023, paid January 20, 2023.

8. Budget-to-Actual Financial Reports for December 2022 • Recommendation: Receive and file the monthly budget-to-actual financial reports of the City’s major operating funds for the month of December 2022

9. Budget for Peterson Park Maintenance and Fencing
• Recommendation: Approve and adopt Resolution No. 2023-09, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

10. Quarterly Cash and Investments Report as of December 31, 2022 • Recommendation: Receive and file quarterly cash and investments report as of December 31, 2022

11. Confirmation of Del Norte Solid Waste Management Authority Public Member Appointment
• Confirm the appointment of Michael Tompkins as the Public Commissioner for the Del Norte Solid Waste Management Authority

12. Redwood Coast Transit Authority Letter of Support
• Recommendation: Authorize the Mayor to sign a letter of support of the Redwood Coast Transit Authority TIRCP grant application for Expanding Transit Services and Growing Zero-Emission Fleets on California’s North Coast

13. Purchase of Three Utility Trucks
• Recommendation: Approve and authorize the City Manager to sign the Purchase Order for the purchase of three Public Works utility trucks Mayor Pro Tem Inscore asked to pull item 13 for further discussion, the Council was in consensus.

There were no comments from the public.

On a motion by Council Member Greenough, seconded by Council Member Inscore, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City adopted the consent calendar consisting of items 5-12 as presented.

Regarding item 13, Mayor Pro Tem Inscore asked why the decision to purchase Mavericks instead of Ford Rangers was made; City Manager Wier will research. Mayor Pro Tem Inscore asked for staff to look one more time to make sure the right decision is being made.

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Altman, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City approved and authorized the City Manager to sign the Purchase Order for the purchase of three Public Works utility trucks.

PUBLIC HEARING - None
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CONTINUING BUSINESS

14. Val Polyanin Artwork Presentation and Programming Proposal • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Direct staff to:

1. Option 1
▪ Proceed with hiring a videographer, art researcher, curator, and marketing consultant with a total budget of approximately $28,000 to launch a 10-month marketing campaign and the staffing to open the former Bank of America building, at 240 H Street, three days a week for an art exhibit from May through December 2023, including First Friday events for the 2023 season in coordination with the Downtown Divas
▪ Approve and adopt Resolution No. 2023-10, A RESOLUTION OF THE

CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE
FY 2022-23 BUDGET OF THE CITY OF CRESCENT CITY
▪

2. Option 2
▪ Proceed utilizing the former Bank of America building as is to display the art and allocate staff to open to the public on regularly scheduled First Friday events for the 2023 season in coordination with the Downtown Divas

3. Option 3
▪ Continue to utilize the Bank of America building to only store the art, do not allocate staffing or other resources to open the space to the public, and pursue permanent placement options

4. Option 4
▪ Direct staff as necessary and appropriate
Economic Development and Recreation Director Taylor gave a history of this item going before the Council. To have the art work on exhibit, staff proposes having the story of Val Polyanin done by a professional agency. Annalise Flynn, independent curator and art historian and Jillian Morrison, art historian; will give historical context to Val Polyanin’s story. Director Taylor stated that in addition to what Ms. Flynn and Ms. Morrison can provide, the plan is to also hire a videographer to document the story. LuLish Marketing will be pushing out information for this gallery. Council Member Greenough asked where in the process the City is in with discussions with the Kohler Foundation; Director Taylor stated that staff will reach out right away to pin down a date. Mayor Pro Tem Inscore stated that spending taxpayers’ money, there needs to be a return on the investment. Does think that having the story told has value, but does not want to spend the money on an exhibit. Director Taylor stated that having a return on investment would be hard to quantify. She stated for the marketing piece, a lot of that can be done in-house and explained how the Kohler Foundation has done in the past with other art collections. City Manager Wier stated that Economic Development and Grants Coordinator Bridget Lacey met with Nick Rail of the Performing Arts Center and showed him the artwork; he was really encouraged and was interested in perhaps making it a part of the Performing Arts Center. Council Member Greenough asked about giving pieces to local schools. Ms. Morrison said most of the artwork should stay in Crescent City as that is where it was created and will provide more draw. Mayor Wright stated that this whole thing is not possible without the help from an organization like Kohler. Council Member Schellong said the story is meaningful, however, justifying any public money spent on this is difficult. She asked how the City can store this art long-term until it finds a permanent home 6 | P a g e
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and does not support a museum like exhibition and having staff time to man it, should be done by volunteers. Council Member Schellong asked what will happen if Kohler doesn’t take the collection; Director Taylor stated that it would have to be put in storage and would be $900 a month. Council Member Altman how much has been spent so far on this collection; Director Taylor stated that $8k to move it from 101 S to the Bank of America building. Council Member Greenough suggested placing the art pieces throughout the community and then auction off the rest. Feels the investment is worth the risk. Council Member Altman said that due to the expense of maintaining the collection, he would have voted not to take the collection at all. Asked Director Taylor if Val Polyanin was willing to tell his story; Director Taylor stated that Ms. Lacey had interviewed him. Council Member Altman said that the City has an art collection being stored in the Cultural Center and not on display. Council Member Greenough suggested getting the community involvement piece; Council Member Altman said that initially, had we not accepted the artwork, it would have been destroyed. Asked if a formal appraisal was going to be done on the artwork. Mayor Pro Tem Inscore stated that this does not need to be marketed, the focus needs to be on the preservation and finding it a permanent home. Council Member Schellong supports putting a plan together to find a permanent home for the collection; doesn’t support paying staff time to have a museum, and does not support marketing. Mayor Wright stated that having $10k on a videographer is very expensive, he makes videos in 4k on his iPad. Mayor Pro Tem Inscore supports a strategy to house the collection and to make sure there is a story to go along with the collection. He stated that the budget should be a total of $10k.

Roger Gitlin: spoke in opposition spending money on this collection when the streets need to be fixed.

Ms. Flynn suggested creating a Board 501c3 to be in charge of fundraising to cover the expenses and not having to use public funds. Council Member Altman stated that he is not opposed to storing or housing the art, is just opposed to using public funds. He asked if there was a fund balance; there is, $6,500. Mayor Pro Tem Inscore asked if the $8k that has already been allocated, if we budget an additional $2k, would that be enough to chronicle the story and make connections; Director Taylor stated it would be doable. She also stated that staff would prepare the space for First Fridays so the public can see the collection and to be staffed by volunteers.

Direct staff to use the money in the Economic Development budget with the $1,500 donation, and an additional $2k without limiting what that money would be spent focusing on the curation, so the public can view the collection in an organized fashion and to do so safely.

Mayor Pro Tem Inscore made a motion, seconded by Council Member Greenough, that the City Council of the City of Crescent City direct staff to use the remaining Economic Development budget money as well as the $6,500 and the $1,500 received in donations and adopted Resolution No. 2023-10, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FY 2022-23 BUDGET OF THE CITY OF CRESCENT CITY by $2,000 in the General Fund.

During discussion Council Member Schellong asked what the direction to staff would be for staff hours as she is not in support of management team or Public Works crews to spend a lot of time hanging up the art. Mayor Wright stated that the suggestion of having a charity organization handle it and do fundraising was to prevent staff working on it. Council Member Schellong stated that there is a 501c3 Art Association locally. Mayor Pro Tem Inscore stated that there will not be enough time to create a new 501c3 for this to be on display this summer. Is not in favor of City staff using time for this display; City Manager Wier stated that staff would be necessary to direct the volunteers. Finance Director Leaver said that the $1,500 in donations was not a part of the original budget. In order to record that we’ve received and spent them, doing that as well as adding $2,000, the resolution would need to be $1,500 on the revenue side and $3,500 on the 7 | P a g e
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expense side. That would be spending the $1,500 donation and adding $2,000 to the existing budget.

Darrin Short: expressed concern that is this project the purpose of City government? The art was available and no one in the art community came out to obtain it.

On an amended motion by Mayor Pro Tem Inscore, seconded by Council Member Greenough, and carried on a 3-2 polled vote with Council Member Altman and Council Member Schellong voting no, the City Council of the City of Crescent City approved and adopted adopt Resolution No. 2023-10, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FY 2022-23 BUDGET OF THE CITY OF CRESCENT CITY and modified the resolution to add $1,500 revenue increase from the donation already received and an expenditure increase of $3,500.

NEW BUSINESS

15. Budget to Actual Operating Results for Fiscal Year 2021-22 • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Receive and file budget-to-actual financial report of the City’s major operating funds for Fiscal Year 2021-22
Director Leaver gave an analysis of what was spent in the budget and the Housing Authority budget. Council Member Greenough excused himself from the remainder of the meeting at 9:15 p.m. for work. Mayor Wright asked about the interest is different from what we budgeted; Director Leaver said that pre-COVID we did well with interest; it is starting to turn around as we had almost nothing for quite some time.

There were no comments from the public.

On a motion by Council Member Schellong, seconded by Mayor Pro Tem Inscore, and carried unanimously on a 4-0 polled vote, with Council Member Greenough being absent, the City Council of the City of Crescent City received and filed the budget-to-actual financial report of the City’s major operating funds for Fiscal Year 2021-22.

16. Community Economic Resiliency Fund Pilot Funding Grant Application with the Crescent City Harbor District
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Direct staff to join the Crescent City Harbor District in their application for funding through the Economic Development Pilot Program
Mayor Wright called a five minute recess at 9:23 p.m. and called the meeting back to order at 9:28 p.m.

Director Taylor went over the Community Economic Resiliency Fund (CERF) program and that it aims to fund regional programs and high road economic development strategies that directly complement state and federal infrastructure investments in multiple sectors. The program focuses strategies that include improving job quality and job access, meeting the skill and profitability 8 | P a g e
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needs of employers and meeting the economic, social and environmental needs of the community. The projects listed on the City’s application are the revisioning of the Cultural Center as a potential joint visitor center between State & National Parks and the Del Norte County Visitors Center, the construction of the transit hub for Redwood Coast Transit Authority, and the creation of a Downtown Revitalization and Business Development project. Council Member Schellong asked what jobs will be tied to the City’s application; Director Taylor said that it will come from the business development aspect. Mayor Pro Tem Inscore asked Michael Barr, Grant Writer for the Harbor, if we have a good strong community application; Mr. Barr stated the following agencies are a part of this grant application: Del Norte County, Crescent City Harbor District, Tri-agency Economic Development Authority, Tolowa Dee Ni Nation, DN Healthcare District, Redwood Parks Conservancy, North Coast Small Business Development Center, Elk Valley Rancheria, Del Norte and Tribal Lands Community Council, and Redwood Coast Ports.

There were no comments from the public.

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Altman, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City directed staff to join the Crescent City Harbor District in their application for funding through the Economic Development Pilot Program with the three priorities listed: visitors center, transit center and a Downtown Revitalization & Business Development Program.

17. Front Street Complete Street and Cultural Inclusion Project- RAISE Grant Application • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and adopt Resolution No. 2023-11, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AUTHORIZING SUBMISSION OF A

JOINT GRANT APPLICATION WITH ELK VALLEY RANCHERIA TO THE

REBUILDING AMERICAN INFRASTRUCTURE WITH SUSTAINABILITY AND

EQUITY (RAISE) PROGRAM FOR THE FRONT STEET COMPLETE STREET AND

CULTURAL INCLUSION PROJECT
City Manager Wier went over the 2023 RAISE grant, the City has applied four different times for this funding. This year’s application is very competitive and staff has been working well with Elk Valley Rancheria. There will be a public workshop on February 15th for input on the Beachfront Park General Plan.

There were no comments from the public.

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Schellong, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City approved and adopted Resolution No. 2023-11, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CRESCENT CITY AUTHORIZING SUBMISSION OF A JOINT GRANT APPLICATION WITH ELK

VALLEY RANCHERIA TO THE REBUILDING AMERICAN INFRASTRUCTURE WITH

SUSTAINABILITY AND EQUITY (RAISE) PROGRAM FOR THE FRONT STREET COMPLETE STREET AND CULTURAL INCLUSION PROJECT.

CITY COUNCIL ITEMS
➢ Legislative Matters – None
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➢ City Manager Report and City Council Directives – City Manager Wier stated that Director Leaver and her staff have done a fantastic job on the audit.

ADJOURNMENT
There being no further business to come before the Council, Mayor Wright adjourned the meeting at 10:08 p.m. to closed session. Closed session adjourned at 10:28 p.m. to the regular meeting of the City Council of the City of Crescent City on Tuesday, February 21, 2023 at 6:00 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531.

ATTEST:
__________________________________
Robin Altman
City Clerk/Administrative Analyst
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CITY OF CRESCENT CITY
Mayor Isaiah Wright Mayor Pro Tem Blake Inscore
Council Member Raymond Altman Council Member Jason Greenough Council Member Kelly Schellong
Chairman John Wendt Vice-Chairman Ray Walp
Commissioner Betsy Dewar Commissioner Brad Kime Commissioner Candace Tinkler MONDAY FEBRUARY 27, 2023 6:00 P.M.

OPEN SESSION
City Council Call to order Mayor Wright called the meeting to order for the City Council at 6:07 p.m.

Planning Commission Call to Order Chairman Wendt called the meeting to order for the Planning Commission at 6:07 p.m.

City Council Roll call Council Members present: Council Member Ray Altman, Council Member Jason Greenough, Council Member Kelly Schellong, Mayor Pro Tem Blake Inscore, and Mayor Isaiah Wright
Staff present: City Manager Eric Wier, City Attorney Martha Rice, City Clerk/Administrative Analyst Robin Altman, Public Works Director Dave Yeager, Economic Development and Recreation Director Ashley Taylor, Public Works Maintenance Manager Jason Wylie, and Police Chief Richard Griffin
Planning Commission Roll Call Commissioners present: Commissioner Betsy Dewar, Commissioner Candace Tinkler, Vice-Chairman Ray Walp, and Chairman John Wendt
Commissioner absent: Commissioner Brad Kime
Pledge of Allegiance led by Mayor Wright

PUBLIC COMMENT PERIOD
There were no comments from the public.

AGENDA

SPECIAL JOINT MEETING OF THE CITY COUNCIL AND

PLANNING COMMISSION

WASTEWATER TREATMENT FACILITY
210 BATTERY STREET
CRESCENT CITY, CA 95531
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PLANNING COMMISSION CEREMONIAL ITEMS

1. Oath of Office for Planning Commissioner Candace Tinkler City Clerk Robin Altman administered the Oath of Office to incoming Planning Commissioner, Candace Tinkler.

CITY COUNCIL CONSENT CALENDAR

2. Letter of Support for Harbor District’s Application for Coastal Conservancy • Recommendation: Authorize the Mayor to sign a letter of support to the Crescent City Harbor District for their grant application through the Coastal Conservancy to repair Citizen’s Dock
On a motion by Mayor Pro Tem Inscore, seconded by Council Member Schellong and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City authorized the Mayor to sign a letter of support to the Crescent City Harbor District for their grant application through the Coastal Conservancy to repair Citizen’s Dock

NEW BUSINESS

3. Beachfront Park General Development Plan
• Recommendation: Hear staff report
• Technical questions from the Council and Commission
• Receive public comment
• Further Council and Commission discussion
• Planning Commission: Consider and recommend the approval of the Beachfront Park General Development Plan
• City Council: Consider and approve the Beachfront Park General Development Plan City Manager Wier gave the background of the Beachfront Park Master Plan and the funding that has been awarded for the project. Within the Request for Proposals was the requirement to do a General Development Plan, and GreenWorks was selected for the Plan. Their design team includes Sea Reach, Abbate Designs, and Stover Engineering. Paul Agrimis, of GreenWorks, gave a detailed presentation of the design and how they took inspiration from the local scenery and landscape. He went over the process to create the General Development Plan and that the project will now include the S Curves all the way to Battery Point Lighthouse, which will have an audio story and kiosk. The Park’s design includes the Tolowa story piece as well as the Sister City relationship with Rikuzentakata and the story of the boat Kamome. He further reported that funding has been secured to allow for the amphitheater element. Regarding the Cultural Center, the front is being revisioned to make the entrance ground level and the front being all glass. The concrete will be imprinted with traditional Tolowa designs. Susan Jurasz of SeaReach LTD described having outdoor exhibits that will explain to visitors what they can do within the Park, in the city and places close by to explore. Mr.

Agrimis went on to explain the inclusive playground which will be included in the expansion of Kid Town; City Manager Wier went over the maintenance of the playground area. He further stated that in order to get the entire Park done with all of the elements, it would be $50 million, the available funds for the project currently is $8 million. Staff is seeking direction on what are the priorities the Commission and Council have for the Park elements. City Manager Wier stated that the following elements will be developed over the course of time: Sister City piece, Tolowa Coastal Stories, amphitheater and the pump track. The first element to come out will be the pump track and designs for the track will be presented next summer. Vice Chair Walp asked if there was a final rendition of the amphitheater and how soon will it be available for use; Mr. Agrimis stated there is only a working rendition and construction schedule is set for 2025. Council Member Schellong asked what the 3 | P a g e
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capacity is for people to attend a concert there; Mr. Abbate stated it has a capacity for 1,000 people.

Council Member Schellong asked why the amphitheater was placed so close to the water as it is the windiest part of the Park; Mr. Abbate stated the location was chosen due to its beauty and further stated there will be a berm for people to sit on that will decrease the wind. Mayor Wright asked if the 8’ lift for the amphitheater would cause an issue for patrol being able to see everything clearly; Chief Griffin stated that patrolling the Park would continue as it has been and the officers will check everything to ensure safety and lawful behavior. Council Member Greenough asked about the food truck area around the amphitheater and if there would be hookups and water available for them; Mr.

Abbate answered in the affirmative. Council Member Schellong spoke of her concern for pedestrian safety with the dolo being at the S Curves and being directed to cross highway traffic; Mr. Agrimis stated that pedestrians will be directed to use the sidewalks and crosswalks to ensure safety. Council Member Greenough asked what the $3 million would cover for the amphitheater; Mr. Agrimis stated it would be used for the infrastructure. Council Member Altman asked if the entire $50 million project is up for discussion tonight, or just the five listed elements; City Manager Wier stated that what staff is seeking is approval of the General Plan and what the Council’s element choice would be for the $8 million expense. Commissioner Dewar expressed her appreciation for the recent Beachfront Park General Plan Workshop that the public was invited to as it gave her a lot of insight. Vice-Chairman Walp asked why the amphitheater was farther away from the lighthouse as that was not what he thought the original plan showed; City Manager Wier stated the amphitheater has only moved one section over and that was to make the focus on a multi-functional section rather than just an entertainment venue. The Plan before the Council and Commission gets the most use of the $8 million available for the project. Having the amphitheater in that particular location allows a larger section for the soccer fields. Council Member Schellong asked if the walking path was for pedestrians only or would bicyclists use it as well, and what material was going to be used for it; Mr. Agrimis stated that concrete will be used and if bicyclists were to use it, it would be anticipated the riders would be using the walkway for a slow ride. Commissioner Dewar asked if the trees by the Cultural Center along the bike path be removed, or will they remain; Mr. Abbate stated there is no intention to remove those trees. Council Member Schellong expressed her desire to have something on Stamps Way commemorating Bill Stamps, who is known for reporting on the radio about the tsunami as it was happening from the studio. Regarding the Dog Park, City Manager Wier stated the size would be reduced on the small dog side to accommodate the size of the pump track and asked for the Council and Commission’s authorization; the Council and Commissioners were in consensus to do so.

Commissioner Tinkler asked if only the footprint is what is being approved tonight and wanted to confirm each item didn’t need to be discussed, and would like to see more funding for additional trees; Chairman Wendt said the particulars can be discussed at future meetings, all that is to be approved tonight is the General Plan. Mr. Agrimis stated that the amphitheater has garnered a lot of discussion; the current layout gets the most for the money. Mayor Wright asked why the volleyball court was no longer in the Plan; Mr. Agrimis stated that it wasn’t on the list, but can be revisited. Mayor Wright asked if loud noises coming from the pump tract, next to the Marine Mammal Center would be ok and if staff had contacted them to check; City Manager Wier stated the Marine Mammal Center had been contacted and were ok with the noise. Council Member Schellong asked if the USS Emidio monument could be located closer to the Veterans Monument; Mr. Abbate stated that it could be moved and there have been discussions of having a monument garden.

The following resident addressed the Council and Commission:

Mario Westphal: agreed with the General Plan, asked about security, maintenance, and enforcement.

Is concerned with the transient activity. Police Chief Griffin stated that there have been no calls for service regarding the transient activity. He further stated that the overall appearance of the Park has changed dramatically since he has become Chief. When calls for service come in, the officers’ response times are very quick.

Council Member Schellong supports having extra staff to keep up with the maintenance of the Park. 4 | P a g e
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Tamera Leighton: spoke in support and appreciation of the inclusive play area; also asked if there could be a place for the 12-16 year olds as well – oftentimes they run in the play area and smaller children cannot enjoy the space as much, or as safely. Suggested a parkour or fitness course to be added to the plans.

Commissioner Tinkler spoke of her concerns about the amphitheater and asked if some aspects could be changed; Mr. Abbate stated that some modifications can be made. City Manager Wier stated that each element of the Plan will be discussed at future meetings to vet them out fully.

On a motion by Commissioner Dewar, seconded by Commissioner Tinkler, and carried on a 4-0 polled vote with Commissioner Kime being absent, the Crescent City Planning Commission and Architectural Design Committee considered and approved the Beachfront Park General Development Plan
On a motion by Council Member Schellong, seconded by Mayor Pro Tem Inscore, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City considered and approved the Beachfront Park General Development Plan

ADJOURNMENT
There being no further business to come before the City Council, Mayor Wright adjourned the meeting at 8:31 p.m. to the regular meeting of the Crescent City Planning Commission on Thursday, March 9, 2023 at 5:30 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531.

There being no further business to come before the Planning Commission, Chairman Wendt adjourned the meeting at 8:31 p.m. to the regular meeting of the City Council of the City of Crescent City on Monday, March 6, 2023 at 6:00 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531.

ATTEST:
_____________________
Robin Altman
City Clerk/Administrative Analyst
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CITY OF CRESCENT CITY
Mayor Isaiah Wright Mayor Pro Tem Blake Inscore
Council Member Raymond Altman Council Member Jason Greenough Council Member Kelly Schellong
MONDAY MARCH 6, 2023 6:00 P.M.

CLOSED SESSION
Call to order Mayor Wright called the closed session to order at 5:01 p.m.

Roll call Council Members present: Council Member Ray Altman, Council Member Jason Greenough, Council Member Kelly Schellong, Mayor Pro Tem Blake Inscore and Mayor Isaiah Wright
Staff present: City Manager Eric Wier, City Attorney Martha Rice, and City Clerk/Administrative Analyst Robin Altman

CLOSED SESSION
• Conference with Legal Counsel – Existing Litigation (Gov. Code § 54956.9(d)(1)):

Bertsch-Ocean View Community Services District v. City of Crescent City (Del Norte Superior Court Case No. CVUJ-2020-1287), City of Crescent City v. Lounge Chair Investments, et al (Del Norte Superior Case No. CVUJ-2022-1131) Alice Brown v. City of Crescent City (USDC N. Dist. Cal. Case No. 18-CV-07826-EMC); William Paul v. City of Crescent City (USDC N. Dist. Cal. Case No. 20-CV-01967-CRB) • Conference with Legal Counsel – Potential Litigation (Gov. Code § 54956.9(d)(2)):

Claim of Christine Cravey
• Public Employee Performance Evaluation (Gov. Code § 54957): Titles: City Attorney and City Manager
There were no comments from the public.

The closed session adjourned at 5:57 p.m.

OPEN SESSION
Call to order Mayor Wright called the open session to order at 6:00 p.m.

Roll call Council Members present: Council Member Ray Altman, Council Member Jason Greenough, Council Member Kelly Schellong, Mayor Pro Tem Blake Inscore, and Mayor Isaiah Wright
Staff present: City Manager Eric Wier, City Attorney Martha Rice, City Clerk/Administrative Analyst Robin Altman, Finance Director Linda Leaver, Economic Development and Recreation Director

MINUTES

REGULAR CITY COUNCIL MEETING

FLYNN CENTER BOARD CHAMBERS
981 H STREET
CRESCENT CITY, CA 95531
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Ashley Taylor, Public Works Maintenance Manager Jason Wylie, Public Works Director Dave Yeager, Housing Authority Executive Director Megan Miller (via Zoom), Maintenance Worker (?) Jonathan Clewell, and Police Chief Richard Griffin
Pledge of Allegiance led by Mayor Wright

REPORT OUT OF CLOSED SESSION
City Attorney Rice reported the following action was taken on a closed session item:

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Greenough, and carried 5-0, the City Council of the City of Crescent City rejected the claim of Christine Cravey She further reported that the Council will reconvene into closed session upon adjournment of the open session.

PUBLIC COMMENT PERIOD
There were no comments from the public.
➢ Reports, Concerns, Referrals, Council travel and training reports – Council Member Altman: nothing to report
Council Member Greenough: nothing to report
Council Member Schellong: attended a Redwood Coast Transit Authority Workshop and Border Coast Regional Airport Authority
Mayor Pro Tem Inscore: met with the County and other advocates regarding homeless and providing housing and a temporary shelter, attended the Kamome Festival event planning meetings and the Visitors Bureau meeting.

Mayor Wright: nothing to report

CEREMONIAL ITEMS

1. Introduction of new employee Jonathan Clewell
Public Works Maintenance Manager Jason Wylie introduced Mr. Clewell to the Council and public; he was formerly a seasonal worker and has been hired full time.

2. Public Works Employee Recognition: Eric Eiler
Public Works Maintenance Manager Wylie explained how Eric Eiler has progressed through training and education to obtain certificates necessary to do more work for the City. He recently got his Water Distribution License which was not required for his job.

CONSENT CALENDAR

3. Council Meeting Minutes
• Recommendation: Approve the January 30, 2023 meeting minutes of the Joint City Council/Measure S Oversight Committee and the February 21, 2023 meeting minutes of the City Council.
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4. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period February 11, 2023 through February 24, 2023.

5. Payroll Report
• Recommendation: Receive and file the biweekly payroll report for the period ending February 25, 2023, paid March 3, 2023..

6. Recycled Water Feasibility Study for the City’s Wastewater Treatment Facility and Significant Industrial Users
• Recommendation: Receive and file “Crescent City Recycled Water Feasibility Study”

7. Confirm Appointment of Mayor Wright as alternate commissioner to Del Norte Solid Waste Management Authority Governing Board
• Recommendation: Confirm appointment of Mayor Wright to serve as alternate commissioner to the Del Norte Solid Waste Management Authority Governing Board

8. Storm Tree Removal
• Recommendation: Ratify the City Manager’s signature of the Small Public Works Agreement with Turner Chopping, LLC
• Approve and adopt Resolution No. 2023-14, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

9. Utility Connection Fee Payment Plan Agreement
• Recommendation: Approve and authorize the City Manager and Finance Director to sign a Payment Plan Agreement & Lien for Utility Fees for 650 D Street with Gabriel Hall
Council Member Schellong asked to pull item 4; Council was in consensus.

There were no comments from the public for items 3, 5-9 consent calendar.

On a motion by Council Member Greenough, seconded by Council Member Inscore, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City adopted the consent calendar consisting of items 3, 5-9 as presented.

There were no comments from the public for the Warrant Claims List.

Council Member Schellong explained that since she works for Bicoastal Media and some of the warrants were issued to companies that do business with her employer, for transparency’s sake, she will be recusing herself from this item.

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Greenough, and carried on a 4-0-1 polled vote with Council Member Schellong recusing herself, the City Council of the City of Crescent City received and filed the warrant claims list for the period February 11, 2023 through February 24, 2023.

REPORTS AND PRESENTATIONS - None
PUBLIC HEARING - None
CONTINUING BUSINESS - None
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NEW BUSINESS

10. Fiscal Year 2022-23 Mid-Year Budget Update
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and adopt Resolution No. 2023-15, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY
Finance Director Leaver gave a brief overview for the mid-year budget update by going over the high-level items; the staff report gives detailed information on the budget as a whole. The Council is provided with monthly budget-to-actual reports to keep them abreast of the City’s budget.

Director Leaver explained that HDL gives the City the tax revenue information and budgeting for last year was done so conservatively. The tax revenue budgets for this year show increases, therefore staff recommends the following: sales tax revenue budget to be increased $200k, Measure S to be increased $300k, and TOT to be increased $118k. Director Leaver explained that there have been some revenue and expense changes in the fire department – the revenue has increased (reimbursements) $20,836. This was from reimbursable travel and firefighter expenses due to mutual aid, such as our firefighters helping CalFire with large fires. The firefighters get paid by CalFire, but it funnels through the City and is considered a revenue and an expense; the expenses have increased $32,501. Council Member Schellong asked for clarification on the $9,700 and $11k listed in the report as revenue, but there was no expenditure.

Director Leaver explained that the $11k is included in travel and training for sending a firefighter to another fire as mutual aid. The $9,700 is a combination of other items that will be reimbursed by the Fire District. Director Leaver explained that the increase in the Planning Department of $59k is for the contract we have with SHN to handle City Planning; this is due to development picking up in the city. She went over the Street Department budget and that there is the recommendation from the outside consultant, California City Finance, to reduce the revenue budget by $41,203. This amount was based on the State’s budget projections; gas prices are high, but consumption is down. She reported that the revenues in the General Fund will increase by $605,508 and the expenses by $177,042. Director Leaver went over the General Fund balance and the required reserve of 25% of operational expenses, not including grant or capital projects:
$2,287,973. $287,632 of unallocated general fund does not include the reserve or Measure S funds. The Sewer Fund had a revenue increase of $21,862 due to the County Service Area; the Water Fund has an increase in revenue of $5,150 and $71,046 in expenses due to a lot of major repairs that needed to happen this year. The Housing Authority had some minor adjustments – the expenses were up $3,383 due to some safety expenses and the revenues are up $670. The RV Park had expenses up $4,098. Regarding the Housing Authority, Mayor Pro Tem Inscore stated that the number is higher than usual, is this ok, or will it affect future funding options? Director Leaver stated the balance is from two different components, one being the Housing Assistance Payment (HAP) which can impact our future funding and that portion is relatively low.

Mayor Pro Tem Inscore asked about the $719 ARPA expense listed; Director Leaver said it was required to list and it was for administration. Council Member Schellong asked for Fire: $11k and $9k for revenue, but $32,501 in increased expenses as well. Director Leaver said that some of the expenses are reimbursable, some are not.

There were no comments from the public.

On a motion by Council Member Greenough, seconded by Mayor Pro Tem Inscore, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City approved and 5 | P a g e
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adopted Resolution No. 2023-15, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF

CRESCENT CITY
Mayor Pro Tem Inscore asked when the Budget Workshop is scheduled for; City Manager Wier stated it is planned for Tuesday, May 9th and a follow up meeting on the 11th.

11. Acceptance of Grant Award from the State Department of Parks and Recreation for the Prop 68 Rural Recreation and Tourism Grant Program
• Recommendation: Hear the staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Authorize the City Manager to sign the Grant Agreement for Prop 68 Rural Recreation and Tourism Grant Funds in the amount of $3 million dollars City Manager Wier stated that $3million of the $23million available in funding was awarded to the City. There is no match required for these funds and a consultant team is ready to go. Council Member Greenough stated he is looking forward to this project. Council Member Schellong asked if the funds can be used for the maintenance of the infrastructure; City Manager Wier said this is for the building of the capital, maintenance is not covered with these funds. Council Member Schellong asked if there were any long-term thoughts about outsourcing concert management; City Manager Wier stated there has been some discussions amongst staff on the handling of events. Mayor Pro Tem Inscore stated that a local person that comes to town for an event, it has been shown they will pay on average $20 within the community. If it’s a visitor, they will pay twice as much.

There were no comments from the public.

On a motion by Mayor Pro Tem Inscore, seconded by Council Member Schellong, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City authorized the City Manager to sign the Grant Agreement for Prop 68 Rural Recreation and Tourism Grant Funds in the amount of $3 million dollars.

12. Lighthouse Cove RV Park Policy Changes
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Authorize staff to limit stays to one month, defined as 28 consecutive days • Authorize a policy change to require guests to pay for their stays at the time of reservation effective April 3, 2023
• Authorize a policy change to allow refunds for stays cancelled within specified timeframe as set forth in the staff report prior to the reservation effective April 3, 2023 Economic Development and Recreation Director Taylor explained the time limit to stay at the RV Park and how residence is established by being on site for more than 30 days. This policy is to limit stays to 28 consecutive days, to receive payment when the reservation is made will help reduce the City’s liability. Additionally, since payment will be taken up front, a refund policy is proposed to be created. If the cancellation is done more than 7 days in advance, there is a full refund less $15 processing fee. If it is less than 7 days, a full day will be charged. Council Member Greenough asked if there is anything in our reservation that allows someone to schedule 28 days, leave for two, and schedule another 28 days; Director Taylor stated they could. Council Member 6 | P a g e
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Schellong asked when the policy changed from the 30 days; Director Taylor believes it was in 2020 that allowed for long term. Mayor Pro Tem Inscore asked why the 28 days and not 30; if staffing is needed for the weekend to check to make sure people leave when they are supposed to. City Manager Wier stated that there are situations where people have gotten stuck and the extra 2 days helps mitigate any issues that come forward and there is coverage on the weekends.

Mayor Wright asked if they leave the RV Park and park in the parking lot in front, is that technically leaving? City Attorney Rice stated that the agreement is to lease that space and is what the 28 days covers; there is no risk if they park in the parking lot that is outside of the RV Park. Mayor Wright asked about an RV parking in the parking lot and taking up a lot of space, how can this be addressed; Chief Griffin stated that the parking lot is designed for public use and the RV Park is not. There are no laws on how the design of the parking lot is done, the same problem is occurring at Beachfront Park. He will research it more and return to the Council; his suggestion is to not allow RVs to park in that parking lot. Mayor Wright stated for travelling nurses who may have an 8 week stay here, he doesn’t like having to ask them to leave for a day to come back again, would like to see that change. Council Member Greenough cautioned the long term stays as we lose rights as landlords and there has been issues in the past that have become legal situations. City Manager Wier stated that having visitors just move to another space after 28 days will ease the transition. Chief Griffin stated that the issue is not only evicting people from the Park, it’s the buildup of belongings outside that becomes blight and that visitors will not want to come back.

There were no comments from the public.

On a motion by Council Member Schellong, seconded by Council Member Greenough, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City authorized a policy change to require guests to pay for their stays at the time of reservation effective April 3, 2023 and authorized a policy change to allow refunds for stays cancelled within specified timeframe as set forth in the staff report prior to the reservation effective April 3, 2023.

CITY COUNCIL ITEMS
➢ Legislative Matters –
o SB 402 – Emergency services: limiting police response ▪ Police Chief Griffin read the bill summary to the Council. This will change how law enforcement deals with the homeless. They would no longer be handled by the police, but other agencies such as fire department, mental health professionals, community service officers, or emergency medical technicians. The only time the police can be involved is if there is a weapon involved or if the individual is known to be aggressive, or becomes combative. Chief Griffin spoke in opposition of this Senate Bill and believes it will get people hurt. Council Member Greenough suggested this be on our next agenda for a letter in opposition. The Council was in consensus to have a letter in opposition.
o AB 742 – Law enforcement: police canines
▪ Chief Griffin read this bill summary to the Council. This bill would not allow for police departments to have K9s used for crowd control, apprehension, or biting, only for search and rescue and narcotic detection. Chief Griffin stated that this Bill will also get people hurt. Mayor Wright would like a letter in opposition for this one; the Council was in consensus.
o AB 344 – Peace Officers: tribal police
▪ This bill would deem certain tribal police officers to be peace officers on Indian lands and elsewhere in the state under specified circumstances. The bill would set certain minimum qualifications and training requirements for a 7 | P a g e
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tribal officer to act pursuant to this authority and would place certain requirements on the employing tribe, including certain financial responsibility requirements, a limited waiver of sovereign immunity, and the adoption of a tribal law or resolution authorizing that exercise of authority- supports this bill.

Draft letter of support was the consensus of the Council. ➢ City Manager Report and City Council Directives –
o Chief Griffin reported to the Council that a couple of POST certified training is now available in house – Firearms, use of force, tactical firearms, evoc driving, electronic weapons course, and a First Aid/CPR/AED refresher course. o City Manager Wier reported that the Police Department has reached Lexipol Gold as well and they have grown in leaps and bounds since Chief Griffin has led the Department.
o The weather has been rough and police and fire have been very busy, as well as the Public Works Department.
o Nick Rail put on an event this last Saturday for the Performing Arts Center. o Joint City Council/Planning Commission meeting was held for the Beachfront Park General Plan
o The Measure S Oversight Committee met and approved the report of the expenditures. Chair Perry will present at the next Council meeting. o The budget will be discussed at a staff level until the Budget Workshop

ADJOURNMENT
There being no further business to come before the Council, Mayor Wright adjourned the meeting at 7:50 p.m. to reconvene closed session. The closed session adjourned at 8:25 p.m. to the regular meeting of the City Council of the City of Crescent City on Monday, March 20, 2023, at 6:00 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531.

ATTEST:
____________________
Robin Altman
City Clerk/Administrative Analyst
Accounts Payable
User:

Printed:
crawlings
3/13/2023 3:52 PM
Checks by Date - Summary by Check Number
Check No Check Date Vendor No Vendor Name Void Checks Check Amount ACH PERS1 PERS Health 03/06/2023 0.00 72,993.52
ACH EDDTAX State of California EDD TAX Auto Pay 03/06/2023 0.00 4,351.47 ACH FITTAX FIT Payroll Taxes Auto Pay 03/06/2023 0.00 20,426.95 ACH PERS2 Public Emp Retirement Sys 03/06/2023 0.00 27,715.61 442434 CASTATE CA State Disbursement Unit 03/06/2023 0.00 358.12 442435 WAMUTU Crescent City Employees Association 03/06/2023 0.00 75.00 442436 CCPOLI Crescent City Police Officer's Association 03/06/2023 0.00 450.00 442437 REDWMO Kevin J Caldwell MD Inc 03/06/2023 0.00 1,170.00 442438 ICMARE Mission Square 03/06/2023 0.00 4,538.80
442439 PARS PARS, Public Agency Retirement 03/06/2023 0.00 300.00 442440 CAPLIVE Secure Screening Solutions, Inc 03/06/2023 0.00 154.00 442441 CALORE AirMedCare 03/06/2023 0.00 3,943.00
442442 AMFAM American Family Life 03/06/2023 0.00 1,574.96 442443 AMLIF Ameritas Life Ins. Corp. 03/06/2023 0.00 5,122.56 442444 CLEA California Law Enforcement Association 03/06/2023 0.00 324.00 442445 ZCAFIREF California State Firefighter's Association 03/06/2023 0.00 3,230.00 442446 MYERSS Myers-Stevens & Toohey Co Inc 03/06/2023 0.00 105.00 442447 STANDAI Standard Insurance Company 03/06/2023 0.00 2,639.10 442448 VISION Vision Service Plan 03/06/2023 0.00 1,230.15 442449 ABBATED Abbate Designs LLC 03/09/2023 0.00 1,105.00 442450 KIEFER Adolph Kiefer And Associates 03/09/2023 0.00 311.55 442451 HYDRA ADS LLC 03/09/2023 0.00 313.90
442452 AMAZON Amazon Capital Services, Inc 03/09/2023 0.00 1,293.64 442453 ASPRENT Aspen Rentals 03/09/2023 0.00 51,781.43
442454 AUTOZONE Auto Zone 03/09/2023 0.00 190.51
442455 BLUEST Blue Star Gas Associates 03/09/2023 0.00 11,029.58 442456 BOOKCTR BookingCenter.com LLC 03/09/2023 0.00 150.00 442457 UB*05701 LEAH CAMPBELL-BROOKS 03/09/2023 0.00 185.03 442458 CARAHSOF Carahsoft Technology Corporation 03/09/2023 0.00 10.00 442459 CCDNCH Cc-Dn Chamber Of Commerce 03/09/2023 0.00 495.00 442460 CHARTEC Charter Communications 03/09/2023 0.00 228.46 442461 COWI COWI North America, Inc. 03/09/2023 0.00 3,795.42 442462 FORTEP CSG Forte Payments, Inc 03/09/2023 0.00 446.97 442463 DNENVIRO D N County Enviornmental Health 03/09/2023 0.00 560.00 442464 DAYWIR Day Management Corporation 03/09/2023 0.00 7,487.49 442465 DNCO Del Norte County 03/09/2023 0.00 228.85
442466 MISSVS Virginia Delatorre 03/09/2023 0.00 3,360.00 442467 LULIISH Dezire Inc. 03/09/2023 0.00 1,904.25
442468 UB*05699 CHELLSEY DIAZ-RUVALCABA 03/09/2023 0.00 250.00 442469 ELIFEGD ELIFEGUARD, INC 03/09/2023 0.00 111.68
442470 ENGLUN Englund Marine Supply Co. 03/09/2023 0.00 13.79 442471 VERIZO2 Frontier California Inc 03/09/2023 0.00 1,058.09 442472 GHOUTR GH Outreach of Del Norte 03/09/2023 0.00 56.63 442473 GRAING Grainger 03/09/2023 0.00 39.34
442474 GRIFFINR Richard Griffin 03/09/2023 0.00 294.15
442475 HARPER Harvey M. Harper Company 03/09/2023 0.00 2,492.23 442476 USABLUEB HD Supply Facilities Maintenance Ltd 03/09/2023 0.00 1,365.98 AP Checks by Date - Summary by Check Number (3/13/2023 3:52 PM) Page 1 Check No Check Date Vendor No Vendor Name Void Checks Check Amount 442477 HEMMIN Hemmingsen Contracting Co Inc 03/09/2023 0.00 189.44 442478 HENDERMA Henderson Marine Supply Inc 03/09/2023 0.00 506.97 442479 INFOSEND Infosend Inc. 03/09/2023 0.00 1,897.32
442480 RECALL Iron Mountain 03/09/2023 0.00 118.02
442481 TOWN&COU Jacobson and Miller PC 03/09/2023 0.00 733.00 442482 KEVIND Kevin Dittmar Fencing 03/09/2023 0.00 65.00 442483 LoToulee Toulee Lo 03/09/2023 0.00 495.00
442484 CCHAY&FE Tony Lundback 03/09/2023 0.00 17.64
442485 THRIFT Malcolm Kelly Inc. 03/09/2023 0.00 1,441.40 442486 MEYERSPO Meyers Police K-9 Training, LLC 03/09/2023 0.00 1,400.00 442487 MILLERE Ethan Miller 03/09/2023 0.00 181.70
442488 MISSIO Mission Linen Supply 03/09/2023 0.00 415.35 442489 MORJON Mor-Jon Inc 03/09/2023 0.00 17.18
442490 NATPLANT National Plant Inc. 03/09/2023 0.00 26,793.50 442491 NCCENT NCL of Wisconsin Inc 03/09/2023 0.00 2,889.46 442492 NCLAB North Coast Laboratories LTD 03/09/2023 0.00 295.00 442493 JACOBS Operations Management International, Inc. 03/09/2023 0.00 13,422.02 442494 FRANKO Orca Heating & Refrigeration Inc 03/09/2023 0.00 272.50 442495 OTIS E Otis Elevator Company Inc 03/09/2023 0.00 348.94 442496 MENDES Pacific Packaging & Supply Co Inc 03/09/2023 0.00 446.94 442497 SUPERI Petrusha Enterprises Inc 03/09/2023 0.00 81.00 442498 HITECHSE Pinger Industries, Inc. 03/09/2023 0.00 410.37 442499 PLATTPAC Platt Pacific Company 03/09/2023 0.00 187.11 442500 DNDISP Recology Del Norte 03/09/2023 0.00 1,790.28 442501 UB*05700 CASEY REILLEY 03/09/2023 0.00 212.90
442502 LEXISNE RELX Inc 03/09/2023 0.00 220.00
442503 ROSSJAN Matthew Ross 03/09/2023 0.00 625.00
442504 SPRING SBRK Finance Holdings, Inc 03/09/2023 0.00 2,225.80 442505 SHNCON SHN Consulting Engineers & Geologists Inc 03/09/2023 0.00 9,696.95 442506 SILVER&W Silver & Wright LLP 03/09/2023 0.00 11,220.13 442507 ZCADMV2 State of California 03/09/2023 0.00 4,291.00 442508 DNOFFI Debra Stover 03/09/2023 0.00 831.18
442509 SUNRIDGE Sun Ridge Systems, Inc. 03/09/2023 0.00 10,977.00 442510 TIDEWA Tidewater Contractors Inc 03/09/2023 0.00 1,269.48 442511 RAYMOR UBEO West, LLC 03/09/2023 0.00 520.43
442512 CALCARDS US Bank Corporate Pmt Systems 03/09/2023 0.00 8,552.36 442513 USPM2 USPS - Hasler 03/09/2023 0.00 2,000.00
442514 VERIZO3 Verizon Wireless Services LLC 03/09/2023 0.00 3,918.13 442515 CACEHA Wiececke and Associates 03/09/2023 0.00 2,436.71 442516 YOUNGM Michael Young 03/09/2023 0.00 960.00
442517 ZUMAR Zumar Industries Inc 03/09/2023 0.00 979.40 Report Total (88 checks): 0.00 356,612.82
AP Checks by Date - Summary by Check Number (3/13/2023 3:52 PM) Page 2 AP
2-25-23 to 3-10-23 Council
User: crawlings
Printed: 3/13/2023 3:49:51 PM
Check Num Check Date Acct 1 Description Amount Selected For Vo 0 3/6/2023 610-000-2187-00000 PR Batch 00222.01.2023 Survivor Benefit 0.93 False 0 3/6/2023 610-000-2187-00000 PR Batch 00222.01.2023 ER PERS Contribution 36.74 False 0 3/6/2023 610-000-2187-00000 PR Batch 00222.01.2023 EE PERS Contribution 33.20 False 0 3/6/2023 630-111-4409-00000 Mar 23 Admin Fees Retirees 51.70 False 0 3/6/2023 610-000-2173-00000 Mar 23 Premiums 66,048.86 False 0 3/6/2023 001-111-4125-00000 Mar 23 Admin Fees 217.96 False 0 3/6/2023 630-000-4125-00000 Mar 23 Premiums-Retirees 6,675.00 False 0 3/6/2023 610-000-2185-00000 PR Batch 00001.03.2023 State Income Tax 2,443.69 False 0 3/6/2023 610-000-2185-00000 PR Batch 00111.03.2023 State Income Tax 11.38 False 0 3/6/2023 610-000-2185-00000 PR Batch 00011.03.2023 State Income Tax 1,896.40 False 0 3/6/2023 610-000-2188-00000 PR Batch 00001.03.2023 Medicare Employer Portion 1,457.92 False 0 3/6/2023 610-000-2189-00000 PR Batch 00001.03.2023 Federal Income Tax 8,926.92 False 0 3/6/2023 610-000-2189-00000 PR Batch 00011.03.2023 Federal Income Tax 6,382.02 False 0 3/6/2023 610-000-2188-00000 PR Batch 00011.03.2023 Medicare Employer Portion 1,063.08 False 0 3/6/2023 610-000-2188-00000 PR Batch 00222.03.2023 Medicare Employee Portion 0.66 False 0 3/6/2023 610-000-2188-00000 PR Batch 00001.03.2023 Medicare Employee Portion 1,457.92 False 0 3/6/2023 610-000-2188-00000 PR Batch 00222.03.2023 Medicare Employer Portion 0.66 False 0 3/6/2023 610-000-2188-00000 PR Batch 00011.03.2023 Medicare Employee Portion 1,063.08 False 0 3/6/2023 610-000-2189-00000 PR Batch 00111.03.2023 Federal Income Tax 52.69 False 0 3/6/2023 610-000-2188-00000 PR Batch 00111.03.2023 Medicare Employee Portion 11.00 False 0 3/6/2023 610-000-2188-00000 PR Batch 00111.03.2023 Medicare Employer Portion 11.00 False 0 3/6/2023 610-000-2187-00000 PR Batch 00011.03.2023 ER PERS Contribution 6,432.31 False 0 3/6/2023 610-000-2187-00000 PR Batch 00001.03.2023 ER PERS Contribution 8,937.60 False 0 3/6/2023 610-000-2187-00000 PR Batch 00001.03.2023 Survivor Benefit 35.34 False 0 3/6/2023 610-000-2187-00000 PR Batch 00001.03.2023 Service Credit Purchase 413.20 False 0 3/6/2023 610-000-2187-00000 PR Batch 00001.03.2023 EE PERS Contribution 6,804.16 False 0 3/6/2023 610-000-2187-00000 PR Batch 00011.03.2023 EE PERS Contribution 5,003.37 False 0 3/6/2023 610-000-2187-00000 PR Batch 00011.03.2023 Survivor Benefit 18.76 False 442434 3/6/2023 610-000-2170-00000 PR Batch 00001.03.2023 Child Support-CA 158.76 False 442434 3/6/2023 610-000-2170-00000 PR Batch 00111.03.2023 Child Support CA Flat Amt 2 103.36 False 442434 3/6/2023 610-000-2170-00000 PR Batch 00111.03.2023 Child Support-CA 96.00 False 442435 3/6/2023 610-000-2184-00000 PR Batch 00001.03.2023 CCEA Monthly Dues 75.00 False 442436 3/6/2023 610-000-2181-00000 PR Batch 00011.03.2023 CCPOA Dues 450.00 False 442437 3/6/2023 001-230-4407-00000 Fire exams 970.00 False 442437 3/6/2023 001-240-4407-00000 Pre-employment 200.00 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 47.03 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 5.49 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 9.86 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 163.69 False 442438 3/6/2023 610-000-2178-00000 Plan 300878 2,215.00 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 780.57 False 442438 3/6/2023 610-000-2178-00000 Plan 300878 800.00 False 442438 3/6/2023 610-000-2178-00000 Plan 300878 434.08 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 26.19 False 442438 3/6/2023 610-000-2186-00000 Plan 306752 56.89 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 1 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442439 3/6/2023 630-111-4409-00000 Dec 22 Admin Fees 300.00 False 442440 3/6/2023 001-480-4407-00000 Pre-employement fingerprinting 22.00 False 442440 3/6/2023 001-240-4411-00000 Fingerprinting - Ohman 22.00 False 442440 3/6/2023 001-240-4407-00000 Pre-employement fingerprinting 66.00 False 442440 3/6/2023 001-240-4411-00000 Fingerprinting - Knapp 22.00 False 442440 3/6/2023 001-240-4411-00000 Fingerprinting - Galpsey 22.00 False 442441 3/6/2023 001-230-4125-00000 2023 Renewals 1,105.00 False 442441 3/6/2023 610-000-2180-00000 2023 Renewals 2,838.00 False 442442 3/6/2023 610-000-2174-00000 Mar 23 Premiums 1,574.96 False 442443 3/6/2023 610-000-2177-00000 Mar 23 Premiums 5,122.56 False 442444 3/6/2023 610-000-2179-00000 Mar 23 Premiums 324.00 False 442445 3/6/2023 001-230-4125-00000 2023 Renewals 3,230.00 False 442446 3/6/2023 610-000-2179-00000 Mar 23 Premiums 105.00 False 442447 3/6/2023 610-000-2179-00000 Mar 23 Premiums 2,639.10 False 442448 3/6/2023 610-000-2175-00000 Mar 23 Premiums 1,230.15 False 442449 3/9/2023 001-112-4409-0ARPAGrant application assstance 1,105.00 False 442450 3/9/2023 001-480-4379-00000 goggles & jog belt 7.64 False 442450 3/9/2023 001-480-4377-00000 goggles & jog belt 107.95 False 442450 3/9/2023 001-480-4379-00000 goggles 5.99 False
442450 3/9/2023 001-480-4377-00000 goggles 88.00 False
442450 3/9/2023 001-480-4390-00000 masks 101.97 False
442451 3/9/2023 419-371-4390-00000 pilot drill 313.90 False 442452 3/9/2023 001-113-4310-00000 council binder supplies 70.86 False 442452 3/9/2023 001-480-4390-00000 Exit signs 86.48 False 442452 3/9/2023 001-480-4310-00000 toner 38.95 False
442452 3/9/2023 001-240-4390-00000 6-pack cord cover 109.62 False 442452 3/9/2023 001-480-4390-00000 hand paddles 125.22 False 442452 3/9/2023 001-114-4310-00000 business card file 13.68 False 442452 3/9/2023 001-480-4390-00000 Hose hanger 31.14 False 442452 3/9/2023 001-480-4390-00000 pool cover 212.64 False 442452 3/9/2023 001-480-4390-00000 disposable shoe covers 183.92 False 442452 3/9/2023 001-480-4390-00000 audio amplifier 79.72 False 442452 3/9/2023 419-371-4390-00000 Handheld thermometer gun 90.90 False 442452 3/9/2023 001-480-4390-00000 anti-slip tape 54.07 False 442452 3/9/2023 412-100-4390-00000 toner 51.58 False
442452 3/9/2023 413-353-4310-00000 CH Office Supplies 1.85 False 442452 3/9/2023 001-364-4310-00000 CH Office Supplies 1.95 False 442452 3/9/2023 419-371-4310-00000 CH Office Supplies 7.10 False 442452 3/9/2023 419-130-4310-00000 CH Office Supplies 1.17 False 442452 3/9/2023 412-100-4310-00000 CH Office Supplies 1.75 False 442452 3/9/2023 413-120-4310-00000 CH Office Supplies 11.09 False 442452 3/9/2023 001-120-4310-00000 CH Office Supplies 10.02 False 442452 3/9/2023 412-120-4310-00000 CH Office Supplies 1.17 False 442452 3/9/2023 001-470-4310-00000 CH Office Supplies 1.07 False 442452 3/9/2023 001-113-4310-00000 CH Office Supplies 5.44 False 442452 3/9/2023 001-251-4310-00000 CH Office Supplies 1.46 False 442452 3/9/2023 001-112-4310-00000 CH Office Supplies 1.46 False 442452 3/9/2023 413-111-4310-00000 CH Office Supplies 1.84 False 442452 3/9/2023 001-480-4310-00000 CH Office Supplies 1.27 False 442452 3/9/2023 413-357-4310-00000 CH Office Supplies 3.31 False 442452 3/9/2023 001-313-4310-00000 CH Office Supplies 2.82 False 442452 3/9/2023 001-111-4310-00000 CH Office Supplies 1.95 False 442452 3/9/2023 419-111-4310-00000 CH Office Supplies 1.85 False 442452 3/9/2023 001-350-4310-00000 CH Office Supplies 4.28 False 442452 3/9/2023 001-471-4310-00000 CH Office Supplies 0.59 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 2 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442452 3/9/2023 413-130-4310-00000 CH Office Supplies 1.16 False 442452 3/9/2023 419-120-4310-00000 CH Office Supplies 11.08 False 442452 3/9/2023 413-352-4310-00000 CH Office Supplies 0.87 False 442452 3/9/2023 001-130-4310-00000 CH Office Supplies 1.46 False 442452 3/9/2023 001-114-4310-00000 CH Office Supplies 5.73 False 442452 3/9/2023 001-250-4310-00000 CH Office Supplies 1.27 False 442452 3/9/2023 420-115-4310-00000 CH Office Supplies 11.28 False 442453 3/9/2023 413-357-4450-00000 Belt filter press rehab 51,781.43 False 442454 3/9/2023 508-508-4390-00000 radiator #4 190.51 False 442455 3/9/2023 001-480-4220-2020s Propane FY23-1/13-2/14/23 ACCT 02-0065442 10,827.51 False 442455 3/9/2023 001-240-4220-00000 1/13-2/14/23 ACCT 02-1038315 11.00 False 442455 3/9/2023 506-506-4220-00000 1/13-2/14/23 ACCT 02-1031563 180.07 False 442455 3/9/2023 001-471-4220-00000 1/16-2/14/23 ACCT 02-0065468 11.00 False 442456 3/9/2023 412-100-4409-00000 Feb 23 services 150.00 False 442457 3/9/2023 419-000-2110-00000 Refund Check 106631-001, 1067 LAUFF AVE 185.03 False 442459 3/9/2023 001-111-4530-00000 Chamber Annual Dinner 55.00 False 442459 3/9/2023 001-120-4530-00000 Chamber Annual Dinner 55.00 False 442459 3/9/2023 001-113-4530-00000 Chamber Annual Dinner 55.00 False 442459 3/9/2023 001-110-4530-00000 Chamber Annual Dinner 165.00 False 442459 3/9/2023 001-112-4530-00000 Chamber Annual Dinner 55.00 False 442459 3/9/2023 001-114-4530-00000 Chamber Annual Dinner 55.00 False 442459 3/9/2023 001-240-4530-00000 Chamber Annual Dinner 55.00 False 442460 3/9/2023 413-352-4230-00000 broadband for security-2/8-3/7/23 104.98 False 442460 3/9/2023 001-230-4230-00000 Cable & Internet Service-1/20-2/19/23 123.48 False 442461 3/9/2023 901-364-4799-00114 Bank Stabilization consultant contract 1,116.36 False 442461 3/9/2023 901-364-4799-00114 Bank Stabilization consultant contract 2,679.06 False 442462 3/9/2023 001-480-4415-00000 Edynamo and docking station bundle 446.97 False 442463 3/9/2023 419-371-4450-00000 FT 23 Small Generator Fees 560.00 False 442464 3/9/2023 940-240-4930-2020S Equipment for new police truck - emergency lighting, siren, push 7,487.49 False 442465 3/9/2023 413-353-4210-35019 Oregon Lift Station 6/10/22-12/13/22 228.85 False 442466 3/9/2023 001-470-4450-00000 Janitorial Services for Public Restrooms: 1/29/23-2/11/23 1,120.00 False 442466 3/9/2023 412-100-4450-00000 Janitorial Services for RV Park Restrooms: 1/29/23-2/11/23 560.00 False 442466 3/9/2023 001-470-4450-00000 Janitorial Services for Public Restrooms: 2/12/23-2/25/23 1,120.00 False 442466 3/9/2023 412-100-4450-00000 Janitorial Services for RV Park Restrooms: 2/12/23-2/25/23 560.00 False 442467 3/9/2023 001-112-4430-00000 Task order 3 - marketing sevices FY22-23 302.12 False 442467 3/9/2023 001-480-4430-00000 Task order 3 - marketing sevices FY22-23 302.13 False 442467 3/9/2023 412-100-4430-00000 Task order 3 - marketing sevices FY22-23 1,300.00 False 442468 3/9/2023 419-000-2110-00000 Refund Check 106346-002, 736 E ST #3 250.00 False 442469 3/9/2023 001-480-4390-00000 life gaurd strap for rescue tube 111.68 False 442470 3/9/2023 419-371-4390-00000 cotton rags 13.79 False 442471 3/9/2023 001-240-4230-00000 Radio to Sherriff -2/13-3/12/23 31.17 False 442471 3/9/2023 419-371-4230-00000 Water System Phone Bill 707-1006 -2/13-3/12/23 30.00 False 442471 3/9/2023 419-371-4230-00000 Water System Phone 464-2826 -2/13-3/12/23 90.13 False 442471 3/9/2023 419-371-4230-00000 707-465-3386 Water Scada Phone-2/14-3/13/23 116.79 False 442471 3/9/2023 420-115-4230-00000 707-197-0009 monthly phone-2/2-3/1/23 790.00 False 442473 3/9/2023 001-230-4391-00000 brass fitting 39.34 False 442474 3/9/2023 001-240-4530-00000 Travel 3/11/23 - 3/16/23 - R Griffin - Police Chiefs conference 294.15 False 442475 3/9/2023 001-240-4391-00000 Water pump assembly 2017 Ford Interceptor 2,492.23 False 442476 3/9/2023 413-356-4390-35022 Submersible level transmitter 889.09 False 442476 3/9/2023 413-356-4390-35022 float switch 476.89 False 442477 3/9/2023 001-470-4390-00000 dirt for S-curve & Point of Honor 189.44 False 442478 3/9/2023 412-100-4390-00000 pedestal shelves 506.97 False 442479 3/9/2023 413-120-4240-00000 UB Mailing Service 536.35 False 442479 3/9/2023 419-120-4240-00000 UB Mailing Service 536.35 False 442479 3/9/2023 413-120-4240-00000 UB Mailing Service 412.31 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 3 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442479 3/9/2023 419-120-4240-00000 UB Mailing Service 412.31 False 442480 3/9/2023 001-113-4450-00000 Service 1/25-2/21/23 118.02 False 442481 3/9/2023 001-240-4380-2020S Boarding for K9 Kostya 733.00 False 442482 3/9/2023 001-470-4390-00000 fencing for Peterson Park 65.00 False 442483 3/9/2023 001-000-2230-00000 Deposit refund for 1/7/23 event 495.00 False 442484 3/9/2023 001-364-4390-10025 propane 17.64 False
442485 3/9/2023 419-371-4390-00000 bushings/nipples/pipe cutter 218.28 False 442485 3/9/2023 419-371-4390-00000 Meter valves and couplings 1,020.84 False 442485 3/9/2023 412-100-4390-00000 key 33.29 False
442485 3/9/2023 412-100-4390-00000 faucet 168.99 False
442486 3/9/2023 001-240-4530-2020S Monthly K9 Maintenance - FY23 for K9 Koysta 350.00 False 442486 3/9/2023 001-240-4530-00000 Monthly K9 Maintenance - FY23 350.00 False 442486 3/9/2023 001-240-4530-2020S Monthly K9 Maintenance - FY23 for K9 Koysta 350.00 False 442486 3/9/2023 001-240-4530-00000 Monthly K9 Maintenance - FY23 350.00 False 442487 3/9/2023 001-240-4530-00000 Reimbursment for travel to SF for Court appearance 2/20-2/22/23 181.70 False 442488 3/9/2023 413-130-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 001-250-4370-00000 City Hall Mats 0.29 False 442488 3/9/2023 413-352-4370-00000 City Hall Mats 0.20 False 442488 3/9/2023 420-115-4370-00000 City Hall Mats 2.58 False 442488 3/9/2023 412-100-4370-00000 City Hall Mats 0.40 False 442488 3/9/2023 001-480-4450-00000 Pool mats 32.61 False 442488 3/9/2023 419-120-4370-00000 City Hall Mats 2.53 False 442488 3/9/2023 413-120-4370-00000 City Hall Mats 2.53 False 442488 3/9/2023 001-114-4370-00000 City Hall Mats 1.31 False 442488 3/9/2023 001-113-4370-00000 City Hall Mats 1.25 False 442488 3/9/2023 001-480-4370-00000 City Hall Mats 0.28 False 442488 3/9/2023 001-471-4370-00000 City Hall Mats 0.14 False 442488 3/9/2023 001-313-4370-00000 City Hall Mats 0.65 False 442488 3/9/2023 419-371-4370-00000 City Hall Mats 1.62 False 442488 3/9/2023 001-112-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 413-357-4370-00000 City Hall Mats 0.76 False 442488 3/9/2023 412-120-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 413-111-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 419-111-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 001-470-4370-00000 City Hall Mats 0.24 False 442488 3/9/2023 001-120-4370-00000 City Hall Mats 2.29 False 442488 3/9/2023 001-111-4370-00000 City Hall Mats 0.44 False 442488 3/9/2023 001-350-4370-00000 City Hall Mats 0.98 False 442488 3/9/2023 419-130-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 001-364-4370-00000 City Hall Mats 0.44 False 442488 3/9/2023 001-251-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 001-130-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 413-353-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 001-480-4450-00000 Pool mats 32.61 False 442488 3/9/2023 413-351-4320-00000 FY23 Laundry service/uniforms 9.85 False 442488 3/9/2023 413-353-4320-00000 FY23 Laundry service/uniforms 28.56 False 442488 3/9/2023 508-508-4320-00000 FY23 Laundry service/uniforms 30.14 False 442488 3/9/2023 413-353-4320-00000 FY23 Laundry service/uniforms 28.56 False 442488 3/9/2023 508-508-4320-00000 FY23 Laundry service/uniforms 30.14 False 442488 3/9/2023 413-351-4320-00000 FY23 Laundry service/uniforms 16.47 False 442488 3/9/2023 001-480-4370-00000 City Hall Mats 0.28 False 442488 3/9/2023 001-470-4370-00000 City Hall Mats 0.24 False 442488 3/9/2023 419-120-4370-00000 City Hall Mats 2.53 False 442488 3/9/2023 413-353-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 420-115-4370-00000 City Hall Mats 2.58 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 4 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442488 3/9/2023 001-130-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 419-130-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 413-120-4370-00000 City Hall Mats 2.53 False 442488 3/9/2023 001-471-4370-00000 City Hall Mats 0.14 False 442488 3/9/2023 001-111-4370-00000 City Hall Mats 0.44 False 442488 3/9/2023 412-100-4370-00000 City Hall Mats 0.40 False 442488 3/9/2023 001-350-4370-00000 City Hall Mats 0.98 False 442488 3/9/2023 001-114-4370-00000 City Hall Mats 1.31 False 442488 3/9/2023 413-357-4370-00000 City Hall Mats 0.76 False 442488 3/9/2023 001-251-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 001-313-4370-00000 City Hall Mats 0.65 False 442488 3/9/2023 413-352-4370-00000 City Hall Mats 0.20 False 442488 3/9/2023 419-371-4370-00000 City Hall Mats 1.62 False 442488 3/9/2023 413-130-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 001-120-4370-00000 City Hall Mats 2.29 False 442488 3/9/2023 001-480-4450-00000 Pool mats 32.61 False 442488 3/9/2023 413-111-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 001-112-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 001-113-4370-00000 City Hall Mats 1.25 False 442488 3/9/2023 419-111-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 412-120-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 001-250-4370-00000 City Hall Mats 0.29 False 442488 3/9/2023 001-364-4370-00000 City Hall Mats 0.44 False 442488 3/9/2023 412-120-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 001-111-4370-00000 City Hall Mats 0.44 False 442488 3/9/2023 001-350-4370-00000 City Hall Mats 0.98 False 442488 3/9/2023 419-130-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 413-130-4370-00000 City Hall Mats 0.27 False 442488 3/9/2023 001-112-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 413-357-4370-00000 City Hall Mats 0.76 False 442488 3/9/2023 001-480-4370-00000 City Hall Mats 0.28 False 442488 3/9/2023 001-471-4370-00000 City Hall Mats 0.14 False 442488 3/9/2023 413-353-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 001-130-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 419-120-4370-00000 City Hall Mats 2.53 False 442488 3/9/2023 001-470-4370-00000 City Hall Mats 0.24 False 442488 3/9/2023 412-100-4370-00000 City Hall Mats 0.40 False 442488 3/9/2023 001-120-4370-00000 City Hall Mats 2.29 False 442488 3/9/2023 001-251-4370-00000 City Hall Mats 0.33 False 442488 3/9/2023 001-364-4370-00000 City Hall Mats 0.44 False 442488 3/9/2023 419-111-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 001-313-4370-00000 City Hall Mats 0.65 False 442488 3/9/2023 413-111-4370-00000 City Hall Mats 0.42 False 442488 3/9/2023 413-352-4370-00000 City Hall Mats 0.20 False 442488 3/9/2023 001-114-4370-00000 City Hall Mats 1.31 False 442488 3/9/2023 001-113-4370-00000 City Hall Mats 1.25 False 442488 3/9/2023 419-371-4370-00000 City Hall Mats 1.62 False 442488 3/9/2023 420-115-4370-00000 City Hall Mats 2.58 False 442488 3/9/2023 001-250-4370-00000 City Hall Mats 0.29 False 442488 3/9/2023 413-120-4370-00000 City Hall Mats 2.53 False 442488 3/9/2023 001-480-4450-00000 Pool mats 31.97 False 442488 3/9/2023 508-508-4320-00000 FY23 Laundry service/uniforms 30.14 False 442488 3/9/2023 413-353-4320-00000 FY23 Laundry service/uniforms 28.56 False 442488 3/9/2023 413-351-4320-00000 FY23 Laundry service/uniforms 16.47 False 442489 3/9/2023 508-508-4390-00000 filler bearing #32 17.18 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 5 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442490 3/9/2023 413-000-2112-00000 Insp, camera, & clean sewer lines/manholes- Prog Pmt2 -retention -2,931.50 False 442490 3/9/2023 413-353-4450-00000 Inspect, camera, and clean sewer lines and manholes 29,725.00 False 442491 3/9/2023 413-000-2122-00000 ACS Chemicals, Reagents, equipment, and misc supplies. FY23 TAX -217.96 False 442491 3/9/2023 413-351-4390-00000 ACS Chemicals, Reagents, equipment, and misc supplies. FY22-23 3,067.16 False 442491 3/9/2023 413-000-2122-00000 ACS Chemicals, Reagents, equipment, and misc supplies. FY23 TAX -2.48 False 442491 3/9/2023 413-351-4390-00000 ACS Chemicals, Reagents, equipment, and misc supplies. FY22-23 42.74 False 442492 3/9/2023 413-352-4470-00000 General external regulatory lab tests for sewer utilities. FY22- 175.00 False 442492 3/9/2023 413-351-4685-00000 Externalk regulatory lab tests for CCWQL FY22/23 120.00 False 442493 3/9/2023 413-352-4409-00000 PHASE 1 Crescent City WWTP, RBC Capital Up - Prog Pmt#8 13,422.02 False 442494 3/9/2023 506-506-4390-00000 Heatstart Heater 272.50 False 442495 3/9/2023 001-471-4450-00000 FY23 Elevator maintenance-Mar 23 348.94 False 442496 3/9/2023 419-120-4370-00000 Janitorial Supplies- City-Wide 1.56 False 442496 3/9/2023 001-470-4370-00000 Janitorial Supplies- City-Wide 25.72 False 442496 3/9/2023 506-506-4370-00000 Janitorial Supplies- City-Wide 15.59 False 442496 3/9/2023 001-113-4370-00000 Janitorial Supplies- City-Wide 0.23 False 442496 3/9/2023 001-240-4370-00000 Janitorial Supplies- City-Wide 2.29 False 442496 3/9/2023 420-115-4370-00000 Janitorial Supplies- City-Wide 0.23 False 442496 3/9/2023 001-313-4370-00000 Janitorial Supplies- City-Wide 0.23 False 442496 3/9/2023 001-471-4370-00000 Janitorial Supplies- City-Wide 15.59 False 442496 3/9/2023 412-100-4370-00000 Janitorial Supplies- City-Wide 2.28 False 442496 3/9/2023 001-114-4370-00000 Janitorial Supplies- City-Wide 0.23 False 442496 3/9/2023 001-251-4370-00000 Janitorial Supplies- City-Wide 0.12 False 442496 3/9/2023 506-506-4370-00000 Janitorial Supplies- City-Wide 2.29 False 442496 3/9/2023 001-480-4370-00000 Janitorial Supplies- City-Wide 5.72 False 442496 3/9/2023 001-350-4370-00000 Janitorial Supplies- City-Wide 6.51 False 442496 3/9/2023 001-240-4370-00000 Janitorial Supplies- City-Wide 15.59 False 442496 3/9/2023 419-120-4370-00000 Janitorial Supplies- City-Wide 0.22 False 442496 3/9/2023 001-113-4370-00000 Janitorial Supplies- City-Wide 1.56 False 442496 3/9/2023 001-480-4370-00000 Janitorial Supplies- City-Wide 38.98 False 442496 3/9/2023 420-115-4370-00000 Janitorial Supplies- City-Wide 1.56 False 442496 3/9/2023 001-114-4370-00000 Janitorial Supplies- City-Wide 1.56 False 442496 3/9/2023 001-350-4370-00000 Janitorial Supplies- City-Wide 44.44 False 442496 3/9/2023 412-100-4370-00000 Janitorial Supplies- City-Wide 15.59 False 442496 3/9/2023 413-120-4370-00000 Janitorial Supplies- City-Wide 1.56 False 442496 3/9/2023 508-508-4370-00000 Janitorial Supplies- City-Wide 2.85 False 442496 3/9/2023 001-111-4370-00000 Janitorial Supplies- City-Wide 0.23 False 442496 3/9/2023 001-120-4370-00000 Janitorial Supplies- City-Wide 0.91 False 442496 3/9/2023 001-251-4370-00000 Janitorial Supplies- City-Wide 0.78 False 442496 3/9/2023 413-120-4370-00000 Janitorial Supplies- City-Wide 0.22 False 442496 3/9/2023 001-470-4370-00000 Janitorial Supplies- City-Wide 175.41 False 442496 3/9/2023 001-111-4370-00000 Janitorial Supplies- City-Wide 1.56 False 442496 3/9/2023 001-120-4370-00000 Janitorial Supplies- City-Wide 6.24 False 442496 3/9/2023 508-508-4370-00000 Janitorial Supplies- City-Wide 19.49 False 442496 3/9/2023 413-352-4370-00000 Janitorial Supplies- City-Wide 2.29 False 442496 3/9/2023 413-352-4370-00000 Janitorial Supplies- City-Wide 15.59 False 442496 3/9/2023 001-313-4370-00000 Janitorial Supplies- City-Wide 1.55 False 442496 3/9/2023 001-471-4370-00000 Janitorial Supplies- City-Wide 2.29 False 442497 3/9/2023 001-480-4230-00000 fire monitoring 81.00 False 442498 3/9/2023 419-371-4230-00000 alarm monitoring 410.37 False 442499 3/9/2023 001-364-4350-10023 fiberglass hinged elect 187.11 False 442500 3/9/2023 412-100-4225-00000 Refuse disposal FY23 for Lighthouse Cove RV Park-Feb 23 1,790.28 False 442501 3/9/2023 419-000-2110-00000 Refund Check 101449-001, 1633 W MACKEN AVE 212.90 False 442502 3/9/2023 419-130-4410-00000 Feb 23 services 220.00 False 442503 3/9/2023 506-506-4450-00000 Janitorial service - City Hall, Corp Yard, PD 468.75 False 442504 3/9/2023 413-120-4415-00000 Online & IVR utility payment service 1,112.90 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 6 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442504 3/9/2023 419-120-4415-00000 Online & IVR utility payment service 1,112.90 False 442505 3/9/2023 919-371-4799-37107 Amador tank rehab - eval, design, repackage 292.50 False 442505 3/9/2023 419-371-4409-00000 Engineering support 2,824.81 False 442505 3/9/2023 413-357-4409-00000 Engineering support 2,824.82 False 442505 3/9/2023 001-350-4409-00000 Engineering support 3,754.82 False 442506 3/9/2023 001-250-4410-00200 Legal-200 A St: Jan 2023 2,997.00 False 442506 3/9/2023 001-250-4410-01430 Legal-1430 Margie St: Jan 2023 506.00 False 442506 3/9/2023 001-250-4410-01430 Legal-1430 Margie St: Nov 2022 330.93 False 442506 3/9/2023 001-250-4410-00200 Legal-200 A St: Nov 2022 1,803.90 False 442506 3/9/2023 001-250-4410-01430 Legal-1430 Margie St: Feb 2023 1,150.00 False 442506 3/9/2023 001-250-4410-00200 Legal-200 A St: Feb 2023 1,782.00 False 442506 3/9/2023 001-250-4410-01430 Legal-1430 Margie St: Dec 2022 303.00 False 442506 3/9/2023 001-250-4410-00200 Legal-200 A St: Dec 2022 2,347.30 False 442507 3/9/2023 940-240-4930-2020S Registration and tax fees for VIN 1FTEW1PG5JKD90466 4,291.00 False 442508 3/9/2023 419-120-4310-00000 Late notice paper 98.02 False 442508 3/9/2023 413-120-4310-00000 Late notice paper 98.02 False 442508 3/9/2023 001-470-4310-00000 CH Office Supplies 1.42 False 442508 3/9/2023 412-100-4310-00000 CH Office Supplies 2.32 False 442508 3/9/2023 001-111-4310-00000 CH Office Supplies 2.57 False 442508 3/9/2023 413-120-4310-00000 CH Office Supplies 14.67 False 442508 3/9/2023 420-115-4310-00000 CH Office Supplies 14.93 False 442508 3/9/2023 419-111-4310-00000 CH Office Supplies 2.44 False 442508 3/9/2023 001-313-4310-00000 CH Office Supplies 3.73 False 442508 3/9/2023 001-130-4310-00000 CH Office Supplies 1.93 False 442508 3/9/2023 001-120-4310-00000 CH Office Supplies 13.26 False 442508 3/9/2023 412-120-4310-00000 CH Office Supplies 1.54 False 442508 3/9/2023 413-352-4310-00000 CH Office Supplies 1.16 False 442508 3/9/2023 001-350-4310-00000 CH Office Supplies 5.67 False 442508 3/9/2023 001-480-4310-00000 CH Office Supplies 1.67 False 442508 3/9/2023 419-371-4310-00000 CH Office Supplies 9.39 False 442508 3/9/2023 001-112-4310-00000 CH Office Supplies 1.93 False 442508 3/9/2023 419-130-4310-00000 CH Office Supplies 1.54 False 442508 3/9/2023 001-471-4310-00000 CH Office Supplies 0.78 False 442508 3/9/2023 001-364-4310-00000 CH Office Supplies 2.58 False 442508 3/9/2023 001-250-4310-00000 CH Office Supplies 1.67 False 442508 3/9/2023 001-114-4310-00000 CH Office Supplies 7.59 False 442508 3/9/2023 413-357-4310-00000 CH Office Supplies 4.38 False 442508 3/9/2023 001-113-4310-00000 CH Office Supplies 7.21 False 442508 3/9/2023 001-251-4310-00000 CH Office Supplies 1.93 False 442508 3/9/2023 413-353-4310-00000 CH Office Supplies 2.45 False 442508 3/9/2023 413-130-4310-00000 CH Office Supplies 1.55 False 442508 3/9/2023 419-120-4310-00000 CH Office Supplies 14.67 False 442508 3/9/2023 413-111-4310-00000 CH Office Supplies 2.44 False 442508 3/9/2023 419-111-4310-00000 CH Office Supplies 7.77 False 442508 3/9/2023 001-250-4310-00000 CH Office Supplies 5.32 False 442508 3/9/2023 001-313-4310-00000 CH Office Supplies 11.86 False 442508 3/9/2023 412-100-4310-00000 CH Office Supplies 7.37 False 442508 3/9/2023 412-120-4310-00000 CH Office Supplies 4.91 False 442508 3/9/2023 001-480-4310-00000 CH Office Supplies 5.32 False 442508 3/9/2023 001-111-4310-00000 CH Office Supplies 8.18 False 442508 3/9/2023 413-353-4310-00000 CH Office Supplies 7.77 False 442508 3/9/2023 413-130-4310-00000 CH Office Supplies 4.91 False 442508 3/9/2023 001-350-4310-00000 CH Office Supplies 18.00 False 442508 3/9/2023 413-352-4310-00000 CH Office Supplies 3.69 False 442508 3/9/2023 001-470-4310-00000 CH Office Supplies 4.50 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 7 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442508 3/9/2023 001-120-4310-00000 CH Office Supplies 42.15 False 442508 3/9/2023 413-111-4310-00000 CH Office Supplies 7.77 False 442508 3/9/2023 419-120-4310-00000 CH Office Supplies 46.65 False 442508 3/9/2023 420-115-4310-00000 CH Office Supplies 47.46 False 442508 3/9/2023 001-113-4310-00000 CH Office Supplies 22.91 False 442508 3/9/2023 001-364-4310-00000 CH Office Supplies 8.18 False 442508 3/9/2023 413-120-4310-00000 CH Office Supplies 46.65 False 442508 3/9/2023 001-130-4310-00000 CH Office Supplies 6.14 False 442508 3/9/2023 001-114-4310-00000 CH Office Supplies 24.14 False 442508 3/9/2023 419-371-4310-00000 CH Office Supplies 29.88 False 442508 3/9/2023 001-471-4310-00000 CH Office Supplies 2.45 False 442508 3/9/2023 413-357-4310-00000 CH Office Supplies 13.92 False 442508 3/9/2023 001-112-4310-00000 CH Office Supplies 6.14 False 442508 3/9/2023 419-130-4310-00000 CH Office Supplies 4.91 False 442508 3/9/2023 001-251-4310-00000 CH Office Supplies 6.14 False 442508 3/9/2023 001-350-4310-00000 stamp 84.19 False
442508 3/9/2023 001-120-4310-00000 CH Office Supplies 0.44 False 442508 3/9/2023 001-130-4310-00000 CH Office Supplies 0.07 False 442508 3/9/2023 413-111-4310-00000 CH Office Supplies 0.08 False 442508 3/9/2023 001-114-4310-00000 CH Office Supplies 0.26 False 442508 3/9/2023 420-115-4310-00000 CH Office Supplies 0.50 False 442508 3/9/2023 419-371-4310-00000 CH Office Supplies 0.31 False 442508 3/9/2023 001-470-4310-00000 CH Office Supplies 0.05 False 442508 3/9/2023 419-130-4310-00000 CH Office Supplies 0.05 False 442508 3/9/2023 001-350-4310-00000 CH Office Supplies 0.19 False 442508 3/9/2023 001-250-4310-00000 CH Office Supplies 0.06 False 442508 3/9/2023 001-112-4310-00000 CH Office Supplies 0.06 False 442508 3/9/2023 001-113-4310-00000 CH Office Supplies 0.24 False 442508 3/9/2023 413-352-4310-00000 CH Office Supplies 0.04 False 442508 3/9/2023 413-120-4310-00000 CH Office Supplies 0.49 False 442508 3/9/2023 419-111-4310-00000 CH Office Supplies 0.08 False 442508 3/9/2023 419-120-4310-00000 CH Office Supplies 0.49 False 442508 3/9/2023 413-353-4310-00000 CH Office Supplies 0.08 False 442508 3/9/2023 412-100-4310-00000 CH Office Supplies 0.07 False 442508 3/9/2023 001-313-4310-00000 CH Office Supplies 0.13 False 442508 3/9/2023 413-130-4310-00000 CH Office Supplies 0.05 False 442508 3/9/2023 413-357-4310-00000 CH Office Supplies 0.15 False 442508 3/9/2023 001-111-4310-00000 CH Office Supplies 0.08 False 442508 3/9/2023 001-471-4310-00000 CH Office Supplies 0.03 False 442508 3/9/2023 412-120-4310-00000 CH Office Supplies 0.05 False 442508 3/9/2023 001-480-4310-00000 CH Office Supplies 0.06 False 442508 3/9/2023 001-251-4310-00000 CH Office Supplies 0.06 False 442508 3/9/2023 001-364-4310-00000 CH Office Supplies 0.08 False 442509 3/9/2023 001-240-4480-00000 Annual maintenance RMS 10,977.00 False 442510 3/9/2023 419-371-4390-00000 Asphalt to repair various roads - FY23 663.43 False 442510 3/9/2023 419-371-4390-00000 A/C to patch for water repair 606.05 False 442511 3/9/2023 001-240-4450-00000 copier maintanence 321.95 False 442511 3/9/2023 506-506-4450-00000 copier maintanence 198.48 False 442512 3/9/2023 001-240-4320-00000 BLADEHQ: knife for uniforms 102.40 False 442512 3/9/2023 940-240-4930-2020S SHELL: fuel to pick up new vehicle 71.38 False 442512 3/9/2023 413-353-4530-00000 AMERICAN WATER COLLEGE: Eiler D2 training 175.00 False 442512 3/9/2023 419-371-4530-00000 AMERICAN WATER COLLEGE: Mayes D1 training 174.99 False 442512 3/9/2023 413-111-4530-00000 Travel - E Wier - City Manager conference 2/7/23 - 2/11/23 - reg 278.86 False 442512 3/9/2023 001-240-4390-00000 ETSY: vehicle stickers 99.27 False 442512 3/9/2023 001-240-4393-0VIPS HRDSPECIALIZEDK(: cadaver training 565.00 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 8 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442512 3/9/2023 413-111-4530-00000 Travel - E Wier - City Manager conference 2/7/23 - 2/11/23 - reg -225.00 False 442512 3/9/2023 419-371-4390-00000 PTS-INDUSTRIAL: motor brushes C12 building 69.37 False 442512 3/9/2023 001-111-4530-00000 Travel - E Wier - City Manager conference 2/7/23 - 2/11/23 - reg 278.89 False 442512 3/9/2023 413-356-4390-35020 RIE AID: razors/shaving cream 3.71 False 442512 3/9/2023 001-113-4450-00000 BEST SELF STORAGE: Physical document storage unit 200.00 False 442512 3/9/2023 419-371-4530-00000 AMERICAN WATER COLLEGE: McAleenan D1 training 174.99 False 442512 3/9/2023 001-470-4390-00000 WALMART: vinegar & Dawn dishsoap 51.35 False 442512 3/9/2023 001-251-4550-00000 INT'L CODE COUNCIL: permit study companion 81.73 False 442512 3/9/2023 001-113-4450-00000 A&B STORAGE: Physical document storage unit FY22-23 235.00 False 442512 3/9/2023 419-371-4530-00000 AMERICAN WATER COLLEGE: Long D2 training 174.99 False 442512 3/9/2023 419-371-4530-00000 AMERICAN WATER COLLEGE: Eiler D2 training 174.99 False 442512 3/9/2023 001-240-4393-0VIPS COPQUEST: OD panels for volnteer jackets 84.22 False 442512 3/9/2023 413-357-4530-00000 360TRAINING: EMOT training 97.50 False 442512 3/9/2023 001-240-4240-00000 THR MAILROOM:property return 6.20 False 442512 3/9/2023 413-130-4530-00000 M Rice training 5/17/23 - 5/19/23 City Atty conference - registr 156.25 False 442512 3/9/2023 001-120-4240-00000 USPS: postage to mail 1099 forms to IRS 3.00 False 442512 3/9/2023 419-111-4530-00000 Travel - E Wier - City Manager conference 2/7/23 - 2/11/23 - reg 278.86 False 442512 3/9/2023 001-240-4530-00000 HOLIDAY INN: hotel for training;cost for cancel 158.46 False 442512 3/9/2023 001-240-4390-00000 CRYSTAL: water bottles 36.00 False 442512 3/9/2023 419-111-4530-00000 Travel - E Wier - City Manager conference 2/7/23 - 2/11/23 - reg -225.00 False 442512 3/9/2023 419-371-4530-00000 360TRAINING: EMOT training 97.50 False 442512 3/9/2023 001-240-4320-00000 AMAZON: citation clip boards 188.34 False 442512 3/9/2023 413-353-4530-00000 AMERICAN WATER COLLEGE: Long D2 training 175.00 False 442512 3/9/2023 001-120-4240-00000 USPS: postage to mail SB90 claim forms 9.65 False 442512 3/9/2023 001-364-4390-10025 WALMART: vinegar & Dawn dishsoap 51.35 False 442512 3/9/2023 001-240-4320-00000 COPQUEST: OD panels for uniforms 67.06 False 442512 3/9/2023 001-240-4391-00000 TALLONS TIRES: new tires for police SUV 960.00 False 442512 3/9/2023 001-111-4530-00000 Travel - E Wier - City Manager conference 2/7/23 - 2/11/23 - reg -225.00 False 442512 3/9/2023 413-353-4390-00000 US JETTING: new sewer jetter hose for sewer cleaner 1,193.84 False 442512 3/9/2023 001-130-4530-00000 M Rice training 5/17/23 - 5/19/23 City Atty conference - registr 312.50 False 442512 3/9/2023 940-240-4930-2020S CHEVRON: fuel pick up new vehicle 69.55 False 442512 3/9/2023 940-240-4930-2020S EXXON: fuel to pick up new vehicle 42.35 False 442512 3/9/2023 001-240-4310-00000 AMAZON: computer accessories 189.88 False 442512 3/9/2023 413-357-4390-00000 PESNH: tank stage wiring 98.03 False 442512 3/9/2023 419-130-4530-00000 M Rice training 5/17/23 - 5/19/23 City Atty conference - registr 156.25 False 442512 3/9/2023 001-240-4393-0VIPS LA POLICEGEAR: jackets for volunteers 306.08 False 442512 3/9/2023 413-353-4530-00000 AMERICAN WATER COLLEGE: McAleenan D1 training 175.00 False 442512 3/9/2023 413-353-4530-00000 AMERICAN WATER COLLEGE: Mayes D1 training 175.00 False 442512 3/9/2023 940-240-4930-2020S ARCO: fuel pick up new vehicle 44.15 False 442512 3/9/2023 001-112-4390-00000 THE MAILROOM: flower basket shipping 333.74 False 442512 3/9/2023 001-240-4530-00000 LLRMI: homcide training 150.00 False 442512 3/9/2023 001-230-4390-00000 DKC DIGIKEYCORP: connector plug 48.82 False 442512 3/9/2023 001-240-4471-00000 WALMART: digital reader 19.46 False 442512 3/9/2023 420-115-4450-00000 MONDAY.COM: online work order monthly service 71.40 False 442512 3/9/2023 419-371-4450-00000 MONDAY.COM: online work order monthly service 71.45 False 442512 3/9/2023 412-100-4450-00000 MONDAY.COM: online work order monthly service 71.45 False 442512 3/9/2023 001-480-4450-00000 MONDAY.COM: online work order monthly service 71.45 False 442512 3/9/2023 413-353-4450-00000 MONDAY.COM: online work order monthly service 71.45 False 442512 3/9/2023 508-508-4450-00000 MONDAY.COM: online work order monthly service 71.40 False 442512 3/9/2023 001-350-4450-00000 MONDAY.COM: online work order monthly service 71.40 False 442513 3/9/2023 001-000-1510-00000 Reset postage 2,000.00 False 442514 3/9/2023 508-508-4230-00000 707-458-8283 (Hodges) Service: 1/13/23-2/12/23 4.45 False 442514 3/9/2023 413-353-4230-00000 707-458-8617 (Leighton) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-951-4418 (Clewell) Service: 1/13/23-2/12/23 16.58 False 442514 3/9/2023 001-364-4230-00000 707-951-4864 (DeForge) Service: 1/13/23-2/12/23 9.30 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 9 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442514 3/9/2023 412-100-4230-00000 707-951-3285 (Cordova) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-371-4230-00000 707-951-3319 (Smith, K) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-951-4730 (Ybarra) Service: 1/13/23-2/12/23 18.28 False 442514 3/9/2023 001-130-4230-00000 707-458-8008 (Rice) Service: 1/13/23-2/12/23 20.22 False 442514 3/9/2023 419-371-4230-00000 707-951-0540 (Smith, K) Service: 1/13/23-2/12/23 18.24 False 442514 3/9/2023 412-100-4230-00000 707-458-4131 (Taylor) Service: 1/13/23-2/12/23 13.63 False 442514 3/9/2023 001-364-4230-00000 707-951-0540 (Smith, K) Service: 1/13/23-2/12/23 12.16 False 442514 3/9/2023 508-508-4230-00000 707-951-5149 (Huffman) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-352-4230-00000 707-951-4821 (Kuder) Service: 1/13/23-2/12/23 19.82 False 442514 3/9/2023 413-353-4230-00000 707-951-0481 (Wylie) Service: 1/13/23-2/12/23 7.98 False 442514 3/9/2023 001-110-4230-00000 707-951-0876 (Wright) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 420-115-4230-00000 707-458-8862 (Ludemann) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-112-4230-00000 707-458-4814 (Lacey) Service: 1/13/23-2/12/23 10.80 False 442514 3/9/2023 508-508-4230-00000 707-951-0671 (Borges, J) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-364-4230-00000 707-951-5285 (PW Spare) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-240-4230-00000 707-951-4609 (Pearson) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-120-4230-00000 707-951-3320 (Leaver) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-352-4230-00000 707-458-4722 (WWTP) Service: 1/13/23-2/12/23 38.01 False 442514 3/9/2023 001-364-4230-00000 707-951-4730 (Ybarra) Service: 1/13/23-2/12/23 18.28 False 442514 3/9/2023 419-120-4230-00000 707-458-4813 (Rawlings) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-951-3170 (Wylie) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-371-4230-00000 707-457-7454 (Leighton) Service: 1/13/23-2/12/23 13.34 False 442514 3/9/2023 508-508-4230-00000 707-951-0430 (Borges, D) Service: 1/13/23-2/12/23 5.70 False 442514 3/9/2023 413-112-4230-00000 707-458-4814 (Lacey) Service: 1/13/23-2/12/23 10.80 False 442514 3/9/2023 413-352-4230-00000 707-951-5862 (LS Duty) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-371-4230-00000 707-951-4418 (Clewell) Service: 1/13/23-2/12/23 13.75 False 442514 3/9/2023 001-480-4230-00000 707-58-4818 (Morris) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-353-4230-00000 707-951-4204 (Eiler) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 506-506-4230-00000 707-951-0481 (Wylie) Service: 1/13/23-2/12/23 4.18 False 442514 3/9/2023 001-230-4230-00000 707-951-3406 (Duncan) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-230-4230-00000 707-458-8906 (Carey) Service: 1/13/23-2/12/23 45.44 False 442514 3/9/2023 413-111-4230-00000 707-951-3016 (Wier) Service: 1/13/23-2/12/23 15.15 False 442514 3/9/2023 001-350-4230-00000 707-457-7655 (PW IPad) Service: 1/13/23-2/12/23 13.33 False 442514 3/9/2023 001-480-4230-00000 707-458-8452 (Garcia) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-470-4230-00000 707-951-4296 (Gil-Rodgriguez) Service: 1/13/23-2/12/23 14.15 False 442514 3/9/2023 001-240-4230-00000 707-951-4867 (Owen) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-351-4230-00000 707-951-0494 (Wood-Desk) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-364-4230-00000 707-951-4296 (Gil-Rodgriguez) Service: 1/13/23-2/12/23 0.81 False 442514 3/9/2023 419-371-4230-00000 707-457-7655 (PW IPad) Service: 1/13/23-2/12/23 13.34 False 442514 3/9/2023 419-371-4230-00000 707-951-3354 (Welton) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-120-4230-00000 707-458-4813 (Rawlings) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 506-506-4230-00000 707-951-0540 (Smith, K) Service: 1/13/23-2/12/23 3.80 False 442514 3/9/2023 413-352-4230-00000 707-951-6681 (WWTP) Service: 1/13/23-2/12/23 23.25 False 442514 3/9/2023 419-371-4230-00000 707-951-4296 (Gil-Rodgriguez) Service: 1/13/23-2/12/23 0.40 False 442514 3/9/2023 001-470-4230-00000 707-951-4418 (Clewell) Service: 1/13/23-2/12/23 8.09 False 442514 3/9/2023 419-371-4230-00000 707-951-4951 (PW IPAD) Service: 1/13/23-2/12/23 12.67 False 442514 3/9/2023 001-364-4230-00000 707-951-4418 (Clewell) Service: 1/13/23-2/12/23 2.02 False 442514 3/9/2023 001-350-4230-00000 707-458-8617 (Leighton) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-364-4230-00000 707-951-4759 (Long) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-120-4230-00000 707-458-4813 (Rawlings) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 412-100-4230-00000 707-951-4515 (Lighthouse Cove RV) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-230-4230-00000 707-458-5323 - (Fire duty officers) Service: 1/13/23-2/12/23 40.01 False 442514 3/9/2023 001-350-4230-00000 707-951-3354 (Welton) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-371-4230-00000 707-951-0481 (Wylie) Service: 1/13/23-2/12/23 20.53 False 442514 3/9/2023 001-240-4230-00000 707-951-4896 (Lopez) Service: 1/13/23-2/12/23 40.44 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 10 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442514 3/9/2023 001-112-4230-00000 707-458-4814 (Lacey) Service: 1/13/23-2/12/23 18.84 False 442514 3/9/2023 001-240-4230-00000 707-951-4485 (Griffin) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-351-4230-00000 707-951-9756 (Goodgame-Thill) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 413-353-4230-00000 707-951-4918 (McAleenan) Service: 1/13/23-2/12/23 2.02 False 442514 3/9/2023 419-371-4230-00000 707-951-4821 (Kuder) Service: 1/13/23-2/12/23 20.22 False 442514 3/9/2023 001-110-4230-00000 707-458-4323 (Altman, Ray) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-113-4230-00000 707-951-3378 (Altman, Robin) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-230-4230-00000 707-458-5216 (Fire Dept) Service: 1/13/23-2/12/23 38.01 False 442514 3/9/2023 419-371-4230-00000 707-951-3275 (Yeager) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 412-100-4230-00000 707-951-5029 (Lighthouse Cove RV) Service: 1/13/23-2/12/23 23.35 False 442514 3/9/2023 001-230-4230-00000 707-464-9113 (Fire Hall) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-350-4230-00000 707-951-3170 (Wylie) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 412-100-4230-00000 707-951-9704 (Lighthouse Cove RV) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-120-4230-00000 707-458-4242 (McAndrews) Service: 1/13/23-2/12/23 8.09 False 442514 3/9/2023 001-350-4230-00000 707-951-3319 (Smith, K) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-371-4230-00000 707-951-4730 (Ybarra) Service: 1/13/23-2/12/23 18.30 False 442514 3/9/2023 413-352-4230-00000 707-951-0923 (Nova - Jacobs) Service: 1/13/23-2/12/23 38.01 False 442514 3/9/2023 001-230-4230-00000 707-951-6589 (Carey) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-110-4230-00000 707-951-3135 (Greenough) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-364-4230-00000 707-951-4821 (Kuder) Service: 1/13/23-2/12/23 0.40 False 442514 3/9/2023 413-353-4230-00000 707-951-3319 (Smith, K) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-240-4230-00000 707-951-5438 (PD Spare) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-240-4230-00000 707-951-4624 (Lo) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-352-4230-00000 707-951-6831 (WWTP) Service: 1/13/23-2/12/23 23.25 False 442514 3/9/2023 413-353-4230-00000 707-457-7655 (PW IPad) Service: 1/13/23-2/12/23 13.34 False 442514 3/9/2023 413-353-4230-00000 707-951-3943 (Martinez) Service: 1/13/23-2/12/23 0.10 False 442514 3/9/2023 419-371-4230-00000 707-951-3170 (Wylie) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-120-4230-00000 707-458-4242 (McAndrews) Service: 1/13/23-2/12/23 16.18 False 442514 3/9/2023 413-352-4230-00000 707-951-4779 (WWTP Project Manager) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 412-100-4230-00000 707-951-4296 (Gil-Rodgriguez) Service: 1/13/23-2/12/23 2.02 False 442514 3/9/2023 413-130-4230-00000 707-458-8008 (Rice) Service: 1/13/23-2/12/23 10.11 False 442514 3/9/2023 413-353-4230-00000 707-951-0167 (WWTP Ops) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-364-4230-00000 707-951-4116 (Amarante) Service: 1/13/23-2/12/23 3.11 False 442514 3/9/2023 001-240-4230-00000 707-458-5881 (Phillipa) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-353-4230-00000 707-951-0540 (Smith, K) Service: 1/13/23-2/12/23 3.81 False 442514 3/9/2023 413-353-4230-00000 707-951-5285 (PW Spare) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-951-3275 (Yeager) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-364-4230-00000 707-951-0481 (Wylie) Service: 1/13/23-2/12/23 5.32 False 442514 3/9/2023 001-240-4230-00000 707-951-7001 (VIP Phone) Service: 1/13/23-2/12/23 0.10 False 442514 3/9/2023 413-351-4230-00000 707-951-6970 (Lab-Desk) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-240-4230-00000 707-951-5088 (Valero) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-250-4230-00000 707-951-3447 (Minges) Service: 1/13/23-2/12/23 20.22 False 442514 3/9/2023 001-240-4230-00000 707-951-5250 (Balch) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-110-4230-00000 707-951-0517 (Inscore) Service: 1/13/23-2/12/23 45.44 False 442514 3/9/2023 001-364-4230-00000 707-951-4569 (Mayes) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-240-4230-00000 707-458-8156 (Hutchens) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-371-4230-00000 707-951-4569 (Mayes) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-951-2294 (PW Callout)Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-371-4230-00000 707-951-2294 (PW Callout)Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-120-4230-00000 707-458-5026 (Meter Reader SPMR2) Service: 1/13/23-2/12/23 36.39 False 442514 3/9/2023 001-110-4230-00000 707-458-4725 (Schellong) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 413-351-4230-00000 707-951-5017 (Lab) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 001-111-4230-00000 707-951-3016 (Wier) Service: 1/13/23-2/12/23 15.14 False 442514 3/9/2023 001-480-4230-00000 707-951-4296 (Gil-Rodgriguez) Service: 1/13/23-2/12/23 4.05 False 442514 3/9/2023 419-371-4230-00000 707-951-4864 (DeForge) Service: 1/13/23-2/12/23 19.01 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 11 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442514 3/9/2023 419-371-4230-00000 707-458-8617 (Leighton) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-364-4230-00000 707-951-0430 (Borges, D) Service: 1/13/23-2/12/23 8.74 False 442514 3/9/2023 413-353-4230-00000 707-458-8283 (Hodges) Service: 1/13/23-2/12/23 2.02 False 442514 3/9/2023 001-364-4230-00000 707-951-4918 (McAleenan) Service: 1/13/23-2/12/23 4.45 False 442514 3/9/2023 001-470-4230-00000 707-951-9336 (Lovdahl) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-470-4230-00000 707-458-8283 (Hodges) Service: 1/13/23-2/12/23 22.24 False 442514 3/9/2023 419-130-4230-00000 707-458-8008 (Rice) Service: 1/13/23-2/12/23 10.11 False 442514 3/9/2023 001-480-4230-00000 707-458-4131 (Taylor) Service: 1/13/23-2/12/23 10.00 False 442514 3/9/2023 419-120-4230-00000 707-458-8453 (Mtr Reader SPMR1)Service: 1/13/23-2/12/23 36.39 False 442514 3/9/2023 413-353-4230-00000 707-951-4569 (Mayes) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-480-4230-00000 707-951-4864 (DeForge) Service: 1/13/23-2/12/23 6.06 False 442514 3/9/2023 001-350-4230-00000 707-951-3275 (Yeager) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-457-7454 (Leighton) Service: 1/13/23-2/12/23 13.33 False 442514 3/9/2023 506-506-4230-00000 707-951-4296 (Gil-Rodgriguez) Service: 1/13/23-2/12/23 19.01 False 442514 3/9/2023 419-120-4230-00000 707-951-3320 (Leaver) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-364-4230-00000 707-951-2294 (PW Callout)Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-120-4230-00000 707-458-8014 (Mattix) Service: 1/13/23-2/12/23 20.22 False 442514 3/9/2023 413-351-4230-00000 707-951-6819 (Lab-Desk) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 413-353-4230-00000 707-951-4759 (Long) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 419-371-4230-00000 707-951-4204 (Eiler) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-352-4230-00000 707-951-0023 (WWTP Operations 2) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 413-351-4230-00000 707-951-3225 (Lab) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-371-4230-00000 707-951-4759 (Long) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-240-4230-00000 707-951-5433 (Sperling) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-230-4230-00000 707-951-6556 (Duncan) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 419-371-4230-00000 707-458-8283 (Hodges) Service: 1/13/23-2/12/23 11.73 False 442514 3/9/2023 001-480-4230-00000 707-951-4364 (Young) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-364-4230-00000 707-951-4951 (PW IPAD) Service: 1/13/23-2/12/23 12.67 False 442514 3/9/2023 419-371-4230-00000 707-951-5285 (PW Spare) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 413-353-4230-00000 707-951-3354 (Welton) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-364-4230-00000 707-951-4204 (Eiler) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-471-4230-00000 707-458-4131 (Taylor) Service: 1/13/23-2/12/23 4.54 False 442514 3/9/2023 413-351-4230-00000 707-951-5375 (Wood) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 420-115-4230-00000 707-458-8649 (Patch, T) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-371-4230-00000 707-951-0430 (Borges, D) Service: 1/13/23-2/12/23 17.87 False 442514 3/9/2023 508-508-4230-00000 707-951-0714 (Borges, D) Service: 1/13/23-2/12/23 6.82 False 442514 3/9/2023 413-351-4230-00000 707-951-6540 (Lab-Desk) Service: 1/13/23-2/12/23 27.67 False 442514 3/9/2023 419-120-4230-00000 707-458-4242 (McAndrews) Service: 1/13/23-2/12/23 16.17 False 442514 3/9/2023 001-114-4230-00000 707-951-3392 (Gonzales-Valero) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-470-4230-00000 707-951-4116 (Amarante) Service: 1/13/23-2/12/23 3.12 False 442514 3/9/2023 001-470-4230-00000 707-951-4918 (McAleenan) Service: 1/13/23-2/12/23 22.24 False 442514 3/9/2023 508-508-4230-00000 707-951-4864 (DeForge) Service: 1/13/23-2/12/23 6.07 False 442514 3/9/2023 001-480-4230-00000 707-951-0430 (Borges, D) Service: 1/13/23-2/12/23 5.70 False 442514 3/9/2023 413-353-4230-00000 707-951-4951 (PW IPAD) Service: 1/13/23-2/12/23 12.67 False 442514 3/9/2023 413-120-4230-00000 707-458-8014 (Mattix) Service: 1/13/23-2/12/23 20.22 False 442514 3/9/2023 001-364-4230-00000 707-951-0714 (Borges, D) Service: 1/13/23-2/12/23 10.45 False 442514 3/9/2023 001-480-4230-00000 707-951-0714 (Borges, D) Service: 1/13/23-2/12/23 6.82 False 442514 3/9/2023 419-371-4230-00000 707-951-4116 (Amarante) Service: 1/13/23-2/12/23 24.87 False 442514 3/9/2023 413-353-4230-00000 707-951-3905 (WWTP Spare) Service: 1/13/23-2/12/23 0.10 False 442514 3/9/2023 001-470-4230-00000 707-458-4131 (Taylor) Service: 1/13/23-2/12/23 5.91 False 442514 3/9/2023 413-353-4230-00000 707-951-4116 (Amarante) Service: 1/13/23-2/12/23 9.34 False 442514 3/9/2023 419-371-4230-00000 707-951-0714 (Borges, D) Service: 1/13/23-2/12/23 21.35 False 442514 3/9/2023 001-240-4230-00000 707-951-5035 (Sanders) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 419-371-4230-00000 707-951-4918 (McAleenan) Service: 1/13/23-2/12/23 11.73 False 442514 3/9/2023 001-230-4230-00000 707-951-3561 (Carey) Service: 1/13/23-2/12/23 38.01 False AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 12 of 13 Check Num Check Date Acct 1 Description Amount Selected For Vo 442514 3/9/2023 419-111-4230-00000 707-951-3016 (Wier) Service: 1/13/23-2/12/23 15.15 False 442514 3/9/2023 001-120-4230-00000 707-951-3320 (Leaver) Service: 1/13/23-2/12/23 13.48 False 442514 3/9/2023 001-240-4230-00000 707-951-4494 (Wilson) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-350-4230-00000 707-457-7454 (Leighton) Service: 1/13/23-2/12/23 13.34 False 442514 3/9/2023 001-240-4230-00000 707-951-5329 (Owen, W) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-240-4230-00000 707-951-4950 (Miller, E) Service: 1/13/23-2/12/23 40.44 False 442514 3/9/2023 001-112-4230-00000 707-458-4131 (Taylor) Service: 1/13/23-2/12/23 11.36 False 442514 3/9/2023 506-506-4230-00000 707-951-9336 (Lovdahl) Service: 1/13/23-2/12/23 26.96 False 442514 3/9/2023 413-352-4230-00000 707-951-0002 (WWTP Lg Conf Rm) Service: 1/13/23-2/12/23 27.67 False 442515 3/9/2023 001-480-4390-00000 screws;nuts/bolts 2.42 False 442515 3/9/2023 001-480-4390-00000 adapter;caps;pipes 37.67 False 442515 3/9/2023 001-364-4390-10025 hex nut 13.24 False
442515 3/9/2023 001-480-4390-00000 screws;nuts/bots 16.21 False 442515 3/9/2023 506-506-4390-00000 exchange tank 21.42 False 442515 3/9/2023 001-480-4390-00000 window crank 14.58 False 442515 3/9/2023 001-470-4390-00000 lock key;key 39.08 False 442515 3/9/2023 413-353-4390-00000 screws;nuts/bolts 16.67 False 442515 3/9/2023 001-470-4390-00000 bulk nails;screws;multi mix containers;putt;trim;flashing;RETURN -1,063.64 False 442515 3/9/2023 001-470-4390-00000 bulk nails;screws;multi mix containers;putt;trim;flashing;lumber 1,063.64 False 442515 3/9/2023 508-508-4390-00000 flashing 16.55 False 442515 3/9/2023 001-470-4390-00000 screws;nuts/bolts;caulking;roof pitch 213.60 False 442515 3/9/2023 001-470-4390-00000 trim;flashing;lumber 514.62 False 442515 3/9/2023 001-480-4390-00000 stainless steel machine screws 18.99 False 442515 3/9/2023 001-470-4390-00000 cedar lumber;scarper thread;flashng screws 931.06 False 442515 3/9/2023 001-364-4390-10025 cut wire 159.67 False 442515 3/9/2023 001-470-4390-00000 bras nozzle;coupler hose;blades 49.25 False 442515 3/9/2023 419-371-4390-00000 magnetic key cae;dish brush;cleaner;key 24.04 False 442515 3/9/2023 001-470-4390-00000 cedar lumber;scarper thread;flashng screws RETURN -931.06 False 442515 3/9/2023 001-364-4390-10025 bar and chain lubircant 46.53 False 442515 3/9/2023 001-364-4390-10025 washer;hex screws;water 111.80 False 442515 3/9/2023 001-480-4390-00000 PVC elbow 21.41 False 442515 3/9/2023 001-470-4390-00000 drill bit;screws;nuts/botls 31.86 False 442515 3/9/2023 001-470-4390-00000 deadbolt;key 42.98 False 442515 3/9/2023 001-480-4390-00000 screws;nuts/botls 3.57 False 442515 3/9/2023 508-508-4390-00000 screws;nuts/bolts 3.12 False 442515 3/9/2023 001-470-4390-00000 lumber 71.35 False
442515 3/9/2023 001-470-4390-00000 deadbolt;;lock rekey 42.98 False 442515 3/9/2023 001-470-4390-00000 screws; nuts/bolts 5.67 False 442515 3/9/2023 001-470-4390-00000 deadbolt;bits;lock rekey 95.68 False 442515 3/9/2023 001-470-4390-00000 lumber 537.57 False
442515 3/9/2023 001-470-4390-00000 gold deck screws 40.15 False 442515 3/9/2023 001-470-4390-00000 concrete tube 224.03 False 442516 3/9/2023 001-112-4390-00000 Hwy 101 banner design 960.00 False 442517 3/9/2023 001-364-4390-10025 bracket 163.45 False 442517 3/9/2023 001-364-4390-10025 Stop signs 815.95 False 355,861.30
AP - 2-25-23 to 3-10-23 Council (3/13/2023) Page 13 of 13 AP
2-25-23 to 3-10-23 Housing
User: crawlings
Printed: 3/13/2023 3:56:28 PM
Check Date Check Numbe Description Amount Selected For Void 3/9/2023 442508 CH Office Supplies 0.04 False
3/9/2023 442488 City Hall Mats 0.23 False
3/9/2023 442488 City Hall Mats 0.23 False
3/9/2023 442488 City Hall Mats 0.23 False
3/9/2023 442452 CH Office Supplies 0.97 False
3/9/2023 442508 CH Office Supplies 1.29 False
3/9/2023 442496 Janitorial Supplies- City-Wide 2.29 False 3/9/2023 442508 CH Office Supplies 4.10 False
3/9/2023 442512 CCGROCERTOUTLET: HAC luncheon 5.19 False 3/9/2023 442508 Office Supplies: HOUSING AUTHORITY ACCT 8.76 False 3/9/2023 442458 Service to verify work employment for tenants 10.00 False 3/9/2023 442496 Janitorial Supplies- City-Wide 15.59 False 3/9/2023 442514 707-951-3447 (Minges) Service: 1/13/23-2/12/23 20.22 False 3/9/2023 442514 707-464-9216 (HA Office) Service: 1/13/23-2/12/23 23.25 False 3/9/2023 442514 707-951-0897 (Stover) Service: 1/13/23-2/12/23 27.67 False 3/9/2023 442514 707-951-0909 (Hurt) Service: 1/13/23-2/12/23 27.67 False 3/9/2023 442514 707-951-0710 (Miller) Service: 1/13/23-2/12/23 27.67 False 3/9/2023 442514 707-951-0902 (Hartwick) Service: 1/13/23-2/12/23 27.67 False 3/9/2023 442514 707-458-4817 (Hartwick) Service: 1/13/23-2/12/23 40.44 False 3/9/2023 442514 707-458-5990 (Miller, M) Service: 1/13/23-2/12/23 40.44 False 3/9/2023 442514 707-485-4815 (Stover) Service: 1/13/23-2/12/23 40.44 False 3/9/2023 442514 707-458-4816 (Hurt) Service: 1/13/23-2/12/23 40.44 False 3/9/2023 442452 office supplies 47.60 False
3/9/2023 442472 Shredding of confidential information 56.63 False 3/9/2023 442512 SAFEWAY: HAC luncheon 126.21 False
3/9/2023 442503 Janitorial service - Housing Authority 156.25 False 751.52
AP - 2-25-23 to 3-10-23 Housing (3/13/2023) Page 1 of 1 Home Dept. Regular Pay Overtime Gross Pay Employees Notes City Council 1,409.84 1,409.84 5
Administration 13,943.23 933.12 14,876.35 4
Econ Dev / Grants 6,615.01 1,085.86 7,700.87 2
Human Resources 2,660.11 241.10 2,901.21 1
Finance 12,824.73 232.48 13,057.21 5
City Attorney 4,681.12 4,681.12 1
Fire 7,092.03 7,092.03 2
Police 39,943.58 3,812.84 43,756.42 15
Planning -
Public Works 49,015.77 2,833.57 51,849.34 22
Recreation 1,683.78 1,683.78 1
Swimming Pool 14,314.59 14,314.59 18
Housing 10,043.45 10,043.45 4
164,227.24 9,138.97 173,366.21 80
Payroll summarized above according to employees' home departments. Actual costs of employees are charged to department / fund where work was performed.

City of Crescent City
Biweekly Payroll Report for City Employees
Payroll Ending 3/4/23
Pay Date 3/17/23
Check Numbers: 110883 - 110889 (plus direct deposits)

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
DATE: MARCH 20, 2023
SUBJECT: AMENDMENT TO THE FY 22-23 BUDGET FOR INSURANCE

REIMBURSEMENTS FOR POLICE DEPARTMENT VEHICLE REPAIRS
______________________________________________________________________

RECOMMENDATION
• Approve and adopt Resolution No. 2023-16, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

BACKGROUND
During the Fiscal Year 22/23 the City has received a total of $6,118 in re-imbursement from the City’s insurance group, Golden State Risk Management Authority (GSRMA), for repairs made to Police Department vehicles. The repairs to the vehicles were completed during the FY 22/23 and paid out of the current budget. Some repairs to the vehicles were scheduled in the prior fiscal year but were not completed until the current fiscal year.

ITEM ANALYSIS
The money received from GSRMA will go back into the vehicle repair budget for the Police Department and utilized in the remaining portion of the budget year for repairs to patrol vehicles.

FISCAL ANALYSIS
The impact on the current approved FY 22/23 budget would be a net zero impact, with both the revenue and expenses being increased by $6118.

ATTACHMENTS
• Resolution No. 2023-16
CITY OF CRESCENT CITY RESOLUTION NO. 2023-16 Page 1
RESOLUTION NO. 2023-16

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET

OF THE CITY OF CRESCENT CITY
WHEREAS, the budget for the fiscal year beginning July 1, 2022, as submitted by the City Manager, was reviewed by the City Council and a public hearing was held thereon the 20th day of June 2022; and
WHEREAS, the City Council adopted said budget and has the authority to amend said budget from time to time; and
WHEREAS, the City has received insurance reimbursement payments for vehicle repairs; and WHEREAS, the ongoing maintenance of police vehicles using these funds requires an amendment to the adopted budget.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AS FOLLOWS:

That the Fiscal Year 2022-23 City of Crescent City Annual Budget is hereby amended and appropriated in the amounts identified below:

Fund Revenue Increase
(Decrease)
Expenditure Increase
(Decrease)
General Fund

$6,118

$6,118
APPROVED and ADOPTED and made effective the same day at a regular meeting of the City Council of the City of Crescent City held on the 20th day of March 2023, by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Isaiah Wright, Mayor
ATTEST:
_____________________________
Robin Altman, City Clerk

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: RICHARD GRIFFIN, CHIEF OF POLICE
DATE: MARCH 20, 2023
SUBJECT: CCPD OFFICER WELLNESS AND MENTAL HEALTH GRANT
__________________________________________________________________

RECOMMENDATION
• Accept the CCPD Officer Wellness and Mental Health Grant Funds • Approve and adopt Resolution No. 2023-17, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY

BACKGROUND
The Board of State and Community Corrections (BSCC) Officer Wellness and Mental Health Grant Program, established in the 2022 Budget Act (Assembly Bill 178, Chapter 45, Statutes of 2022), provides $50 million for city and county law enforcement agencies for the purpose of improving Officer wellness and expanding mental health resources.

The funding may be used for any of the following purposes:
• Establishing or expanding Officer wellness units
• Establishing or expanding peer support units
• Services provided by a licensed mental health professional, counselor or other professional that works with law enforcement
• Expanding multi-agency mutual aid programs focused on Officer wellness and mental health
• Other programs and services that are evidence-based or have a successful track record of enhancing Officer wellness
The allocation of funds was determined by the number of peace officers described in Penal Code section 830.1 at each respective agency. A check for the full funding allocation was sent to all eligible law enforcement agencies. Funding allocated to the CCPD Officer Wellness and Mental Health Grant
March 20, 2023
Crescent City Police Department was $15,000. The grant period is from July 1, 2022, to December 1, 2025. All grant funds must be expended within the grant period, and any remaining funds at the conclusion of the grant must be returned to the BSCC by December 31, 2025. Those unspent funds will then be returned to the State’s General Fund.

As a condition of utilizing said funds, reporting requirements are that recipients will submit brief, annual expenditure reports due December 1, 2023 and December 1, 2024.

Recipients will also submit a final impact and expenditure report describing how funding was used and the impact of the resources by December 1, 2025.

ANALYSIS
The funds from the grant can be used for a variety of purposes. Some of those ways include establishing or expanding officer wellness units or peer support units, mental health services by a health professional or counselor and expanding multi-agency mutual aid programs. It could also be used for any other programs or services that are evidencebased to have a successful track record of enhancing Officer wellness. The goal of offering these services is that officers will have overall improved mental health from recruitment to retirement.

Currently the Crescent City Police Department has resources available to address officer wellness and mental health but will be looking to expand upon the current services. One of the current services offered is the Cordico Shield app, which provides 24 hours a day, 7 days a week, 365 days a year proactive wellness solutions customized specifically for CCPD. This grant funding would most likely be utilized to continue funding the Cordico Shield App, and to look at possibly establishing a peer support program for officers.

FISCAL IMPACT
There will be a net zero fiscal impact of $15,000 revenue and a $15,000 expenditure over to the City of Crescent City for this program. It would be funded completely through the state grant funds.

ATTACHMENTS
• Resolution No. 2023-17
• BSCC Officer Wellness and Mental Health Grant Award
• BSCC Officer Wellness and Mental Health Grant Program Funding Distribution Schedule
CITY OF CRESCENT CITY RESOLUTION NO. 2023-17 Page 1
RESOLUTION NO. 2023-17

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY WHEREAS, the budget for the fiscal year beginning July 1, 2022, as submitted by the City Manager, was reviewed by the City Council and a public hearing was held thereon the 20th day of June 2022; and
WHEREAS, the City Council adopted said budget and has the authority to amend said budget from time to time; and
WHEREAS, the City has a grant award of $15,000 from the State of California through Assembly Bill 178 funding; and
WHEREAS, the purpose of the grant is to promote officer wellness and retention, which are priorities of the City of Crescent City; and
WHEREAS, accepting and expending these funds requires an amendment to the adopted budget.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AS FOLLOWS:

That the Fiscal Year 2022-23 City of Crescent City Annual Budget is hereby amended and appropriated in the amounts identified below:

Fund Revenue Increase
(Decrease)
Expenditure Increase
(Decrease)
General
Fund

$15,000

$15,000
APPROVED and ADOPTED and made effective the same day at a regular meeting of the City Council of the City of Crescent City held on the 20th day of March 2023, by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Isaiah Wright, Mayor
ATTEST:
_____________________________
Robin Altman, City Clerk
DATE: December 21, 2022
TO: Police Chiefs and Sheriffs
FROM: Linda Penner, Chair
SUBJECT: OFFICER WELLNESS AND MENTAL HEALTH GRANT AWARD I am pleased to let you know that the BSCC has begun processing the Officer Wellness and Mental Health grants, which were included in the Budget Act of 2022. All eligible law enforcement agencies will receive their payment by February 15, 2023. This memorandum provides further information about the purposes of the grant, and requests your assistance in identifying the person in your agency who will be responsible for required data reporting.

This disbursement is being made in accordance with Assembly Bill 178, Chapter 45, Statutes of 2022, Item 5227-121-0001. This funding is available to all city and county law enforcement agencies employing officers described in Section 830.1 of the Penal Code. The Officer Wellness grant is for the purpose of improving officer wellness and expanding mental health sources as follows:

1. Establishing officer wellness units or expanding existing officer wellness units.

2. Establishing peer support units or expanding peer support units.

3. Services provided by a licensed mental health professional, counselor, or other professional that works with law enforcement.

4. Expanding multiagency mutual aid programs focused on officer wellness and mental health.

5. Other programs or services that are evidence based or have a successful track record of enhancing officer wellness.

For further information about this funding and to identify the amount of funding allocated to your agency, please visit the Board of State and Community Corrections’ webpage for the Officer Wellness and Mental Health Grant available at https://www.bscc.ca.gov/officer-wellness-and-mental-health-grant-program/.

Provision 2 of the Budget Act requires each grant recipient to submit an expenditure report and a final impact report no later than December 1, 2025. Additionally, grant recipients will submit a brief annual expenditure report. Reports will be provided to the Commission on Peace Officer Standards and Training (POST). Detailed information regarding reporting requirements and reporting requirement webinars will be sent out in early 2023.

S-2CALIFORNIA BSCC

BOARD OF STATE AND COMMUNITY CORRECTIONS
Linda M. Penner, Chair
Kathleen T. Howard, Executive Director WWW.BSCC.CA.GOV Gavin Newsom California Governor
Officer Wellness & Mental Health Grant Recipients

Please send the name and email address of the individual(s) within your agency who will be responsible for the implementation and reporting requirements for this grant to [email protected] by February 28, 2023 so they may receive additional information regarding detailed reporting requirements, webinars, and deadlines.

If you have any questions regarding this funding distribution, please email [email protected] and a BSCC staff member will respond.

Sincerely,

LINDA PENNER
Chair
Board of State & Community Corrections

COUNTY AGENCY NAME AWARD AMOUNT
ALAMEDA COUNTY ALAMEDA CO SD/CORONER $ 709,103.49
ALAMEDA COUNTY ALAMEDA PD $ 47,741.62
ALAMEDA COUNTY ALBANY PD $ 20,000.00
ALAMEDA COUNTY BAY AREA RAPID TRANSIT PD $ 145,331.11
ALAMEDA COUNTY BERKELEY PD $ 106,014.48
ALAMEDA COUNTY EAST BAY REG PARK DPS $ 37,912.46
ALAMEDA COUNTY EMERYVILLE PD $ 28,000.00
ALAMEDA COUNTY FREMONT PD $ 117,949.89
ALAMEDA COUNTY HAYWARD PD $ 113,737.39
ALAMEDA COUNTY LIVERMORE PD $ 63,187.44
ALAMEDA COUNTY NEWARK PD $ 34,402.05
ALAMEDA COUNTY OAKLAND PD $ 483,032.87
ALAMEDA COUNTY PIEDMONT PD $ 15,000.00
ALAMEDA COUNTY PLEASANTON PD $ 54,762.45
ALAMEDA COUNTY SAN LEANDRO PD $ 49,847.87
ALAMEDA COUNTY UNION CITY PD $ 47,039.54
ALPINE COUNTY ALPINE CO SO $ 15,000.00
AMADOR COUNTY AMADOR CO SO/CORONER $ 32,997.89
AMADOR COUNTY IONE PD $ 15,000.00
AMADOR COUNTY JACKSON PD $ 15,000.00
AMADOR COUNTY SUTTER CREEK PD $ 15,000.00
BUTTE COUNTY BUTTE CO SO/CORONER $ 122,162.38
BUTTE COUNTY CHICO PD $ 65,293.69
BUTTE COUNTY GRIDLEY PD $ 15,000.00
BUTTE COUNTY OROVILLE PD $ 15,000.00
BUTTE COUNTY PARADISE PD $ 15,000.00
CALAVERAS COUNTY ANGELS CAMP PD $ 15,000.00
CALAVERAS COUNTY CALAVERAS CO SD $ 40,018.71
COLUSA COUNTY COLUSA COUNTY SD $ 25,000.00
COLUSA COUNTY COLUSA PD $ 15,000.00
COLUSA COUNTY WILLIAMS PD $ 15,000.00
CONTRA COSTA COUNTY ANTIOCH PD $ 77,229.09
CONTRA COSTA COUNTY BRENTWOOD PD $ 46,337.46
CONTRA COSTA COUNTY CLAYTON PD $ 15,000.00
CONTRA COSTA COUNTY CONCORD PD $ 93,376.99
CONTRA COSTA COUNTY CONTRA COSTA CO SO/CORONER $ 435,993.33 CONTRA COSTA COUNTY EL CERRITO PD $ 25,000.00
CONTRA COSTA COUNTY HERCULES PD $ 20,000.00
CONTRA COSTA COUNTY KENSINGTON PD $ 15,000.00
CONTRA COSTA COUNTY MARTINEZ PD $ 28,000.00
CONTRA COSTA COUNTY MORAGA PD $ 15,000.00
CONTRA COSTA COUNTY OAKLEY PD $ 28,000.00
CONTRA COSTA COUNTY PINOLE PD $ 20,000.00
CONTRA COSTA COUNTY PITTSBURG PD $ 62,485.36
CONTRA COSTA COUNTY PLEASANT HILL PD $ 30,891.64
CONTRA COSTA COUNTY RICHMOND PD $ 83,547.84
CONTRA COSTA COUNTY SAN PABLO PD $ 37,912.46
CONTRA COSTA COUNTY SAN RAMON PD $ 46,337.46
CONTRA COSTA COUNTY WALNUT CREEK PD $ 51,252.03
Officer Wellness and Mental Health Grant Program
Funding Distribution Schedule
December 12, 2022 1

COUNTY AGENCY NAME AWARD AMOUNT
DEL NORTE COUNTY CRESCENT CITY PD $ 15,000.00
DEL NORTE COUNTY DEL NORTE COUNTY SO $ 15,000.00
EL DORADO COUNTY EL DORADO CO SO $ 117,247.80
EL DORADO COUNTY PLACERVILLE PD $ 15,000.00
EL DORADO COUNTY SOUTH LAKE TAHOE PD $ 28,000.00
FRESNO COUNTY CLOVIS PD $ 73,718.68
FRESNO COUNTY COALINGA PD $ 15,000.00
FRESNO COUNTY FIREBAUGH PD $ 15,000.00
FRESNO COUNTY FOWLER PD $ 15,000.00
FRESNO COUNTY FRESNO CO SO $ 288,555.97
FRESNO COUNTY FRESNO PD $ 557,453.63
FRESNO COUNTY HURON PD $ 15,000.00
FRESNO COUNTY KERMAN PD $ 25,000.00
FRESNO COUNTY KINGSBURG PD $ 20,000.00
FRESNO COUNTY MENDOTA PD $ 15,000.00
FRESNO COUNTY ORANGE COVE PD $ 15,000.00
FRESNO COUNTY PARLIER PD $ 15,000.00
FRESNO COUNTY REEDLEY PD $ 25,000.00
FRESNO COUNTY SANGER PD $ 28,000.00
FRESNO COUNTY SELMA PD $ 28,000.00
GLENN COUNTY GLENN CO SO/CORONER $ 30,891.64
GLENN COUNTY ORLAND PD $ 15,000.00
HUMBOLDT COUNTY ARCATA PD $ 20,000.00
HUMBOLDT COUNTY EUREKA PD $ 28,000.00
HUMBOLDT COUNTY FERNDALE PD $ 15,000.00
HUMBOLDT COUNTY FORTUNA PD $ 15,000.00
HUMBOLDT COUNTY HUMBOLDT CO SO $ 128,481.13
HUMBOLDT COUNTY RIO DELL PD $ 15,000.00
IMPERIAL COUNTY BRAWLEY PD $ 20,000.00
IMPERIAL COUNTY CALEXICO PD $ 20,000.00
IMPERIAL COUNTY CALIPATRIA PD $ 15,000.00
IMPERIAL COUNTY EL CENTRO PD $ 28,083.31
IMPERIAL COUNTY IMPERIAL CO SO $ 63,187.44
IMPERIAL COUNTY IMPERIAL PD $ 15,000.00
IMPERIAL COUNTY WESTMORLAND PD $ 15,000.00
INYO COUNTY BISHOP PD $ 15,000.00
INYO COUNTY INYO COUNTY SO $ 28,000.00
KERN COUNTY ARVIN PD $ 15,000.00
KERN COUNTY BAKERSFIELD PD $ 305,405.96
KERN COUNTY BEAR VALLEY PD $ 15,000.00
KERN COUNTY CALIFORNIA CITY PD $ 15,000.00
KERN COUNTY DELANO PD $ 33,699.97
KERN COUNTY KERN COUNTY SO $ 501,989.10
KERN COUNTY MCFARLAND PD $ 15,000.00
KERN COUNTY RIDGECREST PD $ 25,000.00
KERN COUNTY SHAFTER PD $ 25,000.00
KERN COUNTY STALLION SPRINGS PD $ 15,000.00
KERN COUNTY TAFT PD $ 15,000.00
KERN COUNTY TEHACHAPI PD $ 15,000.00
KINGS COUNTY AVENAL PD $ 15,000.00
KINGS COUNTY CORCORAN PD $ 15,000.00
KINGS COUNTY HANFORD PD $ 42,827.04
December 12, 20222

COUNTY AGENCY NAME AWARD AMOUNT
KINGS COUNTY KINGS CO SHERIFF'S OFFICE $ 136,204.04
KINGS COUNTY LEMOORE PD $ 28,000.00
LAKE COUNTY CLEARLAKE PD $ 20,000.00
LAKE COUNTY LAKE CO SO $ 64,591.60
LAKE COUNTY LAKEPORT PD $ 15,000.00
LASSEN COUNTY LASSEN CO SO $ 38,614.55
LASSEN COUNTY SUSANVILLE PD $ 15,000.00
LOS ANGELES COUNTY ALHAMBRA PD $ 56,868.70
LOS ANGELES COUNTY ARCADIA PD $ 45,635.37
LOS ANGELES COUNTY AZUSA PD $ 36,508.30
LOS ANGELES COUNTY BALDWIN PARK PD $ 40,720.79
LOS ANGELES COUNTY BELL GARDENS PD $ 32,295.80
LOS ANGELES COUNTY BELL PD $ 25,000.00
LOS ANGELES COUNTY BEVERLY HILLS PD $ 94,781.16
LOS ANGELES COUNTY BURBANK PD $ 103,908.23
LOS ANGELES COUNTY CLAREMONT PD $ 28,000.00
LOS ANGELES COUNTY COVINA PD $ 40,720.79
LOS ANGELES COUNTY CULVER CITY PD $ 70,910.35
LOS ANGELES COUNTY DOWNEY PD $ 80,037.42
LOS ANGELES COUNTY EL MONTE PD $ 75,824.93
LOS ANGELES COUNTY EL SEGUNDO PD $ 37,912.46
LOS ANGELES COUNTY GARDENA PD $ 60,379.11
LOS ANGELES COUNTY GLENDALE PD $ 162,883.18
LOS ANGELES COUNTY GLENDORA PD $ 34,402.05
LOS ANGELES COUNTY HAWTHORNE PD $ 64,591.60
LOS ANGELES COUNTY HERMOSA BEACH PD $ 28,000.00
LOS ANGELES COUNTY HUNTINGTON PARK PD $ 37,210.38
LOS ANGELES COUNTY INGLEWOOD PD $ 120,056.14
LOS ANGELES COUNTY IRWINDALE PD $ 25,000.00
LOS ANGELES COUNTY LA VERNE PD $ 28,000.00
LOS ANGELES COUNTY LONG BEACH PD $ 520,243.25
LOS ANGELES COUNTY LOS ANGELES CO SD $ 6,548,325.00
LOS ANGELES COUNTY LOS ANGELES PD $ 6,499,179.21
LOS ANGELES COUNTY MANHATTAN BEACH PD $ 40,720.79
LOS ANGELES COUNTY MONROVIA PD $ 32,295.80
LOS ANGELES COUNTY MONTEBELLO PD $ 47,741.62
LOS ANGELES COUNTY MONTEREY PARK PD $ 49,847.87
LOS ANGELES COUNTY PALOS VERDES ESTATES PD $ 15,000.00
LOS ANGELES COUNTY PASADENA PD $ 152,351.94
LOS ANGELES COUNTY POMONA PD $ 105,312.40
LOS ANGELES COUNTY REDONDO BEACH PD $ 63,187.44
LOS ANGELES COUNTY SAN FERNANDO PD $ 25,000.00
LOS ANGELES COUNTY SAN GABRIEL PD $ 32,997.89
LOS ANGELES COUNTY SAN MARINO PD $ 25,000.00
LOS ANGELES COUNTY SANTA MONICA PD $ 141,118.62
LOS ANGELES COUNTY SIERRA MADRE PD $ 15,000.00
LOS ANGELES COUNTY SIGNAL HILL PD $ 28,000.00
LOS ANGELES COUNTY SOUTH GATE PD $ 51,954.12
LOS ANGELES COUNTY SOUTH PASADENA PD $ 28,000.00
LOS ANGELES COUNTY TORRANCE PD $ 141,820.70
LOS ANGELES COUNTY VERNON PD $ 30,189.55
LOS ANGELES COUNTY WEST COVINA PD $ 65,293.69
December 12, 2022 3

COUNTY AGENCY NAME AWARD AMOUNT
LOS ANGELES COUNTY WHITTIER PD $ 87,058.25
MADERA COUNTY CHOWCHILLA PD $ 20,000.00
MADERA COUNTY MADERA CO SO $ 75,122.84
MADERA COUNTY MADERA PD $ 40,720.79
MARIN COUNTY BELVEDERE PD $ 15,000.00
MARIN COUNTY CENTRAL MARIN POLICE AUTHORITY $ 28,000.00 MARIN COUNTY FAIRFAX PD $ 15,000.00
MARIN COUNTY MARIN CO SO $ 132,693.62
MARIN COUNTY MILL VALLEY PD $ 20,000.00
MARIN COUNTY NOVATO PD $ 39,316.63
MARIN COUNTY ROSS PD $ 15,000.00
MARIN COUNTY SAN RAFAEL PD $ 44,933.29
MARIN COUNTY SAUSALITO PD $ 15,000.00
MARIN COUNTY TIBURON PD $ 15,000.00
MARIPOSA COUNTY MARIPOSA CO SO $ 44,231.21
MENDOCINO COUNTY FORT BRAGG PD $ 15,000.00
MENDOCINO COUNTY MENDOCINO CO SO $ 75,824.93
MENDOCINO COUNTY UKIAH PD $ 20,000.00
MENDOCINO COUNTY WILLITS PD $ 15,000.00
MERCED COUNTY ATWATER PD $ 20,000.00
MERCED COUNTY DOS PALOS PD $ 15,000.00
MERCED COUNTY GUSTINE PD $ 15,000.00
MERCED COUNTY LIVINGSTON PD $ 15,000.00
MERCED COUNTY LOS BANOS PD $ 30,189.55
MERCED COUNTY MERCED CO SO $ 84,249.92
MERCED COUNTY MERCED PD $ 65,995.77
MODOC COUNTY ALTURAS PD $ 15,000.00
MODOC COUNTY MODOC CO SO $ 15,000.00
MONO COUNTY MAMMOTH LAKES PD $ 15,000.00
MONO COUNTY MONO CO SD $ 20,000.00
MONTEREY COUNTY CARMEL PD $ 15,000.00
MONTEREY COUNTY DEL REY OAKS PD $ 15,000.00
MONTEREY COUNTY GONZALES PD $ 15,000.00
MONTEREY COUNTY GREENFIELD PD $ 20,000.00
MONTEREY COUNTY KING CITY PD $ 15,000.00
MONTEREY COUNTY MARINA PD $ 25,000.00
MONTEREY COUNTY MONTEREY CO SHERIFF'S OFFICE $ 196,583.15 MONTEREY COUNTY MONTEREY PD $ 32,997.89
MONTEREY COUNTY PACIFIC GROVE PD $ 20,000.00
MONTEREY COUNTY SALINAS PD $ 96,887.41
MONTEREY COUNTY SAND CITY PD $ 15,000.00
MONTEREY COUNTY SEASIDE PD $ 25,000.00
MONTEREY COUNTY SOLEDAD PD $ 15,000.00
NAPA COUNTY CALISTOGA PD $ 15,000.00
NAPA COUNTY NAPA CO SO $ 72,314.51
NAPA COUNTY NAPA PD $ 44,933.29
NAPA COUNTY SAINT HELENA PD $ 15,000.00
NEVADA COUNTY GRASS VALLEY PD $ 25,000.00
NEVADA COUNTY NEVADA CITY PD $ 15,000.00
NEVADA COUNTY NEVADA CO SO $ 42,827.04
NEVADA COUNTY TRUCKEE PD $ 20,000.00
ORANGE COUNTY ANAHEIM PD $ 260,472.67
December 12, 2022 4

COUNTY AGENCY NAME AWARD AMOUNT
ORANGE COUNTY BREA PD $ 41,422.88
ORANGE COUNTY BUENA PARK PD $ 58,272.86
ORANGE COUNTY COSTA MESA PD $ 93,376.99
ORANGE COUNTY CYPRESS PD $ 37,210.38
ORANGE COUNTY FOUNTAIN VALLEY PD $ 42,827.04
ORANGE COUNTY FULLERTON PD $ 79,335.34
ORANGE COUNTY GARDEN GROVE PD $ 122,162.38
ORANGE COUNTY HUNTINGTON BEACH PD $ 148,841.52
ORANGE COUNTY IRVINE PD $ 160,776.93
ORANGE COUNTY LA HABRA PD $ 50,549.95
ORANGE COUNTY LA PALMA PD $ 20,000.00
ORANGE COUNTY LAGUNA BEACH PD $ 34,402.05
ORANGE COUNTY LOS ALAMITOS PD $ 15,000.00
ORANGE COUNTY NEWPORT BEACH PD $ 94,079.08
ORANGE COUNTY ORANGE CO SD/CORONER $ 1,285,513.36
ORANGE COUNTY ORANGE PD $ 102,504.07
ORANGE COUNTY PLACENTIA PD $ 32,295.80
ORANGE COUNTY SANTA ANA PD $ 246,431.01
ORANGE COUNTY SEAL BEACH PD $ 28,000.00
ORANGE COUNTY TUSTIN PD $ 65,293.69
ORANGE COUNTY WESTMINSTER PD $ 57,570.78
PLACER COUNTY AUBURN PD $ 15,000.00
PLACER COUNTY LINCOLN PD $ 25,000.00
PLACER COUNTY PLACER COUNTY SO $ 176,222.75
PLACER COUNTY ROCKLIN PD $ 41,422.88
PLACER COUNTY ROSEVILLE PD $ 89,866.58
PLUMAS COUNTY PLUMAS CO SO $ 25,000.00
RIVERSIDE COUNTY BANNING PD $ 28,000.00
RIVERSIDE COUNTY BEAUMONT PD $ 35,104.13
RIVERSIDE COUNTY BLYTHE PD $ 20,000.00
RIVERSIDE COUNTY CATHEDRAL CITY PD $ 34,402.05
RIVERSIDE COUNTY CORONA PD $ 104,610.32
RIVERSIDE COUNTY DESERT HOT SPRINGS PD $ 25,000.00
RIVERSIDE COUNTY HEMET PD $ 48,443.70
RIVERSIDE COUNTY INDIO PD $ 44,933.29
RIVERSIDE COUNTY MENIFEE PD $ 53,358.28
RIVERSIDE COUNTY MURRIETA PD $ 70,910.35
RIVERSIDE COUNTY PALM SPRINGS PD $ 68,804.10
RIVERSIDE COUNTY RIVERSIDE CO SD $ 1,951,087.72
RIVERSIDE COUNTY RIVERSIDE PD $ 245,026.85
SACRAMENTO COUNTY AMTRAK PD $ 25,000.00
SACRAMENTO COUNTY CITRUS HEIGHTS PD $ 54,762.45
SACRAMENTO COUNTY ELK GROVE PD $ 89,866.58
SACRAMENTO COUNTY FOLSOM PD $ 51,252.03
SACRAMENTO COUNTY GALT PD $ 28,000.00
SACRAMENTO COUNTY SACRAMENTO CO SD $ 902,176.22
SACRAMENTO COUNTY SACRAMENTO PD $ 480,926.62
SAN BENITO COUNTY HOLLISTER PD $ 28,000.00
SAN BENITO COUNTY SAN BENITO CO SO $ 37,912.46
SAN BERNARDINO COUNTY BARSTOW PD $ 28,000.00
SAN BERNARDINO COUNTY CHINO PD $ 77,931.18
SAN BERNARDINO COUNTY COLTON PD $ 37,210.38
December 12, 2022 5

COUNTY AGENCY NAME AWARD AMOUNT
SAN BERNARDINO COUNTY FONTANA PD $ 136,204.04
SAN BERNARDINO COUNTY MONTCLAIR PD $ 32,295.80
SAN BERNARDINO COUNTY ONTARIO PD $ 193,072.73
SAN BERNARDINO COUNTY REDLANDS PD $ 55,464.53
SAN BERNARDINO COUNTY RIALTO PD $ 78,633.26
SAN BERNARDINO COUNTY SAN BERNARDINO CO SD $ 1,347,296.63 SAN BERNARDINO COUNTY SAN BERNARDINO PD $ 172,010.25
SAN BERNARDINO COUNTY UPLAND PD $ 45,635.37
SAN DIEGO COUNTY CARLSBAD PD $ 84,952.00
SAN DIEGO COUNTY CHULA VISTA PD $ 163,585.26
SAN DIEGO COUNTY CORONADO PD $ 30,891.64
SAN DIEGO COUNTY EL CAJON PD $ 82,845.75
SAN DIEGO COUNTY ESCONDIDO PD $ 94,781.16
SAN DIEGO COUNTY LA MESA PD $ 42,124.96
SAN DIEGO COUNTY NATIONAL CITY PD $ 58,272.86
SAN DIEGO COUNTY OCEANSIDE PD $ 142,522.78
SAN DIEGO COUNTY SAN DIEGO CO SD $ 1,809,969.10
SAN DIEGO COUNTY SAN DIEGO PD $ 1,263,046.71
SAN FRANCISCO COUNTY SAN FRANCISCO CO SO $ 536,391.15
SAN FRANCISCO COUNTY SAN FRANCISCO PD $ 1,407,675.74
SAN JOAQUIN COUNTY ESCALON PD $ 15,000.00
SAN JOAQUIN COUNTY LODI PD $ 47,741.62
SAN JOAQUIN COUNTY MANTECA PD $ 51,252.03
SAN JOAQUIN COUNTY RIPON PD $ 20,000.00
SAN JOAQUIN COUNTY SAN JOAQUIN CO SO $ 223,262.29
SAN JOAQUIN COUNTY STOCKTON PD $ 275,918.49
SAN JOAQUIN COUNTY TRACY PD $ 73,718.68
SAN LUIS OBISPO COUNTY ARROYO GRANDE PD $ 20,000.00
SAN LUIS OBISPO COUNTY ATASCADERO PD $ 25,000.00
SAN LUIS OBISPO COUNTY GROVER BEACH PD $ 20,000.00
SAN LUIS OBISPO COUNTY MORRO BAY PD $ 15,000.00
SAN LUIS OBISPO COUNTY PASO ROBLES PD $ 28,000.00
SAN LUIS OBISPO COUNTY PISMO BEACH PD $ 20,000.00
SAN LUIS OBISPO COUNTY SAN LUIS OBISPO CO SO $ 216,943.54 SAN LUIS OBISPO COUNTY SAN LUIS OBISPO PD $ 42,124.96
SAN MATEO COUNTY ATHERTON PD $ 20,000.00
SAN MATEO COUNTY BELMONT PD $ 25,000.00
SAN MATEO COUNTY BRISBANE PD $ 15,000.00
SAN MATEO COUNTY BROADMOOR PD $ 15,000.00
SAN MATEO COUNTY BURLINGAME PD $ 28,000.00
SAN MATEO COUNTY COLMA PD $ 15,000.00
SAN MATEO COUNTY DALY CITY PD $ 63,889.52
SAN MATEO COUNTY EAST PALO ALTO PD $ 25,000.00
SAN MATEO COUNTY FOSTER CITY PD $ 28,000.00
SAN MATEO COUNTY HILLSBOROUGH PD $ 25,000.00
SAN MATEO COUNTY MENLO PARK PD $ 28,785.39
SAN MATEO COUNTY PACIFICA PD $ 25,000.00
SAN MATEO COUNTY REDWOOD CITY PD $ 56,166.61
SAN MATEO COUNTY SAN BRUNO PD $ 31,593.72
SAN MATEO COUNTY SAN MATEO CO SHERIFF'S OFFICE $ 202,199.81 SAN MATEO COUNTY SAN MATEO PD $ 75,122.84
SAN MATEO COUNTY SOUTH SAN FRANCISCO PD $ 53,358.28
December 12, 2022 6

COUNTY AGENCY NAME AWARD AMOUNT
SANTA BARBARA COUNTY GUADALUPE PD $ 15,000.00
SANTA BARBARA COUNTY LOMPOC PD $ 28,785.39
SANTA BARBARA COUNTY SANTA BARBARA CO SO $ 348,233.00
SANTA BARBARA COUNTY SANTA BARBARA PD $ 82,143.67
SANTA BARBARA COUNTY SANTA MARIA PD $ 83,547.84
SANTA CLARA COUNTY CAMPBELL PD $ 30,189.55
SANTA CLARA COUNTY GILROY PD $ 43,529.13
SANTA CLARA COUNTY LOS ALTOS PD $ 28,000.00
SANTA CLARA COUNTY LOS GATOS PD $ 28,000.00
SANTA CLARA COUNTY MILPITAS PD $ 60,379.11
SANTA CLARA COUNTY MORGAN HILL PD $ 28,000.00
SANTA CLARA COUNTY MOUNTAIN VIEW PD $ 57,570.78
SANTA CLARA COUNTY PALO ALTO PD $ 47,741.62
SANTA CLARA COUNTY SAN JOSE PD $ 758,951.36
SANTA CLARA COUNTY SANTA CLARA CO SO $ 841,095.03
SANTA CLARA COUNTY SANTA CLARA PD $ 98,291.57
SANTA CLARA COUNTY SUNNYVALE DPS $ 139,012.37
SANTA CRUZ COUNTY CAPITOLA PD $ 20,000.00
SANTA CRUZ COUNTY SANTA CRUZ CO SO $ 101,801.99
SANTA CRUZ COUNTY SANTA CRUZ PD $ 50,549.95
SANTA CRUZ COUNTY SCOTTS VALLEY PD $ 15,000.00
SANTA CRUZ COUNTY WATSONVILLE PD $ 47,039.54
SHASTA COUNTY ANDERSON PD $ 15,000.00
SHASTA COUNTY REDDING PD $ 72,314.51
SHASTA COUNTY SHASTA CO SO $ 82,845.75
SIERRA COUNTY SIERRA CO SHERIFF'S OFFICE $ 15,000.00
SISKIYOU COUNTY ETNA PD $ 15,000.00
SISKIYOU COUNTY LAKE SHASTINA DISTRICT PD $ 15,000.00
SISKIYOU COUNTY MOUNT SHASTA PD $ 15,000.00
SISKIYOU COUNTY SISKIYOU CO SD $ 45,635.37
SISKIYOU COUNTY TULELAKE PD $ 15,000.00
SISKIYOU COUNTY WEED PD $ 15,000.00
SISKIYOU COUNTY YREKA PD $ 15,000.00
SOLANO COUNTY BENICIA PD $ 28,000.00
SOLANO COUNTY DIXON PD $ 20,000.00
SOLANO COUNTY FAIRFIELD PD $ 82,143.67
SOLANO COUNTY SOLANO CO SO $ 120,056.14
SOLANO COUNTY SUISUN CITY PD $ 20,000.00
SOLANO COUNTY VACAVILLE PD $ 70,208.27
SOLANO COUNTY VALLEJO PD $ 61,783.27
SONOMA COUNTY CLOVERDALE PD $ 15,000.00
SONOMA COUNTY COTATI PD $ 15,000.00
SONOMA COUNTY HEALDSBURG PD $ 15,000.00
SONOMA COUNTY PETALUMA PD $ 46,337.46
SONOMA COUNTY ROHNERT PARK DPS $ 51,252.03
SONOMA COUNTY SANTA ROSA PD $ 117,247.80
SONOMA COUNTY SEBASTOPOL PD $ 15,000.00
SONOMA COUNTY SONOMA CO SHERIFF'S OFFICE $ 287,151.81
STANISLAUS COUNTY CERES DPS $ 32,997.89
STANISLAUS COUNTY MODESTO PD $ 127,779.04
STANISLAUS COUNTY NEWMAN PD $ 15,000.00
STANISLAUS COUNTY OAKDALE PD $ 20,000.00
December 12, 2022 7

COUNTY AGENCY NAME AWARD AMOUNT
STANISLAUS COUNTY STANISLAUS CO SD $ 369,997.56
STANISLAUS COUNTY TURLOCK PD $ 57,570.78
SUTTER COUNTY SUTTER CO SO $ 70,910.35
SUTTER COUNTY YUBA CITY PD $ 41,422.88
TEHEMA COUNTY CORNING PD $ 15,000.00
TEHEMA COUNTY RED BLUFF PD $ 20,000.00
TEHEMA COUNTY TEHAMA CO SO $ 47,039.54
TRINITY COUNTY TRINITY COUNTY SO $ 28,000.00
TULARE COUNTY DINUBA PD $ 28,000.00
TULARE COUNTY EXETER PD $ 15,000.00
TULARE COUNTY FARMERSVILLE PD $ 15,000.00
TULARE COUNTY LINDSAY DPS $ 15,000.00
TULARE COUNTY PORTERVILLE PD $ 46,337.46
TULARE COUNTY TULARE CO SO $ 358,062.16
TULARE COUNTY TULARE PD $ 46,337.46
TULARE COUNTY VISALIA PD $ 102,504.07
TULARE COUNTY WOODLAKE PD $ 15,000.00
TUOLUMNE COUNTY SONORA PD $ 15,000.00
TUOLUMNE COUNTY TUOLUMNE CO SO $ 65,293.69
VENTURA COUNTY OXNARD PD $ 152,351.94
VENTURA COUNTY PORT HUENEME PD $ 20,000.00
VENTURA COUNTY SANTA PAULA PD $ 25,000.00
VENTURA COUNTY SIMI VALLEY PD $ 77,229.09
VENTURA COUNTY VENTURA CO SO $ 503,393.27
VENTURA COUNTY VENTURA PD $ 95,483.24
YOLO COUNTY DAVIS PD $ 39,316.63
YOLO COUNTY WEST SACRAMENTO PD $ 47,741.62
YOLO COUNTY WINTERS PD $ 15,000.00
YOLO COUNTY WOODLAND PD $ 47,039.54
YOLO COUNTY YOLO CO SHERIFF'S OFFICE $ 54,060.37
YUBA COUNTY MARYSVILLE PD $ 15,000.00
YUBA COUNTY WHEATLAND PD $ 15,000.00
YUBA COUNTY YUBA CO SD $ 73,016.60
December 12, 2022 8

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ASHLEY TAYLOR, DIRECTOR OF ECONOMIC DEVELOPMENT AND

RECREATION
DATE: MARCH 20, 2023
SUBJECT: LIGHTHOUSE COVE RV PARK POLICY CHANGES RESOLUTION ______________________________________________________________________

RECOMMENDATION
• Approve and adopt Resolution No. 2023-18, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY ESTABLISHING A

RESERVATION POLICY FOR THE LIGHTHOUSE COVE RV PARK

BACKGROUND
In 1963 the City of Crescent City received a State Land Grant and became the owner of certain tidelands and submerged lands including the land where Lighthouse Cove RV Park now sits. The RV Park was originally constructed in 1971 and the City leased the land to a third party for many years. In the mid 2000’s, the City took over the management of what was then the Shoreline RV Park and began to directly oversee its operations.

After receiving an Economic Development Agency grant, the City embarked on a major remodel for the park in 2015 that included a reduction of the total sites from 192 to 94 and focused on the customer experience including the layout of sites, upgrades to utilities, and improved amenities.

In 2019, the City began looking at improving the quality of customer service, organizational structure, rules and policies for customers, as well as overall policies and procedures for the park. In July of 2019, an ad hoc committee was formed and met several times to address ongoing concerns around policies and procedures at the park and the overall guest experience.

ITEM ANALYSIS
On March 6th, 2023, staff presented policy changes to Council for the Lighthouse Cove RV Park, including adjusting the length of month stays from 30-days to 28-days and Lighthouse Cove RV Park Policy Changes
March 20, 2023
2 establishing a cancellation policy to recoup administrative costs incurred by processing the refunds associated with cancellations.

For refunds, staff proposed that the equivalent of one night’s stay be charged at the time of reservation and if the guest cancelled their stay more than 7 days in advance, they would be refunded the full amount paid, less a $15 processing fee. If the cancellation was less than 7 days prior to their stay, the amount paid would be retained to offset administrative costs associated with processing their cancellation and the potential loss of revenue.

The proposed timeframes for issuing refunds were discussed by Council and whether 1- week was too much notice for the guest to be expected to give the park of their cancellation. The discussion led to an Ad Hoc committee meeting being held for the Lighthouse Cove RV Park to further discuss the cancellation policy. Committee members and staff agreed that a 72-hour notice was more reasonable, and staff was directed to return to Council with an adjusted cancellation policy in the form of a resolution for approval.

FISCAL ANALYSIS
Having a 72-hour notice for cancellations will help the City mitigate the cost of processing cancellations as well as the potential loss of revenue if guests could cancel last minute without notice.

STRATEGIC PLAN ASSESSMENT
This action supports the following Strategic Plan Goals:

GOAL 2: PROMOTE A THRIVING LOCAL ECONOMY
F. Plan and prepare for the growth and future needs of the Crescent City community by:
a. Streamlining services that support new, existing, and prospective businesses.

GOAL 3: OBTAIN THE HIGHEST LEVELS OF ORGANIZATIONAL EXCELLENCE.

D. Seek methods to create efficiencies and add additional value without compromising safety or performance.

ATTACHMENTS

1. Resolution 2023-18, Establishing a Reservation Policy for the Lighthouse Cove RV Park
CITY OF CRESCENT CITY RESOLUTION NO. 2023-18 Page 1
RESOLUTION NO. 2023-18

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY

ESTABLISHING A RESERVATION POLICY FOR LIGHTHOUSE COVE RV PARK WHEREAS, the City of Crescent City owns and operates the Lighthouse Cove RV Park; and WHEREAS, the City is gearing up to utilize an online booking system where guests can make reservations; and
WHEREAS, part of the setup of the online reservation system is to establish a cancellation refund policy; and
WHEREAS, staff presented the City Council with a proposed policy at the March 6, 2023 council meeting; and
WHEREAS, reservation cancellations take staff time to process and the City is charged a credit card processing fee for reservations, which is not refunded to City upon cancellation; and WHEREAS, cancellations made close to the reservation date impact the City’s ability to generate revenue from that particular space; and
WHEREAS, the City Council approved the proposed policy and a resolution is necessary to set the fees associated with cancellations and formally adopt the policy.

NOW, THEREFORE, BE IT RESOLVED by the City Council for the City of Crescent City, California as follows:

1. At the time of reservation, guests shall be charged for the standard single night rate for the reserved space (“deposit”).

2. Reservation cancellations made 72 hours or more in advance will be refunded their deposit minus a $15 cancellation processing fee.

3. Reservation cancellations made less than 72 hours in advance will not receive a refund of their deposit.

4. The maximum stay at the RV Park is one month, defined as 28 consecutive days.

APPROVED and ADOPTED and made effective the same day at a regular meeting of the City Council for the City of Crescent City held on the 20th day of March 2023, by the following polled vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Isaiah Wright, Mayor
ATTEST:

Robin Altman, City Clerk

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ASHLEY TAYLOR, ECONOMIC DEVELOPMENT AND RECREATION

DIRECTOR
DATE: MARCH 20, 2023
SUBJECT: AMENDMENT NO. 4 TO GREENWORKS CONTRACT TO INCLUDE

AMPHITHEATRE AND WATERFRONT PLAZA

RECOMMENDATION
• Approve and authorize the City Manager to sign Amendment No. 4 to the professional services agreement with GreenWorks to include design of the Amphitheatre and Waterfront Plaza elements at Beachfront Park

BACKGROUND
In December 2021, the City was awarded $5 million in Statewide Park funding under Prop

68. That funding will be used to complete the following features in Beachfront Park: (1) Park Entry at Stamps Way; (2) Bike Park - Pump Track; (3) Tolowa Cultural Interpretive Area with Indigenous Plantings; (4) One Mile Class 1 Trail/Exercise Loop; and (5) New ADA Playground.

The City was also granted $177,952 in Prop 68 Per Capita funding, which the Council approved to fund the Paths of Culture project on the west side of the park adjacent to the pool and Tolowa Cultural Interpretive Area.

On August 18, 2022, the City was awarded $3 million dollars in Proposition 68 Rural Recreation & Tourism Program (RRTP) grant funding to complete the Amphitheatre and Waterfront Plaza park features. This funding combined with the award of $5 million in Prop 68 Statewide Park Program funding, $177,952 in Prop 68 Per Capita funding, $200,000 in Coastal Conservancy funding, and $65,000 in California Endowment funding brings the project total to $8,442,952 and will cover the 1-Mile Loop, Bike Park Pump Track, ADA Playground, Tolowa Cultural Interpretive Area, Tolowa Interpretive Walk, Amphitheater, and Waterfront Plaza.

Early last year, the City conducted a very robust competitive procurement process to select a team of design professionals to create the final design of the above-described elements of Beachfront park and to oversee their construction. The City received three proposals from teams that were all highly qualified and able to perform the work. One GreenWorks Amendment No. 4
March 20, 2023
2 team, however, stood out as being the right fit for this particular project. The GreenWorks team was able to communicate an understanding of both the importance of this project to this community and the City’s vision of creating a shared space inclusive of a multitude of uses that can be enjoyed by everyone that lives and visits here; uses such as recreational opportunities, historical and cultural education and experiences, live entertainment, venues for large and small celebrations or gatherings, etc.

Upon the unanimous recommendation of the city selection panel, the City Council approved an agreement with GreenWorks, PC on June 20, 2022.

ITEM ANALYSIS
On March 6th, 2023, Council authorized the City Manager to accept the RRTP grant award and sign the grant agreement. With funds secured and the agreement in place, the GreenWorks professional services agreement needs to be amended to include additional design work for the Amphitheatre and Waterfront Plaza features at the park.

Deliverables for this amendment will include schematic design, construction documents, additional site surveying, and additional expenses such as materials.

FISCAL ANALYSIS
The amendment amount is not-to-exceed $298,291. This will be fully funded through the Prop 68 Rural Recreation and Tourism Program grant. There is no City match required for the grant.

STRATEGIC PLAN ASSESSMENT
This action supports the following Strategic plan Goals:
• GOAL 1: SUPPORT QUALITY SERVICES, COMMUNITY SAFETY, AND

HEALTH TO ENHANCE THE QUALITY OF LIFE AND EXPERIENCE OF OUR

RESIDENTS AND VISITORS
A. Enhance collaboration with other agencies and the community to better aid the public.

D. Provide and maintain an efficient, adequate infrastructure to provide for both current and future community needs
F. Incorporate health considerations into decision-making across departments and policy areas by: Examining methods to maintain, enhance, and expand park and recreation facilities
• GOAL 2: PROMOTE A THRIVING LOCAL ECONOMY
C. Research and implement methods to increase local tourism and funding for tourism promotion.

D. Collaborate with other jurisdictions and non-profits to maximize regional effectiveness and amplify funding opportunities.

GreenWorks Amendment No. 4
March 20, 2023
3 ATTACHMENTS

1. Amendment No. 4 to GreenWorks Professional Services Agreement AMENDMENT NO. 4

TO AGREEMENT FOR PROFESSIONAL SERVICES

BETWEEN THE CITY OF CRESCENT CITY AND GREENWORKS, PC
This amendment (Amendment No. 4) amends the Agreement for Professional Services entered into June 20, 2022 by and between the City of Crescent City, a California municipal corporation (“City”) and GreenWorks, and Oregon corporation (Consultant”). The parties previously entered into three separate amendments on August 15 and November 7, 2022 and February 21, 2023, and now enter into this Amendment No. 4 for the purpose of adding additional scope of work.

WHEREAS, the City conducted a very competitive and robust procurement process for the selection of a professional team to design and manage implementation of Phase 1 of the Beachfront Park Master Plan; and
WHEREAS, Consultant was selected from among a very talented and experienced applicant pool to perform the work; and
WHEREAS, the City has received additional grant from The State of California’s Prop 68 Rural Recreation and Tourism Program to include an Amphitheatre Waterfront Plaza to the park design; and WHEREAS, an amendment to the Consultant’s scope of work and the contract price is necessary to add the expanded scope to the agreement.

NOW, THEREFORE, the parties hereto agree to the following terms and conditions:

1. SCOPE OF SERVICES. The scope ofservicesto be performed under the Agreement is amended to include the additional services described in Attachment A, attached hereto and included herein by this reference.

2. COMPENSATION. The total compensation to be paid to Consultant for services to be performed under this Amendment No. 4 is the not-to-exceed amount of $298,291 in accordance with the current hourly rates for billing.

3. OTHER TERMS AND CONDITIONS. Except as expressly modified in this Amendment No. 4, the terms and conditions of the Professional Services Agreement, as previously amended, and the rights, duties, and obligations of the parties thereunder are unchanged and remain in full force and effect.

The parties hereby cause this Amendment No. 3 to the agreement for Professional Servicesto be executed this 20th day of March 2023 at Crescent City,California.

CITY OF CRESCENT CITY GREENWORKS, PC
Eric Wier, City Manager
APPROVED AS TO FORM:

Martha D. Rice, City Attorney
Paul Agrimis, Principal
GREENWORKS, PC • LANDSCAPE ARCHITECTURE • ENVIRONMENTAL DESIGN 110 SE Main Street, Suite 100, Portland, OR 97214 • 503 222 5612 People + Nature by Design™ • www.greenworkspc.com Page 1 of 1March 15, 2023 Eric WierCity of Crescent City
377 J StreetCrescent City, CA 95531
Re: Beachfront Park Master Plan
Contract Amendment #4
Dear Eric,
This Amendment outlines additions to the existing Agreement between GreenWorks, PC and City of Crescent City dated June 20th, 2022, and shall be executed by both parties based on the terms of the existing Agreement. The following is a detailed scope of work for your review:

AMENDMENT-4: Amphitheater and Waterfront Plaza Schematic Design2.1: Schematic design for Amphitheater and Waterfront PlazaExpand General Development Plan Outline to include schematic design for Amphitheater and Waterfront Plaza. This would including more detailed conceptual design of these areas including plan enlargement renderings.2.2: Construction Documents for Amphitheater and Waterfront PlazaPrepare Construction Documents for the Amphitheater and Waterfront Plaza. The fees assume the construction budget to be approximately $2,750,000.

Deliverables: 30, 60, 90, and 100% Plans, Specifications, and Cost Estimate

2.3: Additional Site SurveyingExpand survey scope to include detailed topographic survey for the Amphitheater and Waterfront Plaza, Deliverables: AutoCAD and PDF files for topographic surveys for sites noted above.TERMS OF AGREEMENTFee ScheduleProfessional fees include time and reimbursable expenses for the scope of work are as follows:Task 2.1: SD for Amphitheater and Waterfront Plaza ................................................................$ 20,439 Task 2.2: CDs for Amphitheater and Waterfront Plaza .............................................................$204,415Task 2.3 Additional Site Surveying.....................................................................................................$ 70,437 Estimated Expenses...................................................................................................................................$ 3,000 Total for Amendment-4............................................................................................................................$298,291 We appreciate this opportunity to be of further service to you on your project. If you have any questions, please call Ben Johnson or Mike Abbaté.

Sincerely,Paul Agrimis, PLA, PEPrincipalGreenWorks, P.C.503-222-5612 | [email protected] BGSMWORKS:

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ASHLEY TAYLOR, ECONOMIC DEVELOPMENT AND RECREATION

DIRECTOR
DATE: MARCH 20, 2023
SUBJECT: BUDGET RESOLUTION FOR PROP 68 RURAL RECREATION AND

TOURISM PROGRAM GRANT FUNDS
______________________________________________________________________

RECOMMENDATION
• Approve and adopt Resolution No. 2023-19, A Resolution of the City Council of the City of Crescent City Amending the Fiscal Year 2022-23 Budget of the City of Crescent City

BACKGROUND
In March 2019, California Department of Parks and Recreation announced that $23,125,000 in funds were available through the Rural Recreation and Tourism Program (RRTP) for local park rehabilitation, creation, and improvement. The RRTP is funded through the Parks and Water Bond Act of 2018 (Proposition 68), which is found in Public Resources Code § 80090. Grant recipients are encouraged to utilize awards to create new recreational opportunities within rural communities.

The RRTP competitive grants will create new recreational features in support of economic, tourism, and health-related goals. Competitive projects will improve the health of residents and attract out-of-town visitors. Eligible Applicants were allowed to apply for up to $3,000,000 in grant funds per application.

On January 18, 2022, the City Council adopted Resolution No. 2022-04 approving an application for Prop 68 RRTP grant funding in the amount of $3,000,000 to add the Amphitheater and Waterfront Plaza park features from the Beachfront Park Master Plan to the Beachfront Park Project currently underway.

On August 18, 2022, the City was awarded $3 million dollars in Proposition 68 RRTP grant funding to complete the additional park features. This funding combined with the award of $5 million in Prop 68 Statewide Park Program funding, $177,952 in Prop 68 Per Prop 68 Rural Recreation and Tourism Grant Budget Amendment March 20, 2023
2 Capita funding, $200,000 in Coastal Conservancy funding, and $65,000 in California Endowment funding brings the project total to $8,442,952 and will cover the 1-Mile Loop, Bike Park Pump Track, ADA Playground, Tolowa Cultural Interpretive Area, Tolowa Interpretive Walk, Amphitheater, and Waterfront Plaza.

ITEM ANALYSIS
On March 6th, 2023, Council authorized the City Manager to accept the RRTP grant award and sign the grant agreement. With funds secured and the agreement in place, a resolution is needed to amend the Fiscal Year 2022-2023 Budget to reflect the $3 million grant to be received and expended

FISCAL ANALYSIS
This action is budget neutral as revenue and expenses will both increase by $3 million.

There will be no matching funds required for this grant. These funds will support implementation of the Beachfront Park Master Plan and increase the recreational opportunities for residents and visitors to our community.

STRATEGIC PLAN ASSESSMENT
This action is consistent with the following 2016 Strategic Plan Goals:
• Goal 1: Support quality services, community safety, and health to enhance the quality of life and experience of our residents and visitors. o Encouraging and supporting community participation in the implementation of the Beachfront Park Master Plan through avenues such as Beachfront Park Fund.
o Target economic development improvements that provide additional benefit by enhancing the quality of life for residents.
o Examine methods to maintain, enhance, and expand park and recreation facilities
• Goal 2: Promote a thriving local economy.
o Evaluate and optimize additional revenue sources.
o Support community services that provide measurable services to the community.
o Research and implement methods to increase local tourism and funding for tourism promotion.
o Expand on the success of grant funding by maximizing utilization of opportunities with corresponding community needs.

ATTACHMENTS

1. Resolution No. 2023-19 (Budget Amendment)
CITY OF CRESCENT CITY RESOLUTION NO. 2023-19 Page 1
RESOLUTION NO. 2023-19

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2022-23 BUDGET OF THE CITY OF CRESCENT CITY WHEREAS, the budget for the fiscal year beginning July 1, 2022, as submitted by the City Manager, was reviewed by the City Council and a public hearing was held thereon the 20th day of June 2022; and WHEREAS, the City Council adopted said budget by way of Resolution No. 2022-44 and has the authority to amend said budget from time to time; and
WHEREAS, the City applied for and was awarded $3 million in grant funding through the state of California’s Prop 68 Rural Recreation and Tourism Program; and WHEREAS, on March 6th, 2023 the City Council authorized the City Manager to sign the Grant Agreement to accept the awarded funds; and
WHEREAS, the grant revenue and expenditures will be budgeted and any unused amounts carried over to the following fiscal year until the funds are expended or the grant period ends; and WHEREAS, acceptance of these grant funds requires an amendment to the budget.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AS FOLLOWS:

1. That the Fiscal Year 2022-23 City of Crescent City Annual Budget is hereby amended and appropriated in the amounts identified below:

Revenue Increase (Decrease) Expenditure Increase (Decrease) General CIP Fund $3,000,000 $3,000,000
APPROVED and ADOPTED and made effective the same day at a regular meeting of the City Council of the City of Crescent City held on the 20th day of March 2023 by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Isaiah Wright, Mayor
ATTEST:
_____________________________
Robin Altman, City Clerk
County of Del Norte
Department of Health & Human
Services
Behavioral Health Branch
Presentation byShiann Hogan, Program Manager
Del Norte County Behavioral Health Branch
Crisis Care Mobile Unit Planning
Needs Assessment
Submitted by:

Roberta Chambers, PsyD
Ardavan Davaran, PhD
Kira Gunther, MSW
Prepared for:

County of Del Norte
Behavioral Health Branch
Date:

February 2023
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Table of Contents
Introduction................................................................................................................................ 3 Background of BHCIP Opportunity ......................................................................................... 3 Methods..................................................................................................................................... 5 Qualitative Data Collection and Analysis ................................................................................ 5 Quantitative Data Collection and Analysis .............................................................................. 7 Findings ..................................................................................................................................... 7 Who is impacted by mental health and/or SUD crises in Del Norte County?........................... 7 What contributes to crisis events in Del Norte County? .......................................................... 8 What types of calls are received in the community? ............................................................... 9 When are crises occurring?...................................................................................................10 What are the consequences of unmet crisis needs in the County? ........................................11 What resources are expected to be available as referral sources for those in crisis?.............13 What are other contributing factors in Del Norte County that may impact Action Planning?...13 Recommendations ....................................................................................................................16 eeIndigo
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3 Introduction
California counties are experiencing an unprecedented moment in behavioral health. The state has allocated over two billion dollars to build back behavioral health infrastructure and build and/or preserve residential care through two new funding opportunities: the Behavioral Health Community Infrastructure Program (BHCIP) and the Community Care Expansion (CCE) program.

This represents a pivotal opportunity for Del Norte County as infrastructure funding of this size is extremely rare and unlikely to be available again anytime soon. The state is releasing BHCIP funding, which is described in more detail below, in a series of six rounds.

Recognizing this important, time-sensitive opportunity, the Del Norte County Behavioral Health Branch (DNBHB) applied and received a BHCIP Crisis Care Mobile Unit (CCMU) Planning Grant as part of the first round of funding. The first deliverable for the Planning Grant is to develop an Action Plan that will guide future pre-development activities; pave the way for subsequent funding requests; and set forth plans to successfully integrate mobile crisis response into the existing system of services. Once the Action Plan is approved, the County is eligible for the remainder of their base allocation to support CCMU implementation.

In order to develop a feasible, data-driven Action Plan that leverages the expertise of the County’s active and informed stakeholder community, DNBHB contracted with Indigo Project (Indigo) to form a collaborative — composed of providers, family, and peers — to inform the development of the CCMU Needs Assessment and a subsequent Action Plan to submit for their CCMU planning grant and receive their dedicated CCMU implementation funds. This also paves the way for the consideration and development of a Round 6 application to fund any other crisis or other behavioral health infrastructure needed to improve services and outcomes for people in Del Norte experiencing mental health crises.

Background of BHCIP Opportunity
Overview of BHCIP
▪ The Department of Health Care Services (DHCS) has been authorized through recent legislation to establish BHCIP and award $2.2 billion to construct, acquire, and expand properties and invest in mobile crisis infrastructure related to behavioral health. ▪ BHCIP provides competitive grants for counties, tribal entities, non-profit and for-profit entities to build new or expand existing capacity in the continuum of public and private behavioral health facilities in order to operate Medi-Cal services for Medi-Cal beneficiaries. ▪ DHCS is releasing these funds through six grant rounds targeting various gaps in the state’s behavioral health facility infrastructure. Round 1 focused on CCMU, Round 2 on Planning, Round 3 on Launch Ready projects, Round 4 on Children and Youth, Round 5 on Crisis Services, and Round 6 on remaining needs. Rounds 1-4 are complete and Round 5 is active now; Round 6 is expected in the spring of 2023.

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4 BHCIP Requirements1
In order to ensure that BHCIP funds are used to meet the desired infrastructure needs for treatment facilities for Medi-Cal beneficiaries, DHCS has stipulated a number of requirements as described below.
▪ All BHCIP projects must provide 10-25% matching funds or real property. ▪ Funding may only be used for new or expanding infrastructure projects to supplement and not supplant existing funds to construct, acquire, and rehabilitate real estate assets. ▪ BHCIP only covers infrastructure funding, not funding of services. ▪ DHCS will require that Medi-Cal beneficiaries are served in grant-funded facilities for a minimum of 30 years, and all applications require a letter of commitment from CCBHS for Medi-Cal services provision. The 30 years begins after construction is completed.

BHCIP Exemptions2
DHCS has also stipulated some exemptions for BHCIP to facilitate opportunities to maximize the use of this unique funding opportunity.
▪ A facility project funded by this grant shall not be subject to a conditional use permit, discretionary permit, or to any other discretionary reviews or approvals. ▪ The California Environmental Quality Act (Division 13 commencing with Section 21000 of the Public Resource Code) shall not apply to any facility project, including a phased project, funded by a grant through BHCIP.

Traditionally, if more than six unrelated people are living in a location, the local zoning process can create steep barriers to implementing new facilities. This is especially true in areas where local residents may object to a new facility and use this to obstruct new development. While it is important to be thoughtful about creating new facilities in areas where they can incorporate into the local community, removing the requirement of a conditional use permit allows a unique opportunity for facilities development.
1 DHCS, Part 1, Chapter 7, section 5960.15. An entity shall meet all of the following conditions in order to receive grant funds pursuant to Section 5960.5(a), to the extent applicable and as required by the department. 2 5960.30.(a)
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5 Methods
This is a mixed methods Needs Assessment that combined interviews and focus groups with system stakeholders with quantitative data collection and analysis. The purpose of this mixed methods Needs Assessment is to:
• Identify and describe the populations who would benefit from a CCMU; • Describe the volume of crises episodes, including when crises occur; • Explore what contributes to crisis episodes and the consequence of unmet crisis needs; and
• Inform the development of the CCMU/BHCIP Action Plan.

Qualitative Data Collection and Analysis
Indigo conducted interviews with county leadership, behavioral health leadership and staff; justice system partners; tribal representatives; community based service providers; and peers to learn about their experiences and perspectives regarding the County's current crisis response system, as well as their hopes and concerns about the project and future implementation of a crisis system in Del Norte County. Indigo also facilitated a focus group with consumers to understand their experiences receiving mental health services, including crisis response services, in the County, and to identify what programs or services were most helpful and which were unhelpful, or unavailable to them. Indigo also sought to learn what consumers consider to be the key programmatic elements that help make them feel safe when they start to experience a crisis, as well as the services that should be available in the community so that they do not continue to experience crises. Finally, the Indigo Project also facilitated a community meeting to gather information for the assessment and vet emerging themes, as well as receive feedback about what, if anything, would be useful information to gather as the County moves towards implementation.

In each of these discussions, the Indigo team asked semi-structured questions and took transcript-style notes. At the conclusion of the qualitative data collection, notes were analyzed for key themes that were then used in conjunction with the quantitative data to arrive at Needs Assessment findings for the report.

Table 1. below lists the stakeholder groups that participate Indigo
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6 Table 1. Stakeholder Interviews and Focus Group for Needs Assessment Project Role Affiliation Position
Collaborative
Member
Interviews
County Leadership • Board of Supervisors & Local
Behavioral Health Board Member
Health and Human Services (HHS)
• Director of HHS
• Director/Program Manager of HHS
Behavioral Health Branch
• Supervisor
• Specialists (n=3)
• Fiscal
Sheriff’s Office • Sheriff
Crescent City Police Department • Police Chief
Sutter Health • Director, Local Mental Health
Engagement
Sutter Coast Hospital • Emergency Department Manager
Remi Vista (Children’s Specialty Mental
Health Services)
• Program Manager
• Office Supervisor
Mission Possible (Shelter and
Supportive Services)
• Director of Homeless Services
Open Door (Community Health Center)
• Site Director
• Clinic Manager
• Psychiatric Director
Yurok Tribal Court • Youth At-Risk Program Manager
Yurok Tribe • Opioid Program Manager
Tolowa Dee-ni' Nation • Housing Manager
Consumer • Family Member
The SmithWaters Group
• Patients Rights Activist,
Administrative and AOD Director, and
Peer
Additional
Stakeholder
Interviews
HHS Housing Services • Housing Services Manager
Probation Department • Chief of Probation
California Highway Patrol • Commander
Del Norte Ambulance • General Manager
• Operations
Del Norte Unified School District • Director of Foster/Homeless Youth Services
The SmithWaters Group • Director
• Program Director
Yurok Tribe • Judge
Open Door (Community Health Center) • Director
Consumer
Focus Group
Consumers • Consumers (n=12)
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7 Quantitative Data Collection and Analysis
Quantitative data were requested from system partners and used to: 1) identify and describe the populations who experience crises in Del Norte; 2) describe the volume of crises episodes, including when they occur; and 3) explore the extent to which unmet crisis needs impacts the County’s hospital system.

Table 2 below shows the different agencies from which data were requested, and the data elements provided.

Table 2. Quantitative Data Collection for Needs Assessment Agency Data Elements
Behavioral Health • Crisis Responses
o Date and Time
• Presumptive transfers (proxy for youth in foster care) Sheriff’s Office • Calls for Services coded as 5150
Probation Department • Juvenile Hall Bookings, by Year and Race • Juvenile Placements in Foster Care or STRTP
• Adults on Probation with Mental Health Needs
Sutter Coast Hospital • ED Encounters with Primary Mental Health Diagnoses, by Date
• 5150 Holds and Disposition, by Age and City
• Sobering Encounters, by Date
Ambulance • Transports from Hospital
It is important to highlight that Indigo, in partnership with the Behavioral Health Branch, reached out to United Indian Health Services and the California Rural Indian Health Board (CRIHB) to obtain data about crises that occur on native land, however these data were unable to be obtained. Therefore, these data are not included in the assessment and crisis episode counts are likely to be underestimated. Additionally, some data requested were obtained and analyzed to help inform our understanding of who experiences crises in Del Norte, which helped to confirm whether specific phenomena do or do not exist (e.g., data demonstrated there were not high rates of adults on probation with serious mental illness who experienced crises). Only the data elements critical for informing the CCMU planning efforts are included in the assessment findings below.

Findings
Who is impacted by mental health and/or SUD crises in Del Norte County? There are a substantial number of people in Del Norte County across demographic groups that experience crisis episodes each year. Notably, there were no priority populations that emerged as being the most impacted by mental health and substance use crises in Del Norte County. Instead, there are a diverse group of people being impacted by crises in need of services.

Interviews conducted with stakeholders across the County indicated a need for crisis services to have the ability to be flexible in reaching broad populations that spans ages and needs. eeIndigo
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8 The multiple groups that emerged in need of crisis services include:
• All ages spanning from children to older adults, including transitional age youth; • Tribal and non-Tribal citizens;
• People who are both housed and unhoused; and
• Both one-time and high utilizers.

Additionally, stakeholders report that trauma, substance use, and untreated mental health are pervasive challenges for people in the County. Community members report there have been a lot of overdoses in the region, and individuals experiencing co-occurring substance use and mental health issues are a priority population and there is a strong need for services that can focus on supporting people who have co-occurring mental health and substance use needs across demographic groups.

What contributes to crisis events in Del Norte County?
Crisis events in Del Norte County are impacted, in part, due to the small population of the County and the County’s geography. Del Norte County has a population under thirty thousand people and is located in the northernmost part of the state bounded by the Pacific Ocean on the West and Oregon state to the North. The main population is centered in and around Crescent City, which is the county seat and the only incorporated city in the County. People that live in outlying areas of the County often have limited access to services, and even experience unreliable internet and frequent road closures in the winter months. Due to the size of the population and geography of the County, people do not have access to services that are available in other regions. For example, crisis services that exist in other parts of the state, such as Crisis Stabilization Units (CSUs), are not sustainable in a County the size of Del Norte. For law enforcement who are often first responders in the community, this means there are few places to take people who are experiencing crises. As a result, they are typically taken to the Emergency Department or jail if they have committed a crime. Additionally, the small community creates unique challenges like limited options for people to pick up medication.

The shortage of services to support
people at different stages of crisis
contributes to a wide variety of crisis
events in the County. This assessment
identified a need for both prevention
services to avert crises as well as
intervention services when someone
is experiencing a crisis.
“People want to be on their medication, but they
are having to get meds from a place they have
probably been kicked out of before. [We need]
someone who is able to distribute medication.”
– Key Informant
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9 What types of calls are received in the community?
As noted in the previous section, when a person in the community experiences a crisis, law enforcement (e.g., Sheriff’s Office Deputies, Crescent City Police, or California Highway Patrol) is often the first responder. Since 2019, law enforcement (i.e., Sheriff’s Office Deputies or Crescent City Police) has responded to over 200 calls for service each year for individuals experiencing a crisis in the community. In 2021, law enforcement responded to 361 calls. However, there is broad agreement that law enforcement does not need to be involved in many crises that do not include threats to public safety, and there is a strong need to have trained behavioral health staff who can meet people in the community along with or instead of law enforcement.

Figures 1 and 2 below show the number of crisis episodes responded to by DNBHB each fiscal year, and the number of individuals experiencing a crisis episode each fiscal year, respectively.

These data demonstrate that DNBHB responded to approximately two crisis episodes per day, in many cases after law enforcement had responded in the community and taken them to the Emergency Department. Over 400 individuals experienced a crisis each year of the assessment as well. Between FY19/20 and FY21/22, the County responded to between 720 and 828 episodes each year, representing between 418 and 462 individuals experiencing crises.

Among individuals who are experiencing crisis episodes in Del Norte County, there are many people who only experience one event as well as a substantial group of higher utilizers. As indicated in the table below, each year there were between 288 and 354 individuals who experienced one crisis episode, and over 50 unique individuals who experienced three or more crisis episode each year.
418
460
462
FY 21/20
FY 20/21
FY 19/20
720
828
757
FY 21/22
FY 20/21
FY 19/20
Figure 1. Crises Episodes,
by Fiscal Year
Figure 2. Individuals Experiencing Crises,
by Fiscal Year
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10 Table 3. Individuals Experiencing Crises, by Fiscal Year Number of Crisis
Episodes Individuals Experiencing Crisis Episode
FY 19-20 FY 20-21 FY 21-22
1 Crisis 354 313 288
2 Crises 57 75 73
3 Crises 14 31 23
4 or more Crises 37 41 35
Total 462 460 418
While fewer individuals experienced multiple crisis events each year, over the course of the three year assessment period, nearly 200 individuals experienced three or more crisis episodes, and 119 individuals experienced four or more crisis episodes.

When are crises occurring?
Figure 3 shows the number of crisis episodes
responded to by DNBHB each month over the
three year assessment period (each month in
the chart is aggregated over the three-year
period). There is some fluctuation in when crisis
episodes occur, however there appears to be an
uptick in crisis episodes during spring and
fall months. Aggregated over the three-year
period of the assessment, March and October
saw the largest number of crisis episodes with
221 and 231 respectively.

As shown in Figure 4, crisis episodes were fairly
evenly split across morning, afternoon, and after
business hours. Approximately one-third of
crisis responses were after hours, between 5pm
and 8am, while two-thirds of crisis responses
were during business hours. These data
indicate a need for crisis response that extends
into evenings. Because DNBHB only responded
to crises between 12am – 8am for one year
during the year assessment period, these data
likely underrepresent the need for treatment
options available during the evening and early
morning hours.
168 176
221
158
207 201 183 185 189
231
179
207
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Figure 3. Crisis Episodes, by Month
(aggregated over three-year period)
Figure 4. Time of Crisis Response
(aggregated over three-year period)
30%
n=699
8am -
12pm
37%
n=844
12pm - 5pm
27%
n=623
5pm -
12am
6%
n=139
12am - 8am
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11 What are the consequences of unmet crisis needs in the County? The over-reliance on law enforcement to respond to individuals suffering from a mental health crisis coupled with limited service options for people in crisis contribute to a revolving door in jail and large utilization of the emergency department for mental health and substance use related crises.

As shown in Figure 5 below, between 2019
and 2021, there were over one thousand
emergency department encounters each
year where there was a primary mental
health diagnosis. This represented between

5.6% and 7.3% of total emergency
department encounters.

As shown in Table 4 below, the Emergency
Department is the primary location for people
experiencing crisis, regardless of whether or not
they are on a 5150 hold. Across the assessment
period, there were almost four thousand emergency
department encounters where there was a primary
mental health diagnosis. However, only 11% (437) of
encounters resulted in a 5150 hold; in contrast, there
were 3,528 individuals who had an emergency
department encounter, with a primary mental health
diagnosis, and did not have a 5150 hold. These data indicate a substantial number of people who might be able to receive crisis services in the community, were the services available, that would avert the need to go to the emergency department. Stakeholders reported taking people to the emergency department because there are no other drop-in options. This included 1168 1171
1079
547 5.6%

7.3%

6.6%

5.7%
2019 2020 2021 2022 (Jan -Jun)
ED Encounters with Primary Mental Health Diagnosis
Proportion of ED Encounters with Mental Health Diagnosis “We need first responders trained in crisis
response: tribal police, County Sheriff,
ambulance, volunteer firefighters.”
– Key Informant
Figure 5. Emergency Department Encounters with Primary Mental Health Diagnosis
“We need a place for people to go
that don’t need a 5150, where we
can take them, and we can provide
services for them and their family –
that would solve so much.”
– Key Informant
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12 parents taking children to the emergency room when they were unclear where to find support.

This indicates a need for other alternatives for both children and adults.

For those individuals who were placed on a 5150 hold, the majority (61%) were discharged while approximately one in three were transferred to a psychiatric hospital. Notably, the average length of emergency department encounters greatly increases for those individuals with continuing holds, in part because it can take a long time to find an available bed in a psychiatric hospital, indicating a need for additional resources to support people with more severe mental health needs.

Table 4. Emergency Department Encounters with
Primary Mental Health or Alcohol Withdrawal
Number of Emergency
Department (ED)
encounters with a primary
mental health diagnosis
• 3,965 ED encounters with primary mental health diagnosis o 437 (11%) ED encounters resulted in 5150 hold
o 369 (84%) individuals placed on 5150 hold lived in
Del Norte County, almost all in Crescent City (n=348)
o 46 (11%) children placed on 5150 hold
Number of 5150 Holds and
related outcomes
❖ 437 Involuntary 5150 Holds
o 147 (34%) transferred to psychiatric hospital
o 267 (61%) discharged
o 23 (5%) admitted to hospital or some other outcome
(expired-pending, elopement, transfer)
Average length of ED
encounter with a primary
mental health diagnosis
❖ Average length of ED encounter with a primary MH diagnosis was 8.5 and 11 hours in 2021 and 2022 (through June),
respectively
o For those with a continuing hold, the average length
of the encounter was 45.8 and 36.6 hours respectively
Number of alcohol
withdrawal encounters
o There was an average of 4.6 alcohol withdrawal encounters per month
For those that were transferred to a psychiatric hospital, stakeholders reported long travel times and minimal options for people upon release. For example, the Del Norte Ambulance, who provides transport to psychiatric hospitals, reported they often need to bring people to the Restpadd in Red Bluff to find an available bed, which is a five-hour drive from Crescent City. This situation pulls ambulance resources from the County for extended times, while also transporting people far away from their home and support systems. In a focus group of consumers conducted at the Del Norte Service Center, people spoke of the challenge of having nowhere to go and no housing after being released from a psychiatric hospital. The need for both higher levels of services for people as well as transition and step-down services was a theme across this assessment.
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13 What resources are expected to be available as referral sources for those in crisis? As mentioned above, there are limited options to take people in crisis aside from the emergency department and the jail, indicating a need and opportunity to use Action Planning to explore infrastructure projects that provide alternatives. There are many people that would likely go to another setting if there were alternatives to the emergency room. Similarly, there is a need for alternatives for police to take someone who does not need to go to the ED or Jail. There is also a need to have places for people to go who need a higher level of care to be released from the ED.

As of now, there is an agreement between law enforcement and behavioral health that behavioral health can assist with mental health crises in the community when called by law enforcement. At this time, this resource has been underutilized and both County behavioral health and law enforcement are renewing efforts to use this resource as other options are being designed and implemented.

Additionally, there are a number of services for people in the County, but none are specifically designed for behavioral health crises. For example, the County has a Service Center that provides classes for behavioral health clients, but it is not a drop-in center and is only available for behavioral health clients served through the county. For children and youth, Remi Vista, the children’s provider, does deliver walk-in services for children and youth in crisis during their open hours, but focuses on existing clients. Coastal Connections is a teen drop-in center for youth 16 to 24 that can be accessed by any youth needing services; however, this center was closed during the pandemic (currently open again) and is not designed or staffed to serve youth experiencing a mental health crisis.

What are other contributing factors in Del Norte County that may impact Action Planning? Despite being a smaller, more rural County, Del Norte’s population size is also an asset when it comes to collaboration and communication. Stakeholders in the County work
closely together and collaborate to meet the needs of
individuals in the community. This strength is evident in the CCMU planning process. Stakeholders across the County
have been actively involved in all aspects of the project and are ready to find common ground and explore creative ways to address the needs of the County.
“The future of medicine is
not four walls anymore; it’s
to get out where people are
at.”
– Key Informant
“What if there was a 24-hour support place for any type of crisis…where people could stay and stabilize and get all the services they need; get people out of the elements.”
– Key Informant
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14 Many stakeholders mentioned the high utilizer meeting which brings together a multi-disciplinary team to discuss getting services for people who frequently need assistance. This meeting is already a venue to collaborate across groups to meet the needs of people in crisis.

Additionally, the County has recently
strengthened services for people in need that
can be leveraged. The County has been working
over recent years to strengthen housing services
and support for people who are unhoused. Del
Norte Mission Possible provides outreach to the
homeless population, which most stakeholders
reported as being a strong asset in the community
because the Mission Possible outreach workers
are adept at building trust and providing “boots on
the ground” going into encampments and connecting people to services. Additionally, Mission Possible has set up an informal ambassador program where point people in encampments take on leadership roles and check on each other; however, this program has not been able to provide any formal support or incentives. The Open Door Clinic provides primary care, including access to behavioral health and psychiatry services, to the community. In the last few years, Mission Possible and Open Door, as well as other service agencies, have begun to collaborate to provide more services:
❖ The Department of Health of Human Services, in partnership with the Del Norte Senior Center and Mission Possible offer a mobile shower set up in the Open Door parking lot. During the time mobile showers are available, the Mission Impossible team tries to engage with the community and connect them to services, such as CalWORKs. ❖ Open Door has set up a clinic outpost that brings medical services out to encampments and has expressed interest in broadening their work to reach other regions and bring in more behavioral health support.

Finding avenues to build off of existing services may be especially helpful as there are many people who are struggling in the County that may benefit from proactive services to remain stable before escalating to a crisis. Stakeholders interviewed repeatedly spoke of individuals that are known to service providers and law enforcement that may benefit from ongoing support that can prevent crisis events. For example, logistic challenges and stigma can create obstacles for individuals with mental health and substance use needs in obtaining a steady supply of medications. For some, having a person check up on them, and help ensure they are getting and taking their medication may stabilize and support people to avert crisis events. There is also a lot of stakeholder interest in broadening the ways people can get medications and exploring options for mobile services to bring medications out to people.

There is an ongoing need to provide services that meet people where they are at culturally, linguistically, and in hours and locations that are accessible. As mentioned above, Del Norte is a rural County with a small population. Additionally, the County has four tribes that provide varying levels of services to their tribal citizens. The Yurok tribe, for example, has an array of support services primarily for Yurok citizens, while other tribes have fewer services. “I believe in empowering the community
we serve. We are so rural, that our
homeless, you don’t see them…Outreach
has built a relationship with those
people.”
– Key Informant
15 The unique landscape of Del Norte necessitates creative solutions that are feasible in a County of its size. For example, the County needs more mobile crisis support, but that may not be sustainable in the outlying areas. Additionally, while Tribal citizens typically receive services through United Indian Health Services (UIHS), it is imperative that they are aware of what services they can obtain through County behavioral health. Stakeholders have reported that some tribal citizens would prefer to obtain services through the County to maintain confidentiality, however they have been turned away because there is a perception that they should go to UIHS or that they are not eligible for County services.

Additionally, for all members of the County, there
is a need for flexible service options that can
provide services in the community that are
welcoming and reduce stigma, and provide
options outside of traditional business hours.

There is also a need to work with the Tribes in
the County to ensure culturally appropriate
options are available. As one example, Native
American youth are disproportionately
represented in the County’s juvenile hall. They make up about 10% of the Del Norte population but are 30% of the juvenile hall bookings suggesting there should be efforts to divert these youth to appropriate services when possible.

It has been a strength that there has been tribal representation in the CCMU planning process, and it is important to recognize that tribes may have needs separate from County Behavioral Health that may be addressed through BHCIP. The Yurok tribe, for example, was very recently awarded a BHCIP Round 4 Grant for Children and Youth services, and there are additional needs that may benefit from BHCIP funding, such as a tribal detox center described below. “People can’t navigate the system to
access the services…There is confusion
or miscommunication about what
Native citizens are eligible for.”
– Key Informant
“In the words of Yurok Tribe Police Chief O’Rourke, the need for access to 24-hour, 7- days a week, mental health facilities could be hugely preventative:

I would love to see the tribe actually have its own detox center. So instead of bringing somebody to jail, who's under the influence, unable to care for themselves, we bring them to a detox center….We can take a proactive, immediate response to help our own people.” - Yurok Tribe, 3-Year Report, pg. 83
16 Staffing is an ongoing challenge across the County. While counties across the state struggle with staffing, these issues are especially pervasive in Del Norte County that often cannot attract staff for positions, especially when specific clinical
credentials are required.

Challenges with staffing impact all County
departments and services. This means that
staffing needs to be an explicit consideration for
any ideas in an Action Plan. As one example,
many stakeholders expressed interest in pairing
an officer with a clinician as a mobile response
model seen in other counties. However, given the
number of crisis events and the challenges in recruiting for both law enforcement and behavioral health, this model may not be the most efficient for Del Norte County highlighting a need to explore creative solutions that are feasible given staffing constraints.

There is stakeholder interest and opportunities to build out the role of community health workers, family, and people with lived experience to provide a larger role in crisis support.

As a few examples:
❖ The County has just begun to hire peers in positions within behavioral health and housing services and there is ongoing interest in supporting the role of people with lived experience.
❖ The County has a volunteer fire department, and stakeholders have suggested they could be a resource to support crisis response.
❖ While the County currently does not have a National Alliance on Mental Health (NAMI) Chapter, there are stakeholders that are actively collaborating with Humboldt NAMI and working to bring that support to Del Norte County.

In order to make these valuable efforts possible, there is an ongoing need to build out the infrastructure, such as training, resources, and support, to support a more robust network of community workers, peers, and families to be engaged in providing services. Additionally, there is a need to invest in the peer and family member communities to support advocacy efforts and build the workforce of people with lived experience.

Recommendations
The findings from this Needs Assessment led to Del Norte County in collaboration with the behavioral health collaborative to make a series of recommendations to address the need for crisis services in the region.

There were a few overarching findings in the Needs Assessment that highlighted that the County has needs that fall both within CCMU planning as well as those that should be planned and funded separately. Specifically,
“Recruiting for all jobs is difficult.

Don’t have a lot of facilities, but even
if you build a facility if you can’t staff
it, that is a problem.”
– Key Informant
17 • This assessment identified a need for both prevention services to avert crises as well as intervention services when someone is experiencing a crisis. • There is an overreliance on the jail and emergency department because of a shortage of other options to take people in crisis. Needs Assessment data indicate a substantial number of people who might be able to receive crisis services in the community, were the services available, that would avert the need to go to the emergency department.

As a response to these findings, the collaborative defined a series of recommendations for services that would be explored outside of CCMU. As shown in the Table below, these include exploring options that include places to go such as a mental health urgent care and crisis respite; in-home crisis respite for children and families; and a Short Term Residential Therapeutic Program (STRTP) for youth with higher level needs.

Table 5. Recommendations Outside of CCMU Planning
Adults
Mental Health
Urgent Care
Re-define same day service team and clinic
space to create a mental health urgent care
Del Norte is working
internally on exploring
options.

Crisis Respite Open a non-licensed place to go after hours until mental health urgent care opens up
HHS staff to meet with
respite provider from
another County
Youth
In Home
Crisis Respite
Train crisis staff to provide in-home support
after hours until the crisis more fully resolves
or until business hours.

Del Norte exploring the
possibility of expanding
behavioral health services
STRTP/CCRP Create a STRTP with a small number of
Children’s Crisis Residential beds.

HHS is doing preliminary
outreach to Child Welfare
and Juvenile Probation to
see if there may be interest
in partnering
Within CCMU planning, the Needs Assessment led to the collaborative establishing three goals for crisis services and related objectives.

Goal 1: Reduce the number of people experiencing crisis Objective 1.1: Partner with Open Door to augment existing “outpost clinic” currently serving people at high risk for crisis.
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18 Objective 1.2: Partner with community organizations to formalize peer mentor crisis prevention services.

Goal 2: Provide crisis services to individuals wherever they are Objective 2.1: Provide mobile crisis services to individuals in the Greater Crescent City area.

Objective 2.2: Partner with Crisis Response Teams and other first responders to become mental health first aid responders.

Goal 3: Build community capacity to respond to crises.

Objective 3.1: Train community leaders to support crisis response, with a focus in outlying areas.

Objective 3.2: Blanket outlying communities with community crisis response training, with a focus in outlying areas.

These form the basis for the subsequent work planning in the final collaborative meetings where the collaborative team built out progress measure, action steps, and a timeframe for each objective.

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Crisis Care Mobile Units
Final Action Plan – Due Feb 14, 2023
Introduction
Introduction: To move from the CCMU planning stage to its implementation phase, you must submit an Action Plan. Below is a guiding document for you to use to write your Plan. You do not have to use this document. You are free to create your own format as long as you address the elements in this guiding document.

Your Action Plan will have three major sections: stakeholder involvement and coordination, an assessment, and an implementation plan. Each of these (and their component parts) is addressed below. As you enter responses in the tables below, the boxes in which you type will expand as needed. You may also use this template as a guide to complete your Action Plan document.

Contracted Agency Name County of Del Norte Department of Health and Human Services Name of Planning Project Contractor The Indigo Project

CRISIS CARE MOBILE UNITS PROGRAM
Stakeholder Involvement and Coordination: Methodology for Action Plan Development
Methodology. Please describe how you went about developing your Action Plan. For example, did you hire a consultant? Hold stakeholder meetings? If so, how many? How many people attended? Did you consult partners? Did you involve consumers? Did you do any research into best practices? Consult other CCMU grantees? Include the names of your stakeholders/partners in the next section.

To develop a feasible, data-driven Action Plan that leverages the expertise of the County’s active and informed stakeholder community, Del Norte County Department of Health and Human Services Behavioral Health Branch (DNBHB) contracted with the Indigo Project (Indigo) to form a Collaborative composed of 22 members— including county partners, service providers, family, and peers — facilitated by the Indigo Project. The Collaborative informed the development of the Crisis Care Mobile Unit (CCMU) Needs Assessment and the subsequent Action Plan. The following six Collaborative meetings were held:
• CCMU Planning Collaborative Launch – September 2
• Needs Assessment Findings and Discussion – October 6
• Crisis Response Model Design: Services and Partnerships – October 24 • Crisis Response Model Design: Staffing and Resources – November 17 • Action Planning – December 15
• Action Planning – January 12
Indigo also held a remote community meeting. Twenty-four community members attended, including system stakeholders and peers, among others, to gather information for the assessment and vet emerging themes, and to provide feedback about what if anything, would be useful information to gather as the County moves towards implementation.

In addition to these meetings, Indigo conducted literature reviews, benchmarking research, key informant interviews, and a consumer focus group, each described in more detail below in the Assessment section, to inform the development of this Action Plan.

In the table below, please list your stakeholders and partners along with their affiliations and their contributions to the process. Please insert extra rows as needed.

Stakeholders/Partners Affiliation Contribution
Ranell Brown Health and Human Services (HHS)
Director Collaborative Member
Shiann Hogan Behavioral Health Branch Program
Manager Collaborative Member
Karena Crowell Behavioral Health Branch Supervisor Collaborative Member Devin Azevedo Behavioral Health Branch Specialist Collaborative Member Maria Coats Behavioral Health Branch Specialist Collaborative Member Patti Austin Behavioral Health Branch Specialist Collaborative Member Nancy McClaflin Behavioral Health Branch Fiscal
Manager Collaborative Member
Valerie Starkey Board of Supervisors and Local
Behavioral Health Board Collaborative Member
Jodi Nerell Sutter Health Director of Local Mental
Health Engagement Collaborative Member
Teresa Bertolini Sutter Coast Hospital Emergency
Department Manager Collaborative Member
Garrett Scott Sheriff’s Office, Sheriff Collaborative Member Richard Griffin Crescent City Police, Police Chief Collaborative Member Bessie Shorty Yurok Tribal Court’s Youth At-Risk
Manager Collaborative Member
Lori Nesbitt Yurok Tribe Opioid Program Manager Collaborative Member Jeri Robertson Tolowa Dee-ni' Nation Housing
Manager Collaborative Member
Matt Ulm
The SmithWaters Group Patients
Rights Activist, Administrative and
AOD Director, and Peer
Collaborative Member
Hilda Contreras Open Door Site Director Collaborative Member Maria Durazo Open Door Clinic Manager Collaborative Member Dulce Gomez Remi Vista Program Manager Collaborative Member Becky Bohanon Remi Vista Office Supervisor Collaborative Member Daphne Cortese-Lambert Mission Possible, Director of Homeless Services Collaborative Member
Lisa Buitrago-Freitas Consumer Family Member Collaborative Member Roy Jackson HHS Housing Services Manager Key Informant
Chief Lonnie Reyman Probation Department, Chief Probation Officer Key Informant
Larry Depee California Highway Patrol, Commander Key Informant John Pritchett Del Norte Ambulance, General
Manager
Key Informant
Charles Tweed Del Norte Ambulance, Operations Key Informant Pam Wilder
Del Norte Unified School District,
Director of Foster/Homeless Youth
Services
Key Informant
Frank SmithWaters The SmithWaters Group, Director Key Informant Bill SmithWaters The SmithWaters Group, Program
Director Key Informant
William Bowers Yurok Tribe, Judge Key Informant
Heather Snow Open Door Director of Behavioral
Health Key Informant
Elizabeth Austen Board member of Del Norte Healthcare
District Key Informant
Behavioral Health Consumers (n=12) Consumers Focus Group Members Miguel Rodriguez
Shasta County HHS Children's
Services Branch Director and Acting
Adult Services Branch Director
Shasta County Benchmarking Research
Laura Stapp Shasta County Mobile Crisis Outreach
Team Representative Shasta County Benchmarking Research Karen Larsen
Executive Director of Steinberg
Institute and former HHSA Director of
Yolo County
Yolo County Benchmarking Research
Kristen Love Placer County Behavioral Health Client
Services Program Supervisor Placer County Benchmarking Research Stephanie Lewis Alameda County Behavioral Health
Crisis Services Directors Alameda County Benchmarking Research Assessment
Introduction and Summary of Community Assessment: An Overview. The assessment is a systematic process of gathering and examining information about your community’s mental health and/or SUD crises and responses to them. This assessment has two components: a data assessment and a resource assessment.

Community Vision and Goals.

Del Norte County and the community of stakeholders has envisioned a crisis system where people can receive immediate support throughout the County regardless of where they live; that is reasonable and feasible given the size and needs of the County; and that leverages the partnerships and collaboration across behavioral health, law enforcement and other first responders, the hospital, the tribes, and community-based providers.

The County and Behavioral Health Collaborative used the following structure to assess and plan their crisis response system:
❖ Someone to call,
❖ Someone to come, and
❖ Somewhere to go.1
These categories allowed the Collaborative to review and plan for how people reach out for crisis services, the crisis response itself, and what options might be available for someone who needs more support than can be provided where they are.

The County has a population center in Crescent City and the surrounding area as well as a number of outlying areas (i.e., Smith River, Gasquet, Hiouchi, and Klamath). The County and partners envision a crisis system where individuals are able to access urgent support during a mental health crisis. They also recognize that the crisis response in and around Crescent City may look different then the crisis system that is developed for outlying areas. Collaborative members wanted to ensure that supports could be available even during winter months when access was limited and as such require more than a singular approach.

The crisis planning process also looked at what the true needs in the County are and disregarded approaches that would not be sustainable in the County. For example, many of the programs and services that they were interested in require a higher level of utilization than is present in Del Norte County. Rather than focusing on larger scale programs, the County and partners chose to focus on approaches that were more aligned to the size and scope of the need. For example, programs such as a crisis stabilization unit paired with crisis residential treatment is fairly common across California Counties; however, Del Norte does not have enough need to support these programs. Instead, the County and stakeholders envisioned refreshing the “same-day services” towards a mental health urgent care combined with a crisis respite/peer respite. The County also considered the workforce challenges in mental health as well as in Del Norte and wanted to find ways to employ and strengthen the available workforce.

Finally, the County of Del Norte is rich with commitment and shared responsibility. In many ways, this collaborative spirit is the lens through which the Behavioral Health Collaborative approached their work, and this commitment to partnership across agencies and throughout the community is embedded in the assessment and action plan.

Data Assessment. The data assessment is designed to illustrate the problem. This section must identify what you need to know about crises and crisis services in your community.

Who is impacted by mental health and/or SUD crises in Del Norte County? There are a substantial number of people in Del Norte County across demographic groups that experience crisis episodes each year. Notably, there were no priority populations that emerged as being the most impacted by mental health and substance use crises in Del Norte County. Instead, there are a diverse group of people being impacted by crises in need of services. Interviews conducted 1 Somewhere to go was modified to include someone to stay as it pertains to crisis supports for children. with stakeholders across the County indicated a need for crisis services to have the ability to be flexible in reaching broad populations that spans ages and needs.

The multiple groups that emerged in need of crisis services include:
• All ages spanning from children to older adults, including transitional age youth; • Tribal and non-Tribal citizens;
• People who are both housed and unhoused; and
• Both one-time and high utilizers.

Additionally, stakeholders report that trauma, substance use, and untreated mental health are pervasive challenges for people in the County. Community members report there have been a lot of overdoses in the region, and individuals experiencing co-occurring substance use and mental health issues are a priority population and there is a strong need for services that can focus on supporting people who have co-occurring mental health and substance use needs across demographic groups.

What contributes to crisis events in Del Norte County?
Crisis events in Del Norte County are impacted, in part, due to the small population of the County and the County’s geography.

Del Norte County has a population under thirty thousand people and is located in the northernmost part of the state bounded by the Pacific Ocean on the West and Oregon state to the North. The main population is centered in and around Crescent City, which is the county seat and the only incorporated city in the County. People that live in outlying areas of the County often have limited access to services, and even experience unreliable internet and frequent road closures in the winter months. Due to the size of the population and geography of the County, people do not have access to services that are available in other regions. For example, crisis services that exist in other parts of the state, such as Crisis Stabilization Units (CSUs), are not sustainable in a County the size of Del Norte. For law enforcement who are often first responders in the community, this means there are few places to take people who are experiencing crises. As a result, they are typically taken to the Emergency Department or jail if they have committed a crime. Additionally, the small community creates unique challenges like limited options for people to pick up medication.

The shortage of services to support people at different stages of crisis contributes to a wide variety of crisis events in the County. This assessment identified a need for both prevention services to avert crises as well as intervention services when someone is experiencing a crisis.
“People want to be on their medication, but they are
having to get meds from a place they have probably
been kicked out of before. [We need] someone who
is able to distribute medication.”
– Key Informant
What types of calls are received in the community?
As noted in the previous section, when a person in the community experiences a crisis, law enforcement (e.g., Sheriff’s Office Deputies, Crescent City Police, or California Highway Patrol) is often the first responder. Since 2019, law enforcement (i.e., Sheriff’s Office Deputies or Crescent City Police) has responded to over 200 calls for service each year for individuals experiencing a crisis in the community. In 2021, law enforcement responded to 361 calls. However, there is broad agreement that law enforcement does not need to be involved in many crises that do not include threats to public safety, and there is a strong need to have trained behavioral health staff who can meet people in the community along with or instead of law enforcement.

Figures 1 and 2 below show the number of crisis episodes responded to by DNBHB each fiscal year, and the number of individuals experiencing a crisis episode each fiscal year, respectively. These data demonstrate that DNBHB responded to approximately two crisis episodes per day, in many cases after law enforcement had responded in the community and taken them to the Emergency Department. Over 400 individuals experienced a crisis each year of the assessment as well. Between FY19/20 and FY21/22, the County responded to between 720 and 828 episodes each year, representing between 418 and 462 individuals experiencing crises.

Among individuals who are experiencing crisis episodes in Del Norte County, there are many people who only experience one event as well as a substantial group of higher utilizers. As indicated in the table below, each year there were between 288 and 354 individuals who experienced one crisis episode, and over 50 unique individuals who experienced three or more crisis episode each year. 418
460
462
FY 21/20
FY 20/21
FY 19/20
720
828
757
FY 21/22
FY 20/21
FY 19/20
Figure 1. Crises Episodes, by Fiscal Year Figure 2. Individuals Experiencing Crises, by Fiscal Year Table 1. Individuals Experiencing Crises, by Fiscal Year Number of Crisis
Episodes Individuals Experiencing Crisis Episode
FY 19-20 FY 20-21 FY 21-22
1 Crisis 354 313 288
2 Crises 57 75 73
3 Crises 14 31 23
4 or more Crises 37 41 35
Total 462 460 418
While fewer individuals experienced multiple crisis events each year, over the course of the three year assessment period, nearly 200 individuals experienced three or more crisis episodes, and 119 individuals experienced four or more crisis episodes.

When are crises occurring?
Figure 3 shows the number of crisis episodes responded to by DNBHB each month over the three year assessment
period (each month in the chart is aggregated over the
three-year period). There is some fluctuation in when crisis episodes occur, however there appears to be an uptick in crisis episodes during spring and fall months.

Aggregated over the three-year period of the assessment, March and October saw the largest number of crisis
episodes with 221 and 231 respectively.
168 176
221
158
207 201 183 185 189
231
179
207
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Figure 3. Crisis Episodes, by Month (aggregated over
three-year period)
Illlllllllll
As shown in Figure 4, crisis episodes were fairly evenly split across morning, afternoon, and after business hours.

Approximately one-third of crisis responses were after
hours, between 5pm and 8am, while two-thirds of crisis
responses were during business hours. These data
indicate a need for crisis response that extends into
evenings. Because DNBHB only responded to crises
between 12am – 8am for one year during the year
assessment period, these data likely underrepresent the need for treatment options available during the evening and early morning hours.

What are the consequences of unmet crisis needs in
the County?
The over-reliance on law enforcement to respond to individuals suffering from a mental health crisis coupled with limited service options for people in crisis contribute to a revolving door in jail and large utilization of the emergency department for mental health and substance use related crises.

As shown in Figure 5 below, between 2019 and 2021, there were over one thousand emergency department encounters each year where there was a primary mental health diagnosis. This represented between 5.6% and 7.3% of total emergency department encounters.

Figure 4. Time of Crisis Response (aggregated over three-year period) “We need first responders trained in crisis
response: tribal police, County Sheriff,
ambulance, volunteer firefighters.”
– Key Informant
30%
n=699
8am - 12pm
37%
n=844
12pm - 5pm
27%
n=623
5pm - 12am
6%
n=139
12am - 8am
n
As shown in Table 2 below, the Emergency Department is the primary location for people experiencing crisis, regardless of whether or not they are on a 5150 hold. Across the assessment period, there were almost four thousand emergency department encounters where there was a primary mental health diagnosis.

However, only 11% (437) of encounters resulted in a 5150 hold; in contrast, there were 3,528 individuals who had an emergency department encounter, with a primary mental health diagnosis, and did not have a 5150 hold. These data indicate a substantial number of people who might be able to receive crisis services in the community, were the services available, that would avert the need to go to the emergency department. Stakeholders reported taking people to the emergency department because there are no other drop-in options. This included parents taking children to the emergency room when they were unclear where to find support. This indicates a need for other alternatives for both children and adults.

For those individuals who were placed on a 5150 hold, the majority (61%) were discharged while approximately one in three were transferred to a psychiatric hospital. Notably, the average length of emergency department encounters greatly increases for those individuals with continuing holds, in part because it can take a long time to find an available bed in a psychiatric hospital, indicating a need for additional resources to support people with more severe mental health needs. 1168 1171
1079
547 5.6%

7.3%

6.6%

5.7%
2019 2020 2021 2022 (Jan -Jun)
ED Encounters with Primary Mental Health Diagnosis
Proportion of ED Encounters with Mental Health Diagnosis Figure 5. Emergency Department Encounters with Primary Mental Health Diagnosis “We need a place for people to go that
don’t need a 5150, where we can take
them, and we can provide services for
them and their family – that would solve
so much.”
– Key Informant
Table 2. Emergency Department Encounters with
Primary Mental Health or Alcohol Withdrawal
Number of Emergency
Department (ED)
encounters with a
primary mental health
diagnosis
• 3,965 ED encounters with primary mental health
diagnosis
o 437 (11%) ED encounters resulted in 5150 hold
o 369 (84%) individuals placed on 5150 hold lived in
Del Norte County, almost all in Crescent City
(n=348)
o 46 (11%) children placed on 5150 hold
Number of 5150 Holds
and related outcomes
❖ 437 Involuntary 5150 Holds
o 147 (34%) transferred to psychiatric hospital
o 267 (61%) discharged
o 23 (5%) admitted to hospital or some other outcome
(expired-pending, elopement, transfer)
Average length of ED
encounter with a primary
mental health diagnosis
❖ Average length of ED encounter with a primary MH diagnosis was 8.5 and 11 hours in 2021 and 2022 (through June),
respectively
o For those with a continuing hold, the average length
of the encounter was 45.8 and 36.6 hours respectively
Number of alcohol
withdrawal encounters
o There was an average of 4.6 alcohol withdrawal encounters per month
For those that were transferred to a psychiatric hospital, stakeholders reported long travel times and minimal options for people upon release. For example, the Del Norte Ambulance, who provides transport to psychiatric hospitals, reported they often need to bring people to the Restpadd in Red Bluff to find an available bed, which is a five-hour drive from Crescent City. This situation pulls ambulance resources from the County for extended times, while also transporting people far away from their home and support systems. In a focus group of consumers conducted at the Del Norte Service Center, people spoke of the challenge of having nowhere to go and no housing after being released from a psychiatric hospital. The need for both higher levels of services for people as well as transition and stepdown services was a theme across this assessment.

What resources are expected to be available as referral sources for those in crisis? As mentioned above, there are limited options to take people in crisis aside from the emergency department and the jail, indicating a need and opportunity to use Action Planning to explore infrastructure projects that provide alternatives. There are many people that would likely go to another setting if there were alternatives to the emergency room. Similarly, there is a need for alternatives for police to take someone who does not need to go to the ED or Jail. There is also a need to have places for people to go who need a higher level of care to be released from the ED.

As of now, there is an agreement between law enforcement and behavioral health that behavioral health can assist with mental health crises in the community when called by law enforcement. At this time, this resource has been underutilized and both County behavioral health and law enforcement are renewing efforts to use this resource as other options are being designed and implemented.

Additionally, there are a number of services for people in the County, but none are specifically designed for behavioral health crises. For example, the County has a Service Center that provides classes for behavioral health clients, but it is not a drop-in center and is only available for behavioral health clients served through the county. For children and youth, Remi Vista, the children’s provider, does deliver walk-in services for children and youth in crisis during their open hours, but focuses on existing clients. Coastal Connections is a teen drop-in center for youth 16 to 24 that can be accessed by any youth needing services; however, this center was closed during the pandemic (currently open again) and is not designed or staffed to serve youth experiencing a mental health crisis.

What are other contributing factors in Del Norte County that may impact Action Planning? Despite being a smaller, more rural County, Del Norte’s population size is also an asset when it comes to collaboration and communication. Stakeholders in the County work closely together and collaborate to meet the needs of individuals in the community. This strength is evident in the CCMU planning process. Stakeholders across the County have been actively involved in all aspects of the project and are ready to find common ground and explore creative ways to address the needs of the County. “The future of medicine is not four
walls anymore; it’s to get out where
people are at.”
– Key Informant
“What if there was a 24-hour support place for any type of crisis…where people could stay and stabilize and get all the services they need; get people out of the elements.” – Key Informant
Many stakeholders mentioned the high utilizer meeting which brings together a multi-disciplinary team to discuss getting services for people who frequently need assistance. This meeting is already a venue to collaborate across groups to meet the needs of people in crisis.

Additionally, the County has recently strengthened services for people in need that can be leveraged. The County has been working over recent years to strengthen housing services and support for people who are unhoused. Del Norte Mission Possible provides outreach to the homeless population, which most stakeholders reported as being a strong asset in the community because the Mission Possible outreach workers are adept at building trust and providing “boots on the ground” going into encampments and connecting people to services. Additionally, Mission Possible has set up an informal ambassador program where point people in encampments take on leadership roles and check on each other; however, this program has not been able to provide any formal support or incentives.

The Open Door Clinic provides primary care, including access to behavioral health and psychiatry services, to the community. In the last few years, Mission Possible and Open Door, as well as other service agencies, have begun to collaborate to provide more services:
❖ The Department of Health of Human Services, in partnership with the Del Norte Senior Center and Mission Possible offer a mobile shower set up in the Open Door parking lot. During the time mobile showers are available, the Mission Impossible team tries to engage with the community and connect them to services, such as CalWORKs. ❖ Open Door has set up a clinic outpost that brings medical services out to encampments and has expressed interest in broadening their work to reach other regions and bring in more behavioral health support.

Finding avenues to build off of existing services may be especially helpful as there are many people who are struggling in the County that may benefit from proactive services to remain stable before escalating to a crisis. Stakeholders interviewed repeatedly spoke of individuals that are known to service providers and law enforcement that may benefit from ongoing support that can prevent crisis events. For example, logistic challenges and stigma can create obstacles for individuals with mental health and substance use needs in obtaining a steady supply of medications. For some, having a person check up on them, and help ensure they are getting and taking their medication may stabilize and support people to avert crisis events. There is also a lot of stakeholder interest in broadening the ways people can get medications and exploring options for mobile services to bring medications out to people.

There is an ongoing need to provide services that meet people where they are at culturally, linguistically, and in hours and locations that are accessible. As mentioned above, Del Norte is a rural County with a small population. Additionally, the County has “I believe in empowering the community
we serve. We are so rural, that our
homeless, you don’t see them…Outreach
has built a relationship with those people.”
– Key Informant
four tribes that provide varying levels of services to their tribal citizens. The Yurok tribe, for example, has an array of support services primarily for Yurok citizens, while other tribes have fewer services.

The unique landscape of Del Norte necessitates creative solutions that are feasible in a County of its size. For example, the County needs more mobile crisis support, but that may not be sustainable in the outlying areas. Additionally, while Tribal citizens typically receive services through United Indian Health Services (UIHS), it is imperative that they are aware of what services they can obtain through County behavioral health. Stakeholders have reported that some tribal citizens would prefer to obtain services through the County to maintain confidentiality, however they have been turned away because there is a perception that they should go to UIHS or that they are not eligible for County services.

Additionally, for all members of the County, there is a need for flexible service options that can provide services in the community that are welcoming and reduce stigma, and provide options outside of traditional business hours.

There is also a need to work with the Tribes in the County to ensure culturally appropriate options are available. As one example, Native American youth are disproportionately represented in the County’s juvenile hall. They make up about 10% of the Del Norte population but are 30% of the juvenile hall bookings suggesting there should be efforts to divert these youth to appropriate services when possible.

It has been a strength that there has been tribal representation in the CCMU planning process, and it is important to recognize that tribes may have needs separate from County Behavioral Health that may be addressed through BHCIP. The Yurok tribe, for example, was very recently awarded a BHCIP Round 4 Grant for Children and Youth services, and there are additional needs that may benefit from BHCIP funding, such as a tribal detox center described below. “People can’t navigate the system to
access the services…There is
confusion or miscommunication about
what Native citizens are eligible for.”
– Key Informant
“In the words of Yurok Tribe Police Chief O’Rourke, the need for access to 24-hour, 7-days a week, mental health facilities could be hugely preventative:

I would love to see the tribe actually have its own detox center. So instead of bringing somebody to jail, who's under the influence, unable to care for themselves, we bring them to a detox center….We can take a proactive, immediate response to help our own people.” - Yurok Tribe, 3-Year Report, pg. 83
Staffing is an ongoing challenge across the County. While counties across the state struggle with staffing, these issues are especially pervasive in Del Norte County that often cannot attract staff for positions, especially when specific clinical credentials are required.

Challenges with staffing impact all County departments and services. This means that staffing needs to be an explicit consideration for any ideas in an Action Plan. As one example, many stakeholders expressed interest in pairing an officer with a clinician as a mobile response model seen in other counties. However, given the number of crisis events and the challenges in recruiting for both law enforcement and behavioral health, this model may not be the most efficient for Del Norte County highlighting a need to explore creative solutions that are feasible given staffing constraints.

There is stakeholder interest and opportunities to build out the role of community health workers, family, and people with lived experience to provide a larger role in crisis support. As a few examples:
❖ The County has just begun to hire peers in positions within behavioral health and housing services and there is ongoing interest in supporting the role of people with lived experience. ❖ The County has a volunteer fire department, and stakeholders have suggested they could be a resource to support crisis response.
❖ While the County currently does not have a National Alliance on Mental Health (NAMI) Chapter, there are stakeholders that are actively collaborating with Humboldt NAMI and working to bring that support to Del Norte County.

In order to make these valuable efforts possible, there is an ongoing need to build out the infrastructure, such as training, resources, and support, to support a more robust network of community workers, peers, and families to be engaged in providing services. Additionally, there is a need to invest in the peer and family member communities to support advocacy efforts and build the workforce of people with lived experience.

Crisis Resources and Linkages
Currently, there are limited options for crisis response. The only mobile or field-based services available are through existing first responders, primarily law enforcement. If a person requires immediate intervention, they are transported to the Emergency Department for further assessment. If they require inpatient services, they are transported to an out-of-county facility for these services. “Recruiting for all jobs is difficult. Don’t
have a lot of facilities, but even if you
build a facility if you can’t staff it, that is
a problem.”
– Key Informant
If they do not require ED services or they do not meet medical necessity criteria for hospitalization, they are given the number for the Behavioral Health Branch and can call the access line to schedule an appointment or access drop-in services through the same-day service team. Within the Behavioral Health Branch, there are a number of outpatient services as well as a wellness center for individuals enrolled in the Full Service Partnership (FSP) program. There are no in-County residential or Board and Care facilities for people with mental health issues, but there are three County-supported residences that provide shared housing for individuals enrolled in FSP and who are on an LPS conservatorship. There are also a handful of community based organizations that can support individuals pre and post crisis, including:
❖ Open Door - operates a federally qualified health center (FQHC), an outpost clinic one day per week, and support the County’s mobile showers. They serve a number of individuals experiencing homelessness as well as those who have a behavioral health issue and may experience crisis. They also support individuals to reconnect to health and mental health services if they have fallen out of care.
❖ Mission Possible - provides an outreach and engagement team to people experiencing homelessness as well as informal peer mentoring. They currently are able to provide pre-crisis engagement as well as follow-up following crisis in order to continue to engage individuals in services.
❖ Remi Vista - provides children, youth, and family mental health services, including a drop-in clinic for children and families in need of more immediate support as well as In-home Behavioral Supports for children with significant, ongoing support needs.

Program Models and Best Practices
Crisis Program Model Overview
During the assessment process, the County and Behavioral Health Collaborative received information about the types of locked and unlocked mental health services as well as substance use services that one might expect to see in a crisis system, including:
❖ Field-based services that provide crisis prevention and/or crisis intervention services. Crisis prevention services are those that prevent the likelihood of a crisis occurring, and crisis intervention services are those that respond in the moment of crisis or emergency.
❖ Crisis Receiving Centers where one can go in the moment of crisis to receive support, including the Emergency Department, LPS-designated and voluntary Crisis Stabilization Units, and Sobering Centers. ❖ Short-term Behavioral Health Services for a short-term intervention typically ranging from a few days to a week or two, including inpatient psychiatric services, crisis residential and peer respite models, and withdrawal management/detoxification. ❖ Longer Term Behavioral Health Services where someone might stay for a period of months or years, including locked Mental Health Rehabilitation Centers and Skilled Nursing Facility/Special Treatment Programs; unlocked Adult Residential Treatment, FSPs, and other outpatient services; and Housing ranging from emergency, supervised, and supported/independent living options.

The proceeding tables provide this information at-a-glance as well as the definitions of each of the behavioral health programs, including average length of stay, legal status, and program description.

Table 3. Crisis Prevention, Intervention, and Treatment At-A-Glance Field Based Services
Crisis Prevention
• Ex. Law enforcement liaisons
• Ex. Multi-disciplinary forensic teams
• Ex. Embedded mental health staff
• Ex. Outreach and engagement teams
Crisis Intervention
• Ex. community health workers/peers
• Ex. Mental health and law enforcement joint response
• Ex. Mental health and EMS response
Receiving Centers
5150 Receiving Centers:
• Emergency Department
• Crisis Stabilization Unit, if LPS
Designated
Unlocked Crisis Settings:
• Crisis Stabilization Unit, not LPS
designated
• Mental Health Urgent Care
• Other Settings (i.e., living room)
Substance Use/Misuse:
• Sobering Center
Short-Term
Secure Treatment:
• Acute Psychiatric Hospital
• Psychiatric Health Facility
Voluntary Treatment:
• Crisis Residential Treatment
• Peer Respite
Substance Use/Misuse:
• Withdrawal management/
detoxification
Longer Term
Secure Treatment:
• Mental Health Rehabilitation
Center
• Skilled Nursing Facility/Special
Treatment Program
Voluntary Treatment:
• Adult Residential Treatment/Social
Rehabilitation Facility
• Full Service Partnerships
• Other outpatient services
Substance Use/Misuse:
• Residential treatment
• Intensive outpatient and outpatient
services
Housing
Emergency:
• Hotel/motel
• Shelter
Supervised:
• Licensed Board and Care facility
(ARF/RCFE)
• Unlicensed Room and Board
• Recovery Residence/ Sober Living
Environment
Supported/Independent:
• Shared housing
• Permanent supportive housing
Table 4. Behavioral Health Crisis Continuum - Program Descriptions Facility Type ALOS Legal Status Description
Crisis Stabilization Unit
(CSU)
23 hour 59
minute
Individuals can be
served on a
voluntary basis or on
a 5150 hold if LPS
designated.
24 hour non-medical facility providing evaluation and
treatment for individuals experiencing crisis.

Can be hospital affiliated as psychiatric emergency
services (i.e., CSU/PES) or can be freestanding.

Mental Health Urgent Care N/A Unlocked, voluntary Outpatient, drop-in clinic where individuals can receive crisis or same-day services
Sobering Center 4-24 hours Unlocked, does not
serve individuals
who are otherwise
detained
24 hour non-medical facility where individuals can go or be dropped off in order to safely sober and be connected to ongoing recovery services.

Acute Psychiatric Hospital
(AP)
As long as
medically
necessary
Locked, requires a
5150, 5250, or other
hold for admission
24-hour hospital facility for individuals requiring inpatient services
Psychiatric Health Facility
(PHF)
Approximately
7-14 days
Locked, requires a
5150, 5250, or other
hold for admission
24-hour locked facility for individuals requiring inpatient services
Crisis Residential
Treatment (CRT)
5-14 days
with option to
stay up to 30
days
Unlocked, voluntary 24 hour short term social rehabilitation facility that serves in a voluntary alternative to psychiatric hospitalization for those who do not require services in a locked setting.

Peer Respite Typically 5-14
days
Unlocked, voluntary A 24 hour peer led residential environment where people experiencing crisis can access peer supports to resolve their crisis and work on their recovery.

Withdrawal Management 1-3 days Unlocked, voluntary 24 hour setting where individuals can safely detox from substances and be connected to longer term treatment.

Can be social model, with incidental medical service, or medically monitored or supervised.

Mental Health
Rehabilitation Center
(MHRC)
As long as
necessary
Locked, requires
placement on
conservatorship
24 hour secure treatment setting for those who require
longer term services in a locked setting.

Skilled Nursing Facility/
Special Treatment
Program (SNF/STP)
As long as
necessary
Locked, requires
placement on
conservatorship
24 hour secure treatment setting for those who require
more intensive health and mental health services in a
locked setting.

Adult Residential
Treatment (ART)
6-18 months Unlocked, voluntary 24 hour transitional social rehabilitation facility that serves in a voluntary alternative to MHRC placement for those who do not require services in a locked setting.

Adult Residential Facility
(ARF)
Generally
long term
Unlocked, can be
voluntary or can be
on conservatorship
A licensed “Board and Care” facility serving individuals ages 18-59, does not provide mental health treatment
Residential Care Facility
for the Elderly (RCFE)
Generally
long term
Unlocked, can be
voluntary or can be
on conservatorship
A licensed “Board and Care” facility serving individuals age 60 and over, does not provide mental health treatment
Crisis Services Benchmarking Research
During the assessment process, the County and Behavioral Health Collaborative also participated in a panel discussion with leaders from other Counties, including:
❖ Karen Larsen, Executive Director of the Steinberg Institute and former Yolo County HHS Director. ❖ Kristen Love, Crisis Services Director, Placer County Health and Human Services ❖ Stephanie Lewis, Crisis System of Care Director, Alameda County Behavioral Health Each panelist was invited because they had a unique perspective to share with the Del Norte collaborative.

Alameda County was invited because they operate multiple mobile crisis teams using a number of different models, as demonstrated in the table below. Alameda County also partners with some cities who operate their own mobile crisis response.

This includes the newer MACRO program, led by the Oakland Fire Department as part of a larger effort to minimize law enforcement’s role in mental health response where public safety is not at risk.

Table 5. Alameda County Crisis Team Models
Team Staff # of Units Hours Geography Dispatch
Mobile Crisis Team
(MCT)
2 Licensed
Clinicians
2 Teams 10am-8pm
Mon-Fri
Countywide • 911
• Team Cell
• On-Duty Clinician
• Crisis Support
Services
Mobile Evaluation
Team (MET)
1 Licensed
Clinician and 1
Police Officer
2 Teams 8am-3pm
Mon-Thurs
Oakland
8am-4pm
Mon-Fri
Fremont • 911
Community
Assessment
&Transport Team
(CATT)
1 Licensed
Clinician and 1
EMT
6 7am-11pm,
everyday
• Oakland
• San Leandro
• Hayward
• Fremont
• 911
Placer County was invited to participate because they have overcome some similar challenges as the ones facing Del Norte in that they a population center in Roseville and some outlying areas heading up the mountain where mobile response in not practical during certain times of the year. Placer County, as a smaller County, has clear and well established guidance for what mobile crisis teams are expected to do when they are not actively responding to a crisis, including stakeholder outreach and education about mobile crisis services, as well as post crisis follow-up care.

Yolo County was highlighted because they have piloted and re-worked a number of different models, including successfully encouraging police departments to fund some mental health/homeless liaison staff. They shared their experience in starting a mobile crisis co-responder model with police and a mental health urgent care as well as how they considered the feasibility of a CSU which they ultimately decided was not sustainable given their projected utilization.

Shasta County and their Mobile Crisis Outreach Team (MCOTT) were also of interest to Del Norte. Shasta County was not able to participate in the panel but did participate in an interview, of which the results were shared back to the Behavioral Health Collaborative. The information shared included:

There are two mobile crisis programs, the Crisis Response Team (CRT) and the MCOTT. The MCOTT provides mobile services out of a van seven days per week between 8:30 am and 7:30 pm. It is operated by a community based organization and is connected to an FQHC. They take calls directly from community and responds independently with a team of clinician and case manager; they are not able to place 5150 holds. The CRT is a joint response model operated by County Behavioral Health in partnership with the Redding Police Department. The CRT is dispatched through the 911 system, and a clinician and law enforcement officer respond together. The CRT provides services four days per week from 8:00 am through 6:00 pm.

Both programs provide services that are limited to the Redding area and provide follow-up services when not actively responding to a crisis.

Table 6. Shasta County Mobile Crisis Programs
Mobile Crisis Outreach
Team
Crisis Response Team
Operator Community Based Agency Shasta HHS and Redding PD Transportation Mobile Van Law Enforcement Car
Calls Directly from Community 911 dispatch
Staff Clinician + Case Manager Clinician + LEO
5150 privileges No Yes
Hours of Ops 8:30am - 7:30pm M - Su 8a - 6p T - F
Funding MHSA INN Shasta HHS funds clinician and 50% LEO Service Connection Connected to FQHC Connected to Shasta HHS Ages Adults All ages
Geography Redding Redding
Downtime May do follow-up or case management
Telehealth No
Overall, Shasta County representatives shared that MCOTT and the CRT have provided real benefit to residents in need of mental health crisis support.

Lessons Learned
Overall, the other counties shared the following insights for Del Norte to consider:
❖ There are a lot of different models of how to structure mobile crisis teams, including ways to respond with and without law enforcement.
❖ In smaller communities, find ways to layer on activities so that staff have other duties when not actively on a call, like outreach and follow-up.
❖ Consider a mixture of field-based and site-based
interventions.
❖ You don’t have to do everything at once. It will evolve over time. Just keep trying to figure it out.
❖ Be a team of yes. Find ways to say yes, offer help, screen people in.
❖ Keep it simple. Try not to impose limits or complications.

Stay focused on the helping part.
❖ It’s okay to have one approach for the population center and another approach for the outlying areas.
❖ Follow-up is a really important component of lessening the number of crisis episodes happening.
❖ Engage your partners, engage your community. Tell
people about what you’re doing.

Sources for data – In the table below, list the quantitative data sources you accessed and what you learned from those sources. Please add rows as needed.

Quantitative Data Sources What you learned
Del Norte County Behavioral Health Branch • Crisis Responses o Date and Time
• Presumptive transfers (proxy for youth in foster care) Del Nore County Sheriff’s Office • Calls for Services coded as 5150 Del Norte County Probation Department • Juvenile Hall Bookings, by Year and Race • Juvenile Placements in Foster Care or STRTP
• Adults on Probation with Mental Health Needs
Sutter Coast Hospital • ED Encounters with Primary Mental Health Diagnoses, by Date • 5150 Holds and Disposition, by Age and City
• Sobering Encounters, by Date
Ambulance • Transports from Hospital
Qualitative assessment – In the table below, provide information about the qualitative data you collected.

Questions Your Responses
If you conducted key informant
interviews, whom did you interview?
What did you learn from them?
Indigo conducted interviews with county leadership, behavioral health leadership and staff; justice system partners; tribal representatives; community based service providers; and peers to learn about their experiences and perspectives regarding the County's current crisis response system, as well as their hopes and concerns about the project and future implementation of a crisis system in Del Norte County. Findings are aggregated in the needs assessment to ensure anonymity.

If you held focus groups, describe the
participants, how many participated,
and what you learned from them.

Indigo facilitated a focus group with consumers to understand their experiences receiving mental health services, including crisis response services, in the County, and to identify what programs or services were most helpful and which were unhelpful, or unavailable to them.

From this focus group Indigo also learned what consumers consider to be the key programmatic elements that help make them feel safe when they start to experience a crisis, as well as the services that should be available in the community so that they do not continue to experience crises.

If you held town hall meetings, how
many people participated? What did
you learn from them?
Indigo Project facilitated a community meeting with 24 community members to gather information for the assessment and vet emerging themes, and to receive feedback about what, if anything, would be useful information to gather as the County moves towards implementation.

If you collected any other type of
qualitative data, please describe it, and
tell us what you learned from it.

Indigo Project conducted a literature review to describe the array of crisis prevention, intervention, and treatment options, as well as research on Evidence Based Practices (EBPs) and a gap analysis that have been incorporated into the planning meetings. For example, in each planning meeting, the team has presented on information from literature and EBPs that can be considered for future Action Planning
The Indigo Project team, along with County staff, conducted benchmarking research by interviewing representatives from four other counties: Alameda, Placer, Yolo, and Shasta.

Each county was specifically selected because there were components of their mobile crisis models that were of interest to Del Norte. Alameda, Placer, and Yolo representatives presented as a panel in the first planning meeting. Each presented mobile crisis in their county and lessons learned. Shasta was unable to attend but participated in a benchmarking call where they described their mobile models that were shared back to the group in the second planning meeting. Indigo also connected DNBHB with La Familia for a benchmarking call to learn more about their implementation of Crisis Respite Centers.

Resource Assessment – In the table below, describe the resources you already have to address the behavioral health crises you’ve identified. (Resources you need are addressed in the next table.) What do you already have? Your Responses
People are the staff, trainers, consultants,
volunteers, stakeholders, partners, community
leaders/champions. Who are the people and
agencies involved in crisis response that are
already available to you? (You don’t need to name
stakeholders and partners that you’ve already
named.)
In addition to all of the individuals, partner agencies, and community based organizations who came together for this assessment and action plan, Del Norte has developed a sustainable structure for how this group can work together to progress this action plan, as well as other crisis system improvements that go beyond the CCMU funding. Specifically, the Behavioral Health Collaborative worked together to on this assessment and action plan. The Collaborative has already submitted a request for funding to the CareStar Foundation to support our continued work and added additional members from other organizations for this next phase of implementation.

Funding are grants and allocations. Funding is also
the things that money buys – office space, vans,
desks, computer hardware/software, etc. What
funding do you already have to address mobile
crisis response?
Del Norte has some unspent MHSA funds that may be used to support elements of this plan as well as the other crisis system enhancements identified through this assessment and action plan.

Community is the people you live, play and work
with. Are there community-based groups that
already respond to mental health and/or SUD
crises? How knowledgeable is your community
about mental health and SUD issues? Does your
community support the idea of mobile crisis
response?
Del Norte has a relative strength with the kind and compassionate communities that exist within the County. There are also a number of community based organizations and partners described above that will continue to be a tremendous resource as the County continues to build out their crisis system, including the CCMU programming.

Organizations are the structures we work in.

Consider the following:
a. How would mobile crisis response align with
existing county mission, vision and values?
b. How would mobile crisis response operate
within county organizational policies and
practices?
c. Are there any policy obstacles or naysayers?
Many of the organizations that participate in crisis services were members of the Behavioral Health Collaborative, including the hospital Emergency Department and law enforcement. The crisis services identified are based on the shared vision and values of the collective group, and they have identified the areas where additional policy or procedural work will be necessary, including creating a new job classification for mobile crisis staff that work outside of business hours as well as MOUs between dispatch, law enforcement, and the CCMU programs that outline their procedural agreements in terms of cross-training, responding jointly and separately, and safety protocols.

In the table below, describe the additional resources you need to address the behavioral health challenges you’ve identified.

What do you need? Your Responses
People – Do you need more staff? More volunteers? Better training for staff? Do you need to learn more about best practices in mobile crisis response? Do you need more
engaged stakeholders/partners? Other?
The primary resource need for staff is training around mobile crisis response and community crisis response. There will also be a need to hire staff to provide mobile crisis services and determine clinical supervisor protocols given that the team may not always include licensed clinical staff.

Funding – includes the things that money buys. Do you need computers, software, vans, office space, promotion and
publicity of programs? Other?
Del Norte will use the entirety of the base allocation to purchase the mobile crisis vehicle and obtain training for staff and community members in mobile crisis and community crisis response. The County has already applied for funding from the CareStar Foundation to continue the collaborative workgroup through the implementation phase. The County is also planning to apply for BHCIP funds in order to develop a Mental Health Urgent Care and is considering applying for funds for a crisis respite, as well.

Community – On a 1-10 scale, with 1 being “the community is largely in denial,” and 10 being “the community enthusiastically supports the development of mobile crisis response” where is your community? How can you “move” people “up” the scale? Do you have community champions?
The community appears to wholeheartedly support the vision that all people deserve mobile crisis services wherever they are in a way that promotes recovery and protects public safety. The challenge that this action plan seeks to address is to engage community in being a part of the solution by becoming mental health aid first responders or community crisis responders. To this end, the action plan outlines the outreach and engagement, available trainings, and supports and incentives to encourage people to take an active role in supporting their friends and neighbors who may experience a mental health crisis.

This is in addition to the formal mobile crisis unit detailed in the proceeding action plan.

Organizations – how could you address mismatches between aims of mobile crisis response and existing county mission, vision, and values – if there are any mismatches? How can you help nay-sayers become yeah-sayers?
There are not any opponents to the mobile crisis services and supports planned through this process. Rather, there are some organizations that have not yet been fully engaged in the process, such as the volunteer firefighters or crisis response teams. We anticipate their cooperation and participation, and we understand that outreach, engagement, and education take time; continuing to nurture those relationships is a part of the action plan itself.

Findings – At the end of your resource assessment through gathering of quantitative and qualitative data, you must synthesize data to describe the need for mobile crisis service in your community. These findings should identify models and best practices that are relevant and applicable in your community, needs and resources for mobile crisis services in your community, consideration of how mobile crisis response will fit into other crisis or non-crisis services within your community, and how mobile crisis will link with other system transformations currently underway.

The findings from this Needs Assessment led to Del Norte County in collaboration with the behavioral health collaborative to make a series of recommendations to address the need for crisis services in the region.

There were a few overarching findings in the Needs Assessment that highlighted that the County has needs that fall both within CCMU planning as well as those that should be planned and funded separately. Specifically, • This assessment identified a need for both prevention services to avert crises as well as intervention services when someone is experiencing a crisis.
• There is an overreliance on the jail and emergency department because of a shortage of other options to take people in crisis.

Needs Assessment data indicate a substantial number of people who might be able to receive crisis services in the community, were the services available, that would avert the need to go to the emergency department.

As a response to these findings, the collaborative defined a series of recommendations for services that would be explored outside of CCMU. As shown in the Table below, these include exploring options that include places to go such as a mental health urgent care and crisis respite; in-home crisis respite for children and families; and a Short Term Residential Therapeutic Program (STRTP) for youth with higher level needs.

Recommendations Outside of CCMU Planning
Adults
Mental Health
Urgent Care
Re-define same day service team and clinic
space to create a mental health urgent care
Del Norte is working
internally on exploring
options.

Crisis Respite Open a non-licensed place to go after hours until mental health urgent care opens up
HHS staff to meet with
respite provider from another
County
Youth
In Home Crisis
Respite
Train crisis staff to provide in-home support
after hours until the crisis more fully resolves or
until business hours.

Del Norte exploring the
possibility of expanding
behavioral health services
STRTP/CCRP Create a STRTP with a small number of
Children’s Crisis Residential beds.

HHS is doing preliminary
outreach to Child Welfare
and Juvenile Probation to
see if there may be interest
in partnering
Within CCMU planning, the Needs Assessment led to the collaborative establishing three goals for crisis services and related objectives.

Goal 1: Reduce the number of people experiencing crisis Objective 1.1: Partner with Open Door to augment existing “outpost clinic” currently serving people at high risk for crisis.

Objective 1.2: Partner with community organizations to formalize peer mentor crisis prevention services.

Goal 2: Provide crisis services to individuals wherever they are Objective 2.1: Provide mobile crisis services to individuals in the Greater Crescent City area.

Objective 2.2: Partner with Crisis Response Teams and other first responders to become mental health first aid responders.

Goal 3: Build community capacity to respond to crises.

Objective 3.1: Train community leaders to support crisis response, with a focus in outlying areas.

Objective 3.2: Blanket outlying communities with community crisis response training, with a focus in outlying areas.

These form the basis for the subsequent work planning in the final collaborative meetings where the collaborative team built out progress measure, action steps, and a timeframe for each objective.

Implementation Plan
To create your Implementation Plan, consider first creating a planning group. This group will advise you, help you define your goals and objectives, and help you prioritize needs and services. Good members of a planning group are similar to the stakeholders and key informants you already interviewed in your assessment. Your planning group should also include some of the staff you work with as well as those who will be implementing the services you hope to fund.

An Implementation Plan should include
• An introduction and summary of the assessment (overview) • A detailed implementation plan with goals, objectives, progress measures, timeframes and action steps • A dissemination plan
• A sustainability plan
• A deliverable schedule
Implementation Plan Overview
The mission of this work is to provide crisis support where people already are in the moments when they most need them from people who they trust in a way that promotes recovery and protects public safety and is a prudent use of resources. This is grounded in the belief that all services should facilitate access and promote equity, including ensuring the capacity to serve individuals who are experiencing a co-occurring substance use disorder and/or homelessness.

The Del Norte CCMU Action Plan includes three primary components:

1. Crisis Prevention Services that seek to engage individuals who are at high risk for experiencing a crisis in services and reduce the likelihood that they will experience a crisis.

2. Mobile Crisis Services that can respond in and around Crescent City as well as leveraging the network of existing crisis responders in outlying areas to equip them to respond within their home communities.

3. Build community capacity to become mental health first aid responders within their own communities and reduce the avoidable use of emergency services when community support would suffice.

The purpose of these programs is to ensure that formal supports are available for those that need them and also strengthen communities to support their friends and neighbors when access to outlying communities is limited.

Goals and Objectives
The goals and objectives of the CCMU Project are grounded in the mission, values, and rationale described in the preceding section.

Goal 1: Reduce the number of people experiencing crisis ▪ Objective 1.1: Partner with Open Door to augment existing “outpost clinic” currently serving people at high risk for crisis. ▪ Objective 1.2: Partner with community organizations to formalize peer mentor crisis prevention services.

Goal 2: Provide crisis services to individuals wherever they are ▪ Objective 2.1: Provide mobile crisis services to individuals in the Greater Crescent City area. ▪ Objective 2.2: Partner with Crisis Response Team and other first responders to become mental health first aid responders.

Goal 3: Build community capacity to respond to crises.
o Objective 3.1: Train community leaders to support crisis response, with a focus in outlying areas. o Objective 3.2: Blanket outlying communities with community crisis response training, with a focus in outlying areas.

The progress measures, action steps, and timeframe for each goal and associated objectives immediately follow.

Goal 1: Reduce the number of people experiencing crisis In order to prevent people from experiencing crises whenever possible, the Collaborative wants to ensure crisis prevention measures are developed alongside crisis intervention services. To that end, the Behavioral Health Department is collaborating with Open Door to augment their existing outpost health clinic that currently serves people at high risk for crisis. Each entity is committed to expanding the reach of the outpost clinic, and the details of what is feasible are to be worked out. The goal is to increase the number of days of operation and bring in a behavioral health specialist to the existing Sunday clinic. Once each party has identified what is feasible for their organization, they will work together to develop an MOU that includes detailed information on the services that will be offered, as well as the staffing, workflow, and reimbursement model. This work should be complete by the end of September 2023.

The County of Del Norte also plans to partner with community organizations to formalize peer mentor services. Existing providers such as Mission Possible, provide informal peer support through an informal ambassador program where point people in encampments take on leadership roles and check on each other; however, this program has not been able to provide any formal support or incentives. The County intends to build on these opportunities and bring together an initial cohort of peer mentors who can provide support in the community, including homeless encampments, to people most at risk of experiencing crisis.

Objectives Progress Measures Action Steps Timeframe
Objective 1.1:

Partner with Open
Door to augment
existing outpost
health clinic currently
serving people at
high risk for crisis
- Additional
day(s) of
service
- Mental health
services at
existing clinic
- Final decision
about what
expansion will
look like.
- Inclusion of crisis
prevention
efforts in MHSA
plan.
- Executed MOU
for augmented
clinic.

Open Door to explore if expanding the days of
operation would be financially viable with Partnership
Health Plan billing
3/31/23
Del Norte County to explore feasibility of providing
behavioral health specialist to existing Sunday clinic
3/31/23
Del Norte County to consider funding outreach and
engagement position during the MHSA CPP process
6/30/23
Negotiate MOU, including services, staffing,
workflow, and reimbursement model
9/30/23
Objective 1.2:

Partner with
community
organizations to
formalize peer
mentor crisis
prevention services.
- Fully developed
concept for pilot
project
- Formation of
initial cohort of
peer mentors
- Executed MOU
for pilot project
Meet with existing providers to flush out concept,
design, and resource needs
3/31/23
Identify a small cohort of initial crisis ambassadors 6/30/23 Negotiate MOU, including services, staffing support,
and resource needs
9/30/23
Goal 2: Provide crisis services to individuals wherever they are To support crisis service availability across the county, Del Norte will utilize a two pronged approach. For the Greater Crescent City area, the County is pursuing a traditional mobile crisis response model in collaboration with the Sheriff’s Office and Crescent City Police. These partners are fully committed to the collaborative effort and will meet over the next six months to develop an MOU, which will include policies and procedures to follow for deploying crisis response, including when one agency responds alone, as well as when and how they will respond jointly. In addition to the more traditional mobile crisis response model, the County also plans to partner with their Crisis Response Teams and other first responders to become mental health first aid responders. These trained individuals will provide frontline support for people experiencing mental health crises in the Greater Crescent City area and in outlying areas where it would take longer for the mobile crisis van to travel and provide support. Details of this work, including how mental health first aid responders will coordinate with mobile crisis, are to be determined over the course of the year.

Objectives Progress Measures Action Steps Timeframe
Objective 2.1:

Provide mobile
crisis services to
individuals in the
Greater Crescent
City area.
- Vehicle
- Vendor selection
- Vehicle purchase
- Vehicle
modifications
complete
- Executed MOU
- Draft and final
written guidance
- Collateral
materials available
- Staffing
- Approved job
descriptions
- Staff hired
- Staff trained
Vehicle: Finalize specifications, identify vendor for
vehicle and modifications, stock with needed supplies
and materials.
9/30/23
MOU: Meet with LEAs, dispatch, and other first
responders to collectively design the MOU, negotiate
specific details of the agreement, draft and execute MOU between HHS and LEAs.
7/31/23
Policy, Procedure, and Protocol Development: Draft
and finalize written guidance for deploying crisis
response when any agency responds alone and for when
and how to respond jointly.
9/30/23
Materials Development: Develop education and
outreach materials to share with partners, community
members, and other stakeholders about mobile crisis
services, including print and electronic versions as well as press releases and talking points for earned media.
8/31/23
Staffing: Draft job descriptions; engage in county
process to recruit, hire, and onboard mobile crisis staff; onboard and train staff to mobile crisis
9/30/23
Objective 2.2:

Partner with Crisis
Response Team
and other first
responders to
become mental
health first aid
responders
- Ongoing meetings
with CRT and
other first
responders
- Executed MOU
- Training
- Final MH First Aid
Responder
curriculum
- Training event plan
and schedule
- Training event(s)
occur
Initial Partnership: Meet with Crisis Response Team to
explore partnership.
3/31/23
MOU: Meet with CRT and any other participating first
responder groups to collectively design the MOU,
negotiate specific details of the agreement, draft and
execute MOU.
6/30/23
Training: Finalize training curriculum to include Mental Health First Aid and Community Crisis Response, plan
training event(s), recruit participants, provide training to participating first responders.
9/30/23
Ongoing Partnership: Explore potential for fire to
participate after program is established.
12/31/23
Goal 3: Build community capacity to respond to crises
In addition to the two pronged crisis response approach outlined in Goal 2, the Collaborative identified a need to have dedicated response tailored to the needs of outlying areas in Del Norte County. To this end, the County intends to identify, recruit, and train community leaders to support crisis response, especially in outlying areas, and to blanket outlying communities with community crisis response trainings. The Behavioral Health Branch, with support from Collaborative partners, will develop an outreach and engagement plan for identifying and recruiting community leaders to support crisis response, as well as plan, schedule, and implement trainings, and develop ongoing communication and support mechanisms to support Goal 3.

Objectives Progress Measures Action Steps Timeframe
Objective 3.1:

Train community
leaders to support
crisis response,
with a focus in
outlying areas
- Identification of first
cohort of
participating
community leaders
- Finalized training
curriculum and
training plan
- Collateral materials
Partnership Development: Develop outreach and engagement plan, including list of potential participants; outreach to potential participants; solidify commitments.
6/30/23
Training and Coordination: Plan, schedule, and implement trainings; plan and implement ongoing communication and support mechanisms, including recognition; engage in data collection for trainings.
9/30/23
Materials Development: Develop outreach materials, resource guide, partnership agreement form, other training materials. 6/30/23
Objective 3.2:

Blanket outlying
communities with
community crisis
response training.
- Identification of first
cohort of
participating
community
members
Community Building: Support community leaders to expand their reach by inviting more community to participate; outreach to additional community members.
9/30/23
Training and Coordination: Plan, schedule, and implement trainings for community members; plan and implement ongoing communication and support mechanisms, including recognition; engage in data collection for trainings.
12/31/23
Dissemination Plan
Many counties, cities, tribes, agencies and community groups do great work, but don’t typically toot their own horns. If you want to build a sustainable program (see the next section), it’s helpful to let your community and funders know what you’re doing. In the table below, describe steps you will take to disseminate news about your mobile crisis response. Consider traditional as well as social media. Include a timeframe and the responsible party. You can make your dissemination plan as detailed as you like, but it’s also OK to just list the major steps along the way.

The County’s overarching mobile crisis program is grounded in community engagement and capacity building, and envisions dissemination as one element of a larger community outreach and education campaign to build the capacity of communities to 1) better understand mental health crisis, 2) more easily access available resources, and 3) increase the number of individuals who are willing and able to serve as mental health first aid responders. The below activities represent a multi-purpose, multi-pronged approach that outreaches, educates, and engages community members through:
❖ Direct contact with formal and informal presentations with existing meetings and community groups (i.e., schools and parent organizations, faith-based organizations, other health and social service organizations, other first responders) ❖ Print and television media through press releases, articles, and filmed interviews ❖ Social media campaign
The County has not allocated funds to purchase airtime and is planning to leverage earned media for the CCMU dissemination activities.

Steps for Dissemination Timeframe Party Responsible
Develop outreach and engagement plan 6/30/23 DHHS
Develop collateral materials re: mobile crisis services 6/30/23 DHHS Develop outreach materials (invitations, flyers, welcome packets, social media posts) 6/30/23 DHHS Develop educational materials (PPTs, handouts, resource guide, social media posts) 6/3023 DHHS Draft media materials (interview guide, talking points, press release, social media posts) 6/30/23 DHHS Schedule interviews and presentations (community groups, print and tv media outlets) Ongoing DHHS Engage in dissemination activities Ongoing DHHS and all Partners Sustainability Plan
The truth about grant funding is that it eventually ends. If you want your mobile crisis response to outlive its funding, you have to plan for sustainability, and the time to start planning for sustainability is when you’re in the planning stage. The key to sustaining programs is that the more your community supports what you’re doing, the louder their collective voice grows to keep your programs going. Aside from applying for additional funding, here are ways that can help build a sustainable mobile crisis response:
• Engaging stakeholders at every step in the planning and implementation stages • Promoting public awareness
• Cultivating community champions and partners
• Recruiting new partners
• Training stakeholders and community members
• Institutionalizing services
In the table below, please describe your sustainability plan. List steps you plan to take to build a sustainable program along with a timeframe for implementing those steps and the party responsible for doing so. Please add more rows as needed
The Behavioral Health Collaborative, convened by Del Norte Department of Health and Human Services, has already applied for funding from the CareStar Foundation. Sutter Coast Hospital submitted the Letter of Intent in December of 2022 requesting funds to support the ongoing work of the Collaborative and continue the workgroup meetings to support action plan implementation. Through the funding development process, the Local Emergency Medical Services Agency (LEMSA) and Del Norte Ambulance signed on as new ongoing members of the collaborative, if the CareStar application is approved.

Steps toward Sustainability Party responsible Timeframe Continue Behavioral Health Collaborative meetings to support implementation Convener: Sutter/DHHS Participants: All Members Ongoing
Build community capacity to participate (See Goal #3) Lead: DHHS Ongoing MHSA Funding
• Include CCMU action plan in MHSA three year CPP process • Engage MHSA Stakeholders in CCMU implementation and ongoing development
• Engage MHSOAC for technical assistance in INN project development DHHS 3/30/2023
BHCIP Funding
• Submit request for additional base allocation funding • Consider application for Round 6 to support Mental Health Urgent Care and Crisis Respite facility development
DHHS 4/15/23
Continue to engage other jurisdictions and first responders in this process • City and town leadership
• Fire departments
• Other local law enforcement agencies (Fire Department, CHP and other local law enforcement agencies)
DHHS, Crescent City PD,
Sheriff Ongoing
Benchmarks
In the table below, please indicate the next steps you need to take before beginning to implement your mobile crisis response plan. What needs to happen for you to move forward? Include a timeframe and party responsible.

Please add rows as needed.

Next steps Timeframe Party Responsible
Meet with CRT Liaison 3/30/23 Shiann Hogan, DHHS
Present Action Plan to Board of Supervisors with Additional CCMU Allocation Request 04/25/2023 Ranell Brown, DHHSShiann Hogan, DHHS Identify DHHS Analyst to coordinate CCMU plan implementation 3/30/23 Shiann Hogan, DHHS

DEL NORTE COUNTY REGIONAL AIRPORT

JACK MCNAMARA FIELD (CEC)
RUNWAY 18-36 REHABILITATION, MARKING, AND

LIGHTING UPGRADE PROJECT

CAL-ORE
"Experience and Dedication
Yen Ean Etepend Eln"
Life Flight
/\ division of REACH Air Medical Holdings
February 15, 2023
JPA Members
Border Coast Regional Airport Authority
1650 Dale Rupert Road, Suite 100
Crescent City, CA 95531
Dear JPA Members,
As you are aware, Cai-Ore Life Flight is the locally based emergency air ambulance provider based at the Crescent City Airport (CEC). We, along with other providers, in total transport an estimated 1,000+ patients per year from CEC to destinations throughout CA and OR. Those patients represent approximately 50% Del Norte County residents, 35% Curry County residents, and 15% travelers/tourists from other areas.

CEC is the only fully certified IFR airport in the area, with longer runaways and precision approaches. Many Curry County patients are ground transported to CEC and then flown to higher level care, due to the weather and/or wet runway restrictions at the smaller, nearby airports (Brookings and Gold Beach).

We understand the Border Coast Regional Airport Authority (BCRAA) is considering grant funding to rehabilitate runway 18-36 at CEC, requiring an approximate $400,000 match, which is a considerable commitment. However, please be advised that due to the challenging weather environment producing strong crosswinds, Runways 18-36 are an essential part of rapidly transporting patients to higher level hospitals. Thus, these runways are used frequently to mitigate the crosswinds, allowing for safer overall operations.

As a reminder, the CEC airport runways were originally designed to be misaligned with the prevailing winds to provide "real world" crosswind training to military pilots.

We strongly support BCRAA's effort to undertake this project and would encourage you to seek the ability to source the match funding needed to keep these runways operational.

Dan Brattain, VP
Administrative Office
PO Box 1986
31 I Cove Road
Brookings, Oregon 974 1 5
800-761-5183
541-469-7911
54 1 -469-45 1 8 Fax www.cal-ore.com t^camts

MINUTES
Crescent City Housing Authority

REGULAR MEETING
JANUARY 17, 2023 AT 6:00 P.M.

FLYNN CENTER, 981 H STREET, CRESCENT CITY, CA 95531
CALL TO ORDER Chair Wright called the meeting to order at 6:30 p.m.

ROLL CALL Directors present: Director Ray Altman, Director Jason Greenough, Director Kelly Schellong, Vice-Chair Blake Inscore and Chairman Isaiah Wright
Staff present: City Manager Eric Wier, City Attorney Martha Rice, Board Secretary Robin Altman and Housing Authority Executive Director Megan Miller

CONSENT CALENDAR

8. Meeting Minutes
• Recommendation: Approve the December 19, 2022 meeting minutes of the Crescent City Housing Authority

9. Authorization of Project Based Vouchers (PBV) Housing Assistance Payment (HAP) Contract Between CCHA and Synergy Valhalla
• Recommendation: Approve Resolution No. HA2023-01, A RESOLUTION TO

APPROVE THE EXECUTIVE DIRECTOR TO ENTER INTO A HOUSING

ASSISTANCE PAYMENT (HAP) CONTRACT WITH SYNERGY VALHALLA, EFFECTIVE 2/1/23
On a motion by Vice-Chair Inscore, seconded by Director Greenough, and carried 4-1 with Director Schellong abstaining, the Crescent City Housing Authority adopted the consent calendar consisting of items 8-9 as presented.

ADJOURNMENT
There being no further business to come before the Crescent City Housing Authority, Chair Wright adjourned the meeting at 6:31 p.m. to the next meeting of Monday, February 21, 2023 at 6:00 p.m. in the Board Chambers of the Flynn Center, 981 H Street, Crescent City, CA ATTEST:
_______________________
Robin Altman
City Clerk/Administrative Analyst

HOUSING AUTHORITY AGENDA REPORT
TO: CHAIR WRIGHT AND BOARD DIRECTORS
FROM: ERIC WIER, CITY MANAGER
BY: MEGAN MILLER, HOUSING DIRECTOR
DATE: MARCH 20, 2023
SUBJECT: ANNUAL PLAN SUBMISSION FY23
______________________________________________________________________

RECOMMENDATION
• Open public hearing
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Close public hearing
• Approve and adopt Resolution No. HA2023-02, A RESOLUTION OF

CRESCENT CITY HOUSING AUTHORITY APPROVING AND AUTHORIZING EXECUTION OF THE FY23 PHA ANNUAL PLAN AND CERTIFYING

COMPLIANCE OF THE PLAN AND ITS RELATED REGULATIONS TO THE

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

BACKGROUND
The PHA Plan is a comprehensive guide to public housing agency (PHA) policies, programs, operations, and strategies for meeting local housing needs and goals. There are two parts to the PHA Plan: the 5-Year Plan, which the PHA develops once every 5th fiscal year (our last 5-Year Plan was completed in 2020) and the Annual Plan, which is prepared by the PHA every year. The Annual Plan is designed to keep the public, the Board, and HUD updated on the PHA’s progress in meeting the goals that were established in the 5-Year Plan, and to identify changes in administrative policies, agency priorities, or new activities where they may have occurred since the time of the last Plan submission.

The Annual Plan is submitted to HUD on a streamlined template which includes specific Plan elements and information on where certain Plan elements that are not required to be reviewed by HUD can be obtained locally. The entire PHA Plan, including all required elements, is made available locally at the Crescent City Housing Authority office and on the City website.

The Plan consists of several components, including the disclosure of financial resources, policy changes, and certification of compliance. A progress statement on the goals outlined in the most recent 5-Year Plan is also included.

FISCAL IMPACT
NONE

ATTACHMENTS
• HUD Form 50075-HP Streamlined Annual PHA Plan Template • Statement of Housing Needs and Strategy for Addressing Housing Needs • Deconcentration Policy
• Statement of Financial Resources for FY23
• Significant Amendment Definition
• Resolution No. HA2023-02: PHA Certification of Compliance with PHA Plans and Related Regulations including Required Civil Rights Certifications (HUD-Form 50077-HCV-HP) to be signed by Chair Wright
• Certification by State or Local Official of PHA Plans Consistency with the Consolidated Plan or State Consolidated Plan (HUD-Form 50077-SL) to be signed by Chair Wright
• Resident Advisory Board and Housing Advisory Commission letter of recommendation to Board for approval of proposed PHA Plan Streamlined Annual
PHA Plan
(HCV Only PHAs)
U.S. Department of Housing and Urban Development
Office of Public and Indian Housing
OMB No. 2577-0226
Expires 03/31/2024