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Agenda, closed session, second session

Crescent City City Council
December 4, 2023

Document
Agenda, closed session, second session
Meeting
December 4, 2023
Body
Crescent City City Council
Pages
8
Original file
17.0 MB
Text extracted from the city's file for reading and search. Open the original on evogov.s3.us-west-2.amazonaws.com. That file is the official record.

1 | P a g e
12/4/23 COUNCIL AGENDA

CITY OF CRESCENT CITY
Mayor Blake Inscore Mayor Pro Tem Ray Altman
Council Member Jason Greenough Council Member Kelly Schellong Council Member Isaiah Wright
MONDAY DECEMBER 4, 2023 6:00 P.M.

CLOSED SESSION BEGINS AT 5:00 P.M.

OPEN SESSION BEGINS AT 6:00 P.M.

This meeting will be held in person at the location listed above. The City will provide alternative methods of participation for the convenience of the public. The City does not, however, guarantee that there will not be technological issues or interruptions. The public is hereby notified that if there is a technological issue with Zoom or YouTube, the meeting will continue in person as scheduled. The public may access and participate in the public meeting using one or more of the following methods:
1) The meeting will be streamed via Zoom (details below). The direct Zoom link will also be posted on the City of Crescent City website (www.crescentcity.org). During the meeting, public comment may be made by using the raise hand feature on Zoom; ZOOM PHONE NUMBER: 1 (253) 215-8782 ZOOM WEBINAR ID: 854 0318 1573 MUTE / UNMUTE PRESS *6 RAISE HAND PRESS *9
2) The meeting will also be streamed on YouTube (channel: City of Crescent City, California), public comment may be made by calling in to the meeting using the Zoom phone number; 3) Public comments may also be made in advance by submitting written comment via [email protected] or by filing it with the City Clerk at 377 J Street, Crescent City, California, 95531. All public comments (via email or mail) must be received by the City Clerk prior to 12:00 p.m. the day of the meeting. Please identify the meeting date and agenda item to which your comment pertains in the subject line. Public comments so received will be forwarded to the City Council and posted on the website next to the agenda. Written public comments will not be read aloud during the meeting.

Notice regarding Americans with Disabilities Act: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in the meeting, please contact the City Clerk’s office at (707)464-7483, ext. 223. Notification 48 hours before the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.102-

35.104 ADA Title II]. For TTYDD use for speech and hearing impaired, please dial 711. A full agenda packet may be reviewed at City Hall, 377 J Street, Crescent City, CA or on our website:
www.crescentcity.org
AGENDA

REGULAR MEETING OF THE

CITY COUNCIL OF THE CITY OF CRESCENT CITY

FLYNN CENTER BOARD CHAMBERS
981 H STREET
CRESCENT CITY, CA 95531
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12/4/23 COUNCIL AGENDA

CLOSED SESSION
Call to order
Roll call

CLOSED SESSION PUBLIC COMMENT PERIOD

CLOSED SESSION
Conference with Real Property Negotiator: Eric Wier (Gov. Code § 54956.8) • APN 118-360-007-000
Conference with Legal Counsel – Existing Litigation (Gov. Code § 54956.9) • Linda Sutter v. Tri-Agency EDA, et al. (Del Norte Superior Court Case No. CVPT-2023- 1261)
• 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 § 54956.9(c)): 8 cases

REPORT OUT OF CLOSED SESSION

OPEN SESSION
Call to order
Roll call
Pledge of Allegiance

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
• Police Chief Commendation for CHP Sgt. Rick Borges and Sgt. Brandy Gonzalez • Kim Smith Retirement
• Service above Self Proclamation
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12/4/23 COUNCIL AGENDA

CONSENT CALENDAR

1. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period November 4, 2023 through November 17, 2023.

2. Council Meeting Minutes
• Recommendation: Approve the November 20, 2023 meeting minutes for the City Council.

3. Payroll Report
• Recommendation: Receive and file the biweekly payroll report for the period ending November 18, 2023, paid November 22, 2023.

4. 2024 Regular City Council Meeting Calendar
• Recommendation: Approve and adopt Resolution No. 2023-83, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY ADOPTING THE 2024

REGULAR CITY COUNCIL MEETING CALENDAR

5. Code Enforcement Legal Services Budget Amendment
• Recommendation: Approve and adopt Resolution No. 2023-84, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24 BUDGET OF THE CITY OF CRESCENT CITY

6. Budget-to-Actual Financial Reports for October 2023
• Recommendation: Receive and file budget-to-actual financial reports of the City’s major operating funds for Fiscal Year 2023-24 as of October 31, 2023

7. Storm Drain Master Plan Professional Services Agreement • Recommendation: Ratify the City Manager’s execution and approval of a revised Professional Services Agreement with GHD, Inc. to implement the Storm Drain Master Plan Project

REPORTS AND PRESENTATIONS

8. California Community Schools in Del Norte – Lisa Howard and Jeff Harris • Recommendation: Receive presentation
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Take action as necessary and appropriate
PUBLIC HEARING - None
CONTINUING BUSINESS - None
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12/4/23 COUNCIL AGENDA

NEW BUSINESS

9. Phase 2 of Cultural Center / Joint Visitor’s Center Evaluation • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comments
• Further Council discussion
• Direct City staff to bring back for Council approval an amendment to the Greenworks Agreement and associated budget amendment in the not to exceed net cost to the City of $62,770 for Phase 2 of the Cultural Center evaluation to become a joint visitor center

10. Tsunami Landing Plaza Design Option and Hours of Operation • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Direct City staff to pursue design options to provide more versatility of use by creating better access and more space for events
• Direct City staff to pursue time-of-use restrictions

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.)

ADJOURNMENT
Adjourn to the regular meeting of the City Council of the City of Crescent City on Monday, December 18, 2023 at 6:00 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531.

POSTED:

November 30, 2023
/s/ Robin Altman
City Clerk/Administrative Analyst
Vision:

11. 2024 Boards and Committee Appointments
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Confirm the Mayor’s appointments 2024 Boards and Committees 5 | P a g e
12/4/23 COUNCIL AGENDA
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 Council of the City of Crescent City declared December 3, 2018 as Fire Chief Steve Wakefield Day in honor of his personal motto “service above self” and proclaimed the first Monday of every December as “Service Above Self Day”; and WHEREAS, Chief Steve Wakefield began his career with the Crescent Fire and Rescue in 1976 as a volunteer firefighter and has served his community in the fire department for a total of 42 years including 23 years as Chief; and
WHEREAS, Chief Wakefield was the primary driving force for joining the Crescent City Volunteer Fire Department and the Crescent Protection Fire District personnel to a centralized strength, while maintaining exceptional service; and
WHEREAS, Chief Wakefield led Crescent Fire and Rescue administratively and operationally with an exceptional amount of pride and passion, always leading from his heart to meet the emergency response needs of the community it serves; and
WHEREAS, he was always responsive to individuals’ physical and emotional pain while offering grace and mercy for every person’s emergency; and
WHEREAS, the City of Crescent City is grateful for the passion and dedication shown by Chief Wakefield for his many years of service; and
WHEREAS, on April 26, 2019, Chief Wakefield lost his courageous battle and left an incredible legacy for all citizens of Crescent City and Del Norte County; and WHEREAS, during the Smith River Complex Fire EOC Activation, Debra Wakefield and Cindy Henderson exemplified the essence of what this award symbolizes. They immediately responded to the disaster and volunteered countless hours their time to assist the community. Their years of experience were invaluable and were critically needed for a successful EOC. Without their leadership, expertise, and knowledge, the Smith River Complex Fire EOC would not have been as efficacious for the community; and
NOW THEREFORE, BE IT PROCLAIMED, that the City Council of the City of Crescent City hereby recognizes Debra Wakefield and Cindy Henderson for their endless dedication of service to our community.

SERVICE ABOVE SELF PROCLAMATION
________________________
Mayor Blake Inscore
Accounts Payable
User:

Printed:
[email protected]
11/21/2023 3:33 PM
Checks by Date - Summary by Check Number
Check No Vendor No Vendor Name Check Date Void Checks Check Amount ACH EDDTAX State of California EDD TAX Auto Pay 11/06/2023 0.00 1,425.79 ACH FITTAX FIT Payroll Taxes Auto Pay 11/06/2023 0.00 4,562.99 ACH EDDTAX State of California EDD TAX Auto Pay 11/13/2023 0.00 5,319.54 ACH FITTAX FIT Payroll Taxes Auto Pay 11/13/2023 0.00 23,471.09 ACH PERS2 Public Emp Retirement Sys 11/13/2023 0.00 35,673.38 ACH PERS1 PERS Health 11/06/2023 0.00 84,943.46
ACH EDDTAX State of California EDD TAX Auto Pay 11/17/2023 0.00 24.37 ACH FITTAX FIT Payroll Taxes Auto Pay 11/17/2023 0.00 840.66 44283 CALORE AirMedCare 11/06/2023 0.00 38.00
44284 AMFAM American Family Life 11/06/2023 0.00 1,410.79 44285 AMLIF Ameritas Life Ins. Corp. 11/06/2023 0.00 5,475.84 44286 CLEA California Law Enforcement Association 11/06/2023 0.00 324.00 44287 REDWMO Kevin J Caldwell MD Inc 11/06/2023 0.00 300.00 44288 MYERSS Myers-Stevens & Toohey Co Inc 11/06/2023 0.00 3,239.00 44289 PARS PARS, Public Agency Retirement 11/06/2023 0.00 300.00 44290 zcajusta ST CA Dept Of Justice 11/06/2023 0.00 32.00 44291 STANDAI Standard Insurance Company 11/06/2023 0.00 2,693.22 44292 VISION Vision Service Plan 11/06/2023 0.00 1,376.10 444293 CASTATE CA State Disbursement Unit 11/13/2023 0.00 358.12 444294 WAMUTU Crescent City Employees Association 11/13/2023 0.00 70.00 444295 CCPOLI Crescent City Police Officer's Association 11/13/2023 0.00 550.00 444296 ICMARE Mission Square 11/13/2023 0.00 5,039.01
444297 ATTClets A T & T Corp 11/16/2023 0.00 204.90
444298 AECOM AECOM Technical Services Inc 11/16/2023 0.00 1,573.52 444299 AMAZON Amazon Capital Services, Inc 11/16/2023 0.00 2,259.77 444300 UB*05009 MARIA BETTENCOURT 11/16/2023 0.00 84.26 444301 BLUEST Blue Star Gas Associates 11/16/2023 0.00 14.67 444302 BOOKCTR BookingCenter.com LLC 11/16/2023 0.00 150.00 444303 BORGES2 Borges & Mahoney Inc. 11/16/2023 0.00 1,892.92 444304 CURRYE Brad Coleman Inc 11/16/2023 0.00 56.29
444305 BROVBar Barbara Brovelli-Moon 11/16/2023 0.00 88.00 444306 CRENNE C Renner Petroleum Inc 11/16/2023 0.00 6,934.49 444307 CANON Canon Solutions America Inc 11/16/2023 0.00 371.21 444308 CAREYK Kevin Carey 11/16/2023 0.00 158.70
444309 CHANCSho Shonna Chancellor 11/16/2023 0.00 58.30 444310 CHARTEC Charter Communications 11/16/2023 0.00 834.90 444311 CHEMTROL Chemtrol 11/16/2023 0.00 440.18
444312 CORDAid Aiden Corder 11/16/2023 0.00 75.00
444313 DAILYT Country Media Inc. 11/16/2023 0.00 85.00
444314 COWI COWI North America, Inc. 11/16/2023 0.00 29,030.86 444315 CPI CPI-International Inc 11/16/2023 0.00 1,515.76 444316 DNSOLI County of Del Norte 11/16/2023 0.00 653.44 444317 DELARMRi Richard Delarm 11/16/2023 0.00 95.00
444318 MISSVS Virginia Delatorre 11/16/2023 0.00 1,050.00 444319 DELLMA Dell Marketing LP 11/16/2023 0.00 1,083.03 444320 UB*05879 DN CO SHERIFF OFFICE 11/16/2023 0.00 145.48 444321 EFFDEL Efficiency Delivery LLC 11/16/2023 0.00 30.00 AP Checks by Date - Summary by Check Number (11/21/2023 3:33 PM) Page 1 Check No Vendor No Vendor Name Check Date Void Checks Check Amount 444322 ELDRKc K.C. Eldridge 11/16/2023 0.00 7.72
444323 ENGLUN Englund Marine Supply Co. 11/16/2023 0.00 402.30 444324 EUREKAO Eureka Oxygen Co. 11/16/2023 0.00 201.37 444325 UB*05877 TERRI FASSIO 11/16/2023 0.00 248.95
444326 FASTENAL Fastenal Company 11/16/2023 0.00 384.73 444327 FLOWSCI Flow Science Incorporated 11/16/2023 0.00 2,500.00 444328 UB*05873 GAIL FORSBERG 11/16/2023 0.00 210.03
444329 UB*05876 ALAN FRANCISCUS 11/16/2023 0.00 192.91
444330 VERIZO2 Frontier California Inc 11/16/2023 0.00 3,872.68 444331 G.H. Out G.H. Outreach 11/16/2023 0.00 500.00
444332 GALLTitu Titus Gall 11/16/2023 0.00 148.50
444333 UB*05881 HORTENSIA GARZA 11/16/2023 0.00 250.00
444334 NAPA GDMI ENT INC 11/16/2023 0.00 2,079.75
444335 GEORGE George Petty Inc 11/16/2023 0.00 182.78
444336 GLOVERDe Dennis Glover 11/16/2023 0.00 267.85
444337 GRAING Grainger 11/16/2023 0.00 1,996.75
444338 GRIFFINR Richard Griffin 11/16/2023 0.00 274.28
444339 HACHCO Hach Company Inc 11/16/2023 0.00 138.56
444340 HAMWSG Hambro WSG Inc 11/16/2023 0.00 17,990.48
444341 USABLUEB HD Supply, Inc. 11/16/2023 0.00 415.21
444342 HUFFMANW William Huffman 11/16/2023 0.00 200.00
444343 IDEXX IDEXX Distribution Inc. 11/16/2023 0.00 2,880.34 444344 INDUSTST Industrial Steel & Supply Co., Inc 11/16/2023 0.00 27.93 444345 INFOSEND Infosend Inc. 11/16/2023 0.00 1,932.23
444346 INTOXI Intoximeters Inc 11/16/2023 0.00 2,305.86 444347 UB*05874 CHRISTOPHER KATRI 11/16/2023 0.00 49.48 444348 BICOASTA KPOD, LLC. 11/16/2023 0.00 360.00
444349 LEIGHTOA Andrew Leighton 11/16/2023 0.00 132.46
444350 LOPEZA Anthony Lopez 11/16/2023 0.00 274.28
444351 THRIFT Malcolm Kelly Inc. 11/16/2023 0.00 433.38 444352 MEYERSPO Meyers Police K-9 Training, LLC 11/16/2023 0.00 8,450.00 444353 MINGESD Dan Minges 11/16/2023 0.00 478.14
444354 MISSIO Mission Linen Supply 11/16/2023 0.00 317.18 444355 NCCENT NCL of Wisconsin Inc 11/16/2023 0.00 920.32 444356 NCLAB North Coast Laboratories LTD 11/16/2023 0.00 235.00 444357 NORTJes Jessica Norton 11/16/2023 0.00 300.00
444358 FRANKO Orca Heating & Refrigeration Inc 11/16/2023 0.00 465.00 444359 OREILLY O'Reilly Auto Enterprises LLC 11/16/2023 0.00 136.81 444360 OTIS E Otis Elevator Company Inc 11/16/2023 0.00 348.94 444361 MENDES Pacific Packaging & Supply Co Inc 11/16/2023 0.00 134.87 444362 PAMPLGAB Gabriel Pamplona 11/16/2023 0.00 16,778.75 444363 HITECHSE Pinger Industries, Inc. 11/16/2023 0.00 1,064.97 444364 PLATTPAC Platt Pacific Company 11/16/2023 0.00 10.61 444365 POPOVICG Gregory Popovich 11/16/2023 0.00 150.00 444366 QUADLEAS Quadient Leasing USA, Inc 11/16/2023 0.00 234.16 444367 UB*05878 JUDY REYNOLDS 11/16/2023 0.00 42.22
444368 SANDERSD Daniel Sanders 11/16/2023 0.00 274.28
444369 SPRING SBRK Finance Holdings, Inc 11/16/2023 0.00 2,482.80 444370 UB*05880 CORINA SCHOBERT 11/16/2023 0.00 96.74
444371 SCOTTSal Sally Scott 11/16/2023 0.00 75.00
444372 UB*05875 ESISABETH SEILER 11/16/2023 0.00 192.78 444373 SHNCON SHN Consulting Engineers & Geologists Inc 11/16/2023 0.00 19,904.69 444374 SOUTHERN Southern Oregon Wireless Inc 11/16/2023 0.00 225.00 444375 DNOFFI Debra Stover 11/16/2023 0.00 150.18
444376 REDDGUN Tyler Thompson 11/16/2023 0.00 1,999.87
444377 TIDEWA Tidewater Contractors Inc 11/16/2023 0.00 347,353.10 444378 CALCARDS US Bank Corporate Pmt Systems 11/16/2023 0.00 925.53 AP Checks by Date - Summary by Check Number (11/21/2023 3:33 PM) Page 2 Check No Vendor No Vendor Name Check Date Void Checks Check Amount 444379 ETERNALC Kong Vue 11/16/2023 0.00 6,502.00
444380 WHITTBra Brandy Whitten 11/16/2023 0.00 150.00
444381 CANON Canon Solutions America Inc 11/16/2023 0.00 76.04 444382 CIVICA Civica Law Group APC 11/16/2023 0.00 3,352.14 444383 PACPOW PacifiCorp 11/16/2023 0.00 9,254.56
444384 ICMARE Mission Square 11/17/2023 0.00 3,887.03
Report Total (110 checks): 0.00 694,182.56
AP Checks by Date - Summary by Check Number (11/21/2023 3:33 PM) Page 3 AP
11-04-23 to 11-17-23 Council
User: [email protected]
Printed: 11/21/2023 3:32:45 PM
Check Numbe Check Date Acct 1 Description Amount Selected For Void 0 11/6/2023 610-000-2173-00000 Nov 23 Premiums (Active) 78,267.90 False 0 11/6/2023 630-000-4125-00000 Nov 23 Premiums (Retirees) 6,379.00 False 0 11/6/2023 001-111-4125-00000 Nov 23 - Admin Fees (Active) 250.46 False 0 11/6/2023 630-111-4409-00000 Nov 23 - Admin Fees (Retirees) 46.10 False 0 11/6/2023 610-000-2185-00000 PR Batch 00111.11.2023 State Income Tax 1,425.79 False 0 11/6/2023 610-000-2189-00000 PR Batch 00111.11.2023 Federal Income Tax 4,119.71 False 0 11/6/2023 610-000-2188-00000 PR Batch 00111.11.2023 Medicare Employee Portion 221.64 False 0 11/6/2023 610-000-2188-00000 PR Batch 00111.11.2023 Medicare Employer Portion 221.64 False 0 11/13/2023 610-000-2187-00000 PR Batch 00111.11.2023 Survivor Benefit 0.93 False 0 11/13/2023 610-000-2187-00000 PR Batch 00111.11.2023 ER PERS Contribution 374.59 False 0 11/13/2023 610-000-2185-00000 PR Batch 00011.11.2023 State Income Tax 2,419.10 False 0 11/13/2023 610-000-2185-00000 PR Batch 00001.11.2023 State Income Tax 2,900.44 False 0 11/13/2023 610-000-2189-00000 PR Batch 00001.11.2023 Federal Income Tax 10,048.15 False 0 11/13/2023 610-000-2188-00000 PR Batch 00011.11.2023 Medicare Employer Portion 1,262.31 False 0 11/13/2023 610-000-2188-00000 PR Batch 00011.11.2023 Medicare Employee Portion 1,262.31 False 0 11/13/2023 610-000-2188-00000 PR Batch 00001.11.2023 Medicare Employer Portion 1,625.53 False 0 11/13/2023 610-000-2188-00000 PR Batch 00001.11.2023 Medicare Employee Portion 1,625.53 False 0 11/13/2023 610-000-2189-00000 PR Batch 00011.11.2023 Federal Income Tax 7,647.26 False 0 11/13/2023 610-000-2187-00000 PR Batch 00001.11.2023 EE PERS Contribution 8,086.99 False 0 11/13/2023 610-000-2187-00000 PR Batch 00001.11.2023 Service Credit Purchase 413.20 False 0 11/13/2023 610-000-2187-00000 PR Batch 00011.11.2023 Survivor Benefit 23.89 False 0 11/13/2023 610-000-2187-00000 PR Batch 00011.11.2023 ER PERS Contribution 9,191.93 False 0 11/13/2023 610-000-2187-00000 PR Batch 00001.11.2023 Survivor Benefit 36.27 False 0 11/13/2023 610-000-2187-00000 PR Batch 00011.11.2023 EE PERS Contribution 7,161.34 False 0 11/13/2023 610-000-2187-00000 PR Batch 00011.11.2023 -180.01 False 0 11/13/2023 610-000-2187-00000 PR Batch 00111.11.2023 EE PERS Contribution 224.64 False 0 11/13/2023 610-000-2187-00000 PR Batch 00001.11.2023 ER PERS Contribution 10,339.61 False 0 11/17/2023 610-000-2189-00000 PR Batch 00911.11.2023 Federal Income Tax 356.38 False 0 11/17/2023 610-000-2188-00000 PR Batch 00911.11.2023 Medicare Employee Portion 242.14 False 0 11/17/2023 610-000-2185-00000 PR Batch 00911.11.2023 State Income Tax 24.37 False 0 11/17/2023 610-000-2188-00000 PR Batch 00911.11.2023 Medicare Employer Portion 242.14 False 44283 11/6/2023 001-230-4125-00000 Pro-rated memberships - Fire 38.00 False 44284 11/6/2023 610-000-2174-00000 Nov 23 Premiums - Acct # Q9377 1,410.79 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 1 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 44285 11/6/2023 610-000-2177-00000 Nov 23 Premiums - Acct # 010-21636 00001 5,475.84 False 44286 11/6/2023 610-000-2179-00000 Nov 23 Premiums 324.00 False 44287 11/6/2023 001-230-4407-00000 DMV w/Registry- Fire - ACCT # 22949 200.00 False 44287 11/6/2023 001-470-4407-00000 Pre-employment testing - PW - ACCT # 22949 100.00 False 44288 11/6/2023 610-000-2179-00000 Nov 23 Premiums 126.00 False 44288 11/6/2023 001-230-4125-00000 VOL FF Life & Disability Insurance Premiums 3,113.00 False 44289 11/6/2023 630-111-4409-00000 Aug 23 Admin Fees 300.00 False 44290 11/6/2023 001-470-4407-00000 Fingerprinting - PW 32.00 False 44291 11/6/2023 610-000-2179-00000 Nov 23 Premiums - Policy # 00 639849 0001 2,693.22 False 44292 11/6/2023 610-000-2175-00000 Nov 23 Premiums - Acct # 12003309 / 3185880 1,376.10 False 444293 11/13/2023 610-000-2170-00000 PR Batch 00001.11.2023 Child Support-CA 158.76 False 444293 11/13/2023 610-000-2170-00000 PR Batch 00001.11.2023 Child Support CA Flat Amt 2 103.36 False 444293 11/13/2023 610-000-2170-00000 PR Batch 00001.11.2023 Child Support-CA 96.00 False 444294 11/13/2023 610-000-2184-00000 PR Batch 00011.11.2023 CCEA Monthly Dues 10.00 False 444294 11/13/2023 610-000-2184-00000 PR Batch 00001.11.2023 CCEA Monthly Dues 55.00 False 444294 11/13/2023 610-000-2184-00000 PR Batch 00111.11.2023 CCEA Monthly Dues 5.00 False 444295 11/13/2023 610-000-2181-00000 PR Batch 00011.11.2023 CCPOA Dues 550.00 False 444296 11/13/2023 610-000-2178-00000 Plan # 300878 439.22 False 444296 11/13/2023 610-000-2186-00000 Plan # 306752 175.42 False 444296 11/13/2023 610-000-2178-00000 Plan # 300878 1,125.00 False 444296 11/13/2023 610-000-2186-00000 Plan # 306752 204.90 False 444296 11/13/2023 610-000-2178-00000 Plan # 300878 2,215.00 False 444296 11/13/2023 610-000-2186-00000 Plan # 306752 836.51 False 444296 11/13/2023 610-000-2186-00000 Plan # 306752 42.96 False 444297 11/16/2023 001-240-4230-00000 Clets Line Maintenance - 10/01/-10/31 204.90 False 444298 11/16/2023 901-480-4799-2020S Swimming pool boiler, HVAC, dehumidification - 09/30-10/27 1,573.52 False 444299 11/16/2023 001-480-4390-00000 Fall activity kits 62.07 False 444299 11/16/2023 001-251-4390-00000 Outlet tester 43.27 False 444299 11/16/2023 001-480-4390-00000 Misc games and puzzles 435.25 False 444299 11/16/2023 508-508-4390-00000 Post lift pads 85.46 False 444299 11/16/2023 420-115-4390-00000 HDMI Cableader 12.96 False 444299 11/16/2023 001-120-4310-00000 Toner cartridge 99.51 False 444299 11/16/2023 413-120-4310-00000 Laserjet toner cartridge 43.30 False 444299 11/16/2023 001-120-4310-00000 Laserjet toner cartridge 43.29 False 444299 11/16/2023 419-120-4310-00000 Rubber bands, money tray, envelopes 30.56 False 444299 11/16/2023 001-240-4390-00000 Disposable gloves 365.96 False 444299 11/16/2023 001-240-4530-00000 Mouthguards 23.80 False 444299 11/16/2023 419-120-4310-00000 Laserjet toner cartridge 43.30 False 444299 11/16/2023 001-120-4310-00000 Rubber bands, money tray, envelopes 30.55 False 444299 11/16/2023 001-240-4530-00000 Pants/shorts 105.00 False 444299 11/16/2023 413-120-4310-00000 Rubber bands, money tray, envelopes 30.55 False 444299 11/16/2023 412-120-4310-00000 CH Office Supplies 0.71 False 444299 11/16/2023 001-350-4310-00000 CH Office Supplies 2.60 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 2 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444299 11/16/2023 419-371-4310-00000 CH Office Supplies 4.31 False 444299 11/16/2023 001-113-4310-00000 CH Office Supplies 3.30 False 444299 11/16/2023 001-313-4310-00000 CH Office Supplies 1.71 False 444299 11/16/2023 001-471-4310-00000 CH Office Supplies 0.36 False 444299 11/16/2023 001-251-4310-00000 CH Office Supplies 0.88 False 444299 11/16/2023 413-352-4310-00000 CH Office Supplies 0.53 False 444299 11/16/2023 413-130-4310-00000 CH Office Supplies 0.71 False 444299 11/16/2023 412-100-4310-00000 CH Office Supplies 1.06 False 444299 11/16/2023 413-357-4310-00000 CH Office Supplies 2.01 False 444299 11/16/2023 001-120-4310-00000 CH Office Supplies 6.09 False 444299 11/16/2023 001-250-4310-00000 CH Office Supplies 0.77 False 444299 11/16/2023 419-120-4310-00000 CH Office Supplies 6.74 False 444299 11/16/2023 001-364-4310-00000 CH Office Supplies 1.18 False 444299 11/16/2023 001-112-4310-00000 CH Office Supplies 0.89 False 444299 11/16/2023 419-130-4310-00000 CH Office Supplies 0.71 False 444299 11/16/2023 001-470-4310-00000 CH Office Supplies 0.65 False 444299 11/16/2023 420-115-4310-00000 CH Office Supplies 6.85 False 444299 11/16/2023 413-111-4310-00000 CH Office Supplies 1.13 False 444299 11/16/2023 413-353-4310-00000 CH Office Supplies 1.12 False 444299 11/16/2023 413-120-4310-00000 CH Office Supplies 6.74 False 444299 11/16/2023 001-114-4310-00000 CH Office Supplies 3.49 False 444299 11/16/2023 001-130-4310-00000 CH Office Supplies 0.88 False 444299 11/16/2023 419-111-4310-00000 CH Office Supplies 1.12 False 444299 11/16/2023 001-111-4310-00000 CH Office Supplies 0.73 False 444299 11/16/2023 001-111-4310-00000 CH Office Supplies 1.18 False 444299 11/16/2023 413-111-4310-00000 CH Office Supplies 0.69 False 444299 11/16/2023 419-130-4310-00000 CH Office Supplies 0.44 False 444299 11/16/2023 001-130-4310-00000 CH Office Supplies 0.54 False 444299 11/16/2023 001-113-4310-00000 CH Office Supplies 2.03 False 444299 11/16/2023 001-313-4310-00000 CH Office Supplies 1.05 False 444299 11/16/2023 413-130-4310-00000 CH Office Supplies 0.43 False 444299 11/16/2023 413-353-4310-00000 CH Office Supplies 0.69 False 444299 11/16/2023 413-120-4310-00000 CH Office Supplies 4.13 False 444299 11/16/2023 413-357-4310-00000 CH Office Supplies 1.23 False 444299 11/16/2023 001-471-4310-00000 CH Office Supplies 0.22 False 444299 11/16/2023 001-480-4310-00000 CH Office Supplies 0.47 False 444299 11/16/2023 419-111-4310-00000 CH Office Supplies 0.69 False 444299 11/16/2023 001-470-4310-00000 CH Office Supplies 0.40 False 444299 11/16/2023 001-364-4310-00000 CH Office Supplies 0.73 False 444299 11/16/2023 419-371-4310-00000 CH Office Supplies 2.65 False 444299 11/16/2023 413-352-4310-00000 CH Office Supplies 0.32 False 444299 11/16/2023 001-112-4310-00000 CH Office Supplies 0.54 False 444299 11/16/2023 508-508-4310-00000 Wall calendars/planners 33.59 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 3 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444299 11/16/2023 001-251-4310-00000 CH Office Supplies 0.54 False 444299 11/16/2023 001-250-4310-00000 CH Office Supplies 0.47 False 444299 11/16/2023 419-120-4310-00000 CH Office Supplies 4.13 False 444299 11/16/2023 412-100-4310-00000 CH Office Supplies 0.65 False 444299 11/16/2023 001-120-4310-00000 CH Office Supplies 3.74 False 444299 11/16/2023 420-115-4310-00000 CH Office Supplies 4.21 False 444299 11/16/2023 001-114-4310-00000 CH Office Supplies 2.14 False 444299 11/16/2023 419-371-4390-00000 NanoStation X2 279.83 False 444299 11/16/2023 001-350-4310-00000 CH Office Supplies 1.60 False 444299 11/16/2023 412-120-4310-00000 CH Office Supplies 0.43 False 444299 11/16/2023 001-480-4310-00000 CH Office Supplies 0.77 False 444299 11/16/2023 419-120-4310-00000 Toner cartridge 99.51 False 444299 11/16/2023 413-120-4310-00000 Toner cartridge 99.51 False 444299 11/16/2023 420-115-4390-00000 Gaming monitor 118.11 False 444300 11/16/2023 419-000-2110-00000 Refund Check 109771-001, 555 REDDY AVE 84.26 False 444301 11/16/2023 419-371-4220-00000 Finance Charge - Acct # 02-1062483 14.67 False 444302 11/16/2023 412-100-4409-00000 Monthly License Fee - Oct 23 150.00 False 444303 11/16/2023 419-371-4390-00000 Chlorine pump rebuild kits for leak repair at chlorination build 1,892.92 False 444304 11/16/2023 001-470-4390-00000 Chainsaw Fluids 56.29 False 444305 11/16/2023 001-000-3221-00000 Cancellation (partial) - Conf # 4620 8.00 False 444305 11/16/2023 412-000-3570-00000 Cancellation (partial) - Conf # 4620 80.00 False 444306 11/16/2023 001-240-4330-00000 Fuel for Patrol Cars - ACCT# 0215111 1,125.00 False 444306 11/16/2023 001-240-4330-00000 Fuel for Patrol Cars - ACCT# 0215111 2,073.78 False 444306 11/16/2023 508-508-4330-00000 FY24 Annual Diesel and Gas for City facilities - ACCT# 215 3,735.71 False 444307 11/16/2023 506-506-4390-00000 Copier service - 10/25-11/24 27.86 False 444307 11/16/2023 506-506-4390-00000 Copier service - 09/25-10/24 343.35 False 444308 11/16/2023 001-230-4530-00000 10/13-10/15/23 - Sacramento - CA FF's Memorial Ceremony - FINAL 158.70 False 444309 11/16/2023 412-000-3570-00000 Cancellation w/less than 72 hours notice - Conf # 4879 53.00 False 444309 11/16/2023 001-000-3221-00000 Cancellation w/less than 72 hours notice - Conf # 4879 5.30 False 444310 11/16/2023 001-114-4230-00000 Internet Service - 13.65 False 444310 11/16/2023 412-100-4230-00000 Internet Service - 169.98 False 444310 11/16/2023 001-470-4230-00000 Internet Service - 2.94 False 444310 11/16/2023 413-353-4230-00000 Internet Service - 4.41 False 444310 11/16/2023 419-371-4230-00000 broadband for security 89.99 False 444310 11/16/2023 419-371-4230-00000 Internet Service - 15.74 False 444310 11/16/2023 001-240-4230-00000 Internet Service - 169.98 False 444310 11/16/2023 413-352-4230-00000 broadband for security 104.98 False 444310 11/16/2023 001-120-4230-00000 Internet Service - 28.35 False 444310 11/16/2023 419-120-4230-00000 Internet Service - 25.62 False 444310 11/16/2023 419-111-4230-00000 Internet Service- 4.41 False 444310 11/16/2023 413-120-4230-00000 Internet Service - 27.30 False 444310 11/16/2023 001-480-4230-00000 Internet Service - 2.94 False 444310 11/16/2023 001-471-4230-00000 Internet Service - 2.94 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 4 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444310 11/16/2023 001-251-4230-00000 Internet Service - 6.09 False 444310 11/16/2023 413-352-4230-00000 Internet Service - 11.13 False 444310 11/16/2023 001-313-4230-00000 Internet Service - 3.78 False 444310 11/16/2023 001-113-4230-00000 Internet Service - 13.65 False 444310 11/16/2023 001-350-4230-00000 Internet Service - 10.08 False 444310 11/16/2023 413-111-4230-00000 Internet Service- 3.99 False 444310 11/16/2023 001-364-4230-00000 Internet Service - 4.62 False 444310 11/16/2023 420-115-4230-00000 Internet Service - 13.64 False 444310 11/16/2023 001-250-4230-00000 Internet Service - 1.68 False 444310 11/16/2023 412-100-4230-00000 Internet Service - 4.62 False 444310 11/16/2023 001-111-4230-00000 Internet Service - 5.04 False 444310 11/16/2023 419-371-4230-00000 broadband for security 89.99 False 444311 11/16/2023 001-480-4390-00000 Sensor 440.18 False 444312 11/16/2023 001-480-3716-00000 Pool rental refund 75.00 False 444314 11/16/2023 901-364-4799-00114 Bank Stabilization consultant contract 29,030.86 False 444315 11/16/2023 413-351-4390-00000 Annual Microbiology Supplies FY24 1,515.76 False 444316 11/16/2023 001-364-4225-10025 Solid Waste Disposal - Oct 23 92.14 False 444316 11/16/2023 001-470-4225-00000 Solid Waste Disposal - Oct 23 86.61 False 444316 11/16/2023 412-100-4225-00000 Solid Waste Disposal - Oct 23 10.79 False 444316 11/16/2023 506-506-4225-00000 Solid Waste Disposal - Oct 23 408.16 False 444316 11/16/2023 419-371-4225-00000 Solid Waste Disposal - Oct 23 55.74 False 444317 11/16/2023 412-000-3570-00000 Cancellation w/ 72 hours notice - Conf # 4790 86.36 False 444317 11/16/2023 001-000-3221-00000 Cancellation w/ 72 hours notice - Conf # 4790 8.64 False 444318 11/16/2023 412-100-4450-00000 Janitorial Service for RV Park Restrooms (6 weeks) 1,050.00 False 444319 11/16/2023 001-230-4312-00000 Workstation for CCFR Admin 1,083.03 False 444320 11/16/2023 419-000-2110-00000 Refund Check 102749-000, 160 MARINE WAY 145.48 False 444321 11/16/2023 419-371-4470-00000 Sample delivery to North Coast Labs for WW & DW FY24 30.00 False 444322 11/16/2023 412-000-3570-00000 Cancellation w/ 72 hours notice - Conf # 4255 7.02 False 444322 11/16/2023 001-000-3221-00000 Cancellation w/ 72 hours notice - Conf # 4255 0.70 False 444323 11/16/2023 413-353-4390-00000 Jacket/Pants 96.53 False 444323 11/16/2023 001-364-4390-10025 Jacket/Pants 96.53 False 444323 11/16/2023 419-371-4390-00000 Jacket/Pants 96.53 False 444323 11/16/2023 506-506-4390-00000 Boots 37.57 False
444323 11/16/2023 001-470-4390-00000 Boots 37.57 False
444323 11/16/2023 419-371-4390-00000 Boots 37.57 False
444324 11/16/2023 001-230-4390-00000 Cylinder rentals x 11 201.37 False 444325 11/16/2023 419-000-2110-00000 Refund Check 103815-001, 125 BECKY CT 248.95 False 444326 11/16/2023 413-353-4390-00000 Safety/PW Supplies 64.13 False 444326 11/16/2023 001-470-4390-00000 Safety/PW Supplies 64.10 False 444326 11/16/2023 001-364-4390-10025 Safety/PW Supplies 64.13 False 444326 11/16/2023 419-371-4390-00000 Safety/PW Supplies 64.13 False 444326 11/16/2023 508-508-4390-00000 Safety/PW Supplies 64.10 False 444326 11/16/2023 506-506-4390-00000 Safety/PW Supplies 64.14 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 5 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444327 11/16/2023 919-371-4799-37101 Surge Tank Design Assistance 2,500.00 False 444328 11/16/2023 419-000-2110-00000 Refund Check 110709-000, 585 EL DORADO ST 210.03 False 444329 11/16/2023 419-000-2110-00000 Refund Check 109107-000, 101 SMUGGLERS COVE WAY 192.91 False 444330 11/16/2023 001-471-4230-00000 City Hall Shared Phone- 6.49 False 444330 11/16/2023 001-480-4230-00000 707-464-6940 monthly phone 119.44 False 444330 11/16/2023 420-115-4230-00000 City Hall Shared Phone- 125.63 False 444330 11/16/2023 001-470-4230-00000 707 465-4405 downstairs fax 1.00 False 444330 11/16/2023 419-120-4230-00000 707-465-6208 monthly phone 47.55 False 444330 11/16/2023 001-111-4230-00000 707 465-4405 downstairs fax 1.72 False 444330 11/16/2023 413-353-4230-00000 City Hall Shared Phone- 20.58 False 444330 11/16/2023 001-471-4230-00000 707 465-4405 downstairs fax 1.01 False 444330 11/16/2023 001-112-4230-00000 City Hall Shared Phone - 16.24 False 444330 11/16/2023 001-251-4230-00000 City Hall Shared Phone- 16.25 False 444330 11/16/2023 508-508-4230-00000 707-464-9565 monthly phone 217.64 False 444330 11/16/2023 419-111-4230-00000 707 465-4405 downstairs fax 1.51 False 444330 11/16/2023 413-130-4230-00000 City Hall Shared Phone- 13.00 False 444330 11/16/2023 001-471-4230-00000 707 465-1719 upstairs fax 0.99 False 444330 11/16/2023 001-364-4230-00000 707 465-1719 upstairs fax 1.55 False 444330 11/16/2023 001-364-4230-00000 City Hall Shared Phone- 21.66 False 444330 11/16/2023 413-352-4230-00000 707 465-4405 downstairs fax 3.80 False 444330 11/16/2023 001-240-4230-00000 707-464-2133 monthly phone 315.85 False 444330 11/16/2023 001-471-4230-00000 707-465-3914 monthly phone 99.93 False 444330 11/16/2023 001-350-4230-00000 707 465-1719 upstairs fax 3.38 False 444330 11/16/2023 001-114-4230-00000 City Hall Shared Phone - 63.90 False 444330 11/16/2023 413-352-4230-00000 Treatment Plant Phone: 465-3054 231.99 False 444330 11/16/2023 413-111-4230-00000 707 465-1719 upstairs fax 1.33 False 444330 11/16/2023 001-250-4230-00000 707 465-1719 upstairs fax 0.56 False 444330 11/16/2023 413-352-4230-00000 707 465-1719 upstairs fax 3.73 False 444330 11/16/2023 001-470-4230-00000 City Hall Shared Phone- 11.91 False 444330 11/16/2023 419-371-4230-00000 City Hall Shared Phone- 79.06 False 444330 11/16/2023 413-120-4230-00000 707 465-1719 upstairs fax 9.14 False 444330 11/16/2023 419-120-4230-00000 707 465-1719 upstairs fax 8.58 False 444330 11/16/2023 419-111-4230-00000 City Hall Shared Phone- 20.58 False 444330 11/16/2023 001-350-4230-00000 707-464-9506 monthly phone 286.57 False 444330 11/16/2023 001-113-4230-00000 707 465-4405 downstairs fax 4.65 False 444330 11/16/2023 420-115-4230-00000 707 465-1719 upstairs fax 4.57 False 444330 11/16/2023 001-120-4230-00000 City Hall Shared Phone - 111.55 False 444330 11/16/2023 001-250-4230-00000 707 465-4405 downstairs fax 0.57 False 444330 11/16/2023 412-100-4230-00000 707 465-4405 downstairs fax 1.57 False 444330 11/16/2023 001-350-4230-00000 City Hall Shared Phone- 47.65 False 444330 11/16/2023 420-115-4230-00000 707 465-4405 downstairs fax 4.66 False 444330 11/16/2023 001-471-4230-00000 Cult Cntr Elev Alrm 707-464-4582 98.65 False 444330 11/16/2023 413-353-4230-00000 707 465-4405 downstairs fax 1.50 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 6 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444330 11/16/2023 001-111-4230-00000 707 465-1719 upstairs fax 1.69 False 444330 11/16/2023 001-113-4230-00000 City Hall Shared Phone - 60.65 False 444330 11/16/2023 413-120-4230-00000 707 465-4405 downstairs fax 9.31 False 444330 11/16/2023 001-480-4230-00000 Pool Phone 465-5761 - 170.68 False 444330 11/16/2023 413-351-4230-00000 707 465-5275 Lab Phone Line 188.72 False 444330 11/16/2023 412-100-4230-00000 City Hall Shared Phone- 13.00 False 444330 11/16/2023 001-364-4230-00000 707 465-4405 downstairs fax 1.57 False 444330 11/16/2023 413-120-4230-00000 707-464-6517 monthly phone 35.17 False 444330 11/16/2023 419-120-4230-00000 707-464-6517 monthly phone 35.16 False 444330 11/16/2023 001-130-4230-00000 City Hall Shared Phone - 16.25 False 444330 11/16/2023 419-371-4230-00000 707 465-4405 downstairs fax 5.37 False 444330 11/16/2023 412-100-4230-00000 707 465-1719 upstairs fax 1.55 False 444330 11/16/2023 001-480-4230-00000 City Hall Shared Phone- 14.08 False 444330 11/16/2023 001-114-4230-00000 707 465-1719 upstairs fax 4.57 False 444330 11/16/2023 001-120-4230-00000 707 465-1719 upstairs fax 9.49 False 444330 11/16/2023 001-470-4230-00000 707 465-1719 upstairs fax 0.98 False 444330 11/16/2023 001-313-4230-00000 City Hall Shared Phone- 31.40 False 444330 11/16/2023 001-251-4230-00000 707 465-4405 downstairs fax 2.07 False 444330 11/16/2023 001-120-4230-00000 707 465-4405 downstairs fax 9.67 False 444330 11/16/2023 419-120-4230-00000 707 465-4405 downstairs fax 8.73 False 444330 11/16/2023 413-352-4230-00000 City Hall Shared Phone- 9.75 False 444330 11/16/2023 001-114-4230-00000 707 465-4405 downstairs fax 4.65 False 444330 11/16/2023 001-250-4230-00000 City Hall Shared Phone- 14.08 False 444330 11/16/2023 001-350-4230-00000 707 465-4405 downstairs fax 3.44 False 444330 11/16/2023 412-120-4230-00000 City Hall Shared Phone- 19.50 False 444330 11/16/2023 001-313-4230-00000 707 465-4405 downstairs fax 1.29 False 444330 11/16/2023 001-480-4230-00000 707 465-1719 upstairs fax 0.99 False 444330 11/16/2023 413-120-4230-00000 City Hall Shared Phone- 123.47 False 444330 11/16/2023 419-130-4230-00000 City Hall Shared Phone- 12.99 False 444330 11/16/2023 001-313-4230-00000 707 465-1719 upstairs fax 1.27 False 444330 11/16/2023 413-111-4230-00000 City Hall Shared Phone- 20.58 False 444330 11/16/2023 001-251-4230-00000 707 465-1719 upstairs fax 2.04 False 444330 11/16/2023 419-371-4230-00000 707 465-1719 upstairs fax 5.27 False 444330 11/16/2023 413-352-4230-00000 WWTP phone 335.54 False 444330 11/16/2023 001-480-4230-00000 707 465-4405 downstairs fax 1.00 False 444330 11/16/2023 413-357-4230-00000 City Hall Shared Phone- 36.82 False 444330 11/16/2023 413-353-4230-00000 707 465-1719 upstairs fax 1.48 False 444330 11/16/2023 419-120-4230-00000 City Hall Shared Phone- 123.47 False 444330 11/16/2023 419-111-4230-00000 707 465-1719 upstairs fax 1.48 False 444330 11/16/2023 413-111-4230-00000 707 465-4405 downstairs fax 1.36 False 444330 11/16/2023 001-113-4230-00000 707 465-1719 upstairs fax 4.57 False 444330 11/16/2023 001-111-4230-00000 City Hall Shared Phone - 21.66 False 444330 11/16/2023 413-120-4230-00000 707-465-6208 monthly phone 47.56 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 7 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444330 11/16/2023 419-371-4230-00000 707-001-0001 SCADA telemetry link 56.83 False 444330 11/16/2023 419-371-4230-00000 Water System Phone Bill 707-1006 - 27.76 False 444330 11/16/2023 419-371-4230-00000 Water System Phone 464-2826 - 96.82 False 444330 11/16/2023 001-240-4230-00000 Radio to Sherriff - 28.85 False 444330 11/16/2023 419-371-4230-00000 707-465-3386 Water Scada Phone 103.38 False 444332 11/16/2023 001-000-3221-00000 Cancellation due to SRC Fire - Conf # 4143 13.50 False 444332 11/16/2023 412-000-3570-00000 Cancellation due to SRC Fire - Conf # 4143 135.00 False 444333 11/16/2023 419-000-2110-00000 Refund Check 110720-001, 263 CALAVERAS ST 250.00 False 444334 11/16/2023 508-508-4390-60003 Fan, alternator 52.00 False 444334 11/16/2023 508-508-4390-60003 Oil filter 22.48 False 444334 11/16/2023 508-508-4390-00000 Belt 54.58 False
444334 11/16/2023 508-508-4390-00000 U Joint 41.31 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 69.24 False 444334 11/16/2023 508-508-4390-00000 Oil filters 138.47 False 444334 11/16/2023 508-508-4390-00000 Combination switch 69.46 False 444334 11/16/2023 508-508-4390-00000 Exactfit Beams 92.58 False 444334 11/16/2023 508-508-4390-00000 Air filters 72.41 False 444334 11/16/2023 508-508-4390-00000 Oil Filter 5.38 False 444334 11/16/2023 508-508-4390-00000 Fluid Filters 48.18 False 444334 11/16/2023 508-508-4390-00000 Oil filter 4.33 False 444334 11/16/2023 508-508-4390-00000 Butane Fuel 26.33 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 325.10 False 444334 11/16/2023 508-508-4390-00000 Tube Dampers 12.97 False 444334 11/16/2023 508-508-4390-00000 Fuel filter 22.45 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 15.52 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 9.75 False 444334 11/16/2023 508-508-4390-00000 Door lock 4.10 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 31.98 False 444334 11/16/2023 508-508-4390-00000 Spark Plug 6.41 False 444334 11/16/2023 508-508-4390-00000 Fuel filter, fluid filter 32.52 False 444334 11/16/2023 508-508-4390-00000 Fluid Filters 56.18 False 444334 11/16/2023 508-508-4390-00000 Oil Filter 26.23 False 444334 11/16/2023 508-508-4390-00000 Seal Filter 30.35 False 444334 11/16/2023 508-508-4390-00000 Fluid Filters 16.43 False 444334 11/16/2023 508-508-4390-00000 Oil, shop towels 37.78 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 8.54 False 444334 11/16/2023 508-508-4390-00000 Cable Tie 109.70 False 444334 11/16/2023 508-508-4390-60003 Water pump, radiator 395.65 False 444334 11/16/2023 413-356-4390-35022 Ignition coil 39.54 False 444334 11/16/2023 508-508-4390-00000 Fluid filters 69.24 False 444334 11/16/2023 508-508-4390-00000 Diatomaceous Earth 13.40 False 444334 11/16/2023 508-508-4390-00000 Exhaust fluid 64.91 False 444334 11/16/2023 508-508-4390-00000 Shift tube 54.25 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 8 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444334 11/16/2023 508-508-4390-00000 Batteries 229.20 False 444334 11/16/2023 508-508-4390-00000 Battery Core Deposit refund -229.20 False 444335 11/16/2023 508-508-4390-00000 Lugs/Wire/Connectors 117.72 False 444335 11/16/2023 508-508-4390-00000 Lugs/Wire 65.06 False 444336 11/16/2023 001-000-3221-00000 Cancellation w/ 72 hours notice - Conf # 4825 24.35 False 444336 11/16/2023 412-000-3570-00000 Cancellation w/ 72 hours notice - Conf # 4825 243.50 False 444337 11/16/2023 001-480-4390-00000 Couplings 38.28 False 444337 11/16/2023 508-508-4390-00000 Spray gun & lance 102.13 False 444337 11/16/2023 001-480-4390-2020S Replacement ADA water fountain 1,856.34 False 444338 11/16/2023 001-240-4530-00000 11/17-11/22/23 Sparks, NV - CNOA Training - per diem 274.28 False 444339 11/16/2023 413-351-4390-00000 Various lab supplies 138.56 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,220.66 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,201.46 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,252.08 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,231.13 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,074.00 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 237.44 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,196.22 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,241.61 False 444340 11/16/2023 413-000-1202-00000 Sludge Hauling 2,335.88 False 444341 11/16/2023 419-371-4390-00000 Wrench Installation Set 415.21 False 444342 11/16/2023 508-508-4320-04320 Boot reimbursement FY 24 200.00 False 444343 11/16/2023 413-351-4390-00000 Annual Microbiology Supplies FY24 322.94 False 444343 11/16/2023 413-351-4390-00000 Annual Microbiology Supplies FY24 2,557.40 False 444344 11/16/2023 508-508-4390-00000 Steel 5/8 Round 27.93 False 444345 11/16/2023 413-120-4240-00000 UB Mailing Service 966.11 False 444345 11/16/2023 419-120-4240-00000 UB Mailing Service 966.12 False 444346 11/16/2023 001-240-4390-00000 4 qty - Alcotest FST sensor equipment 2,305.86 False 444347 11/16/2023 419-000-2110-00000 Refund Check 110129-000, 2350 HOWLAND HILL RD 49.48 False 444348 11/16/2023 001-112-4430-00000 Radio ads - 10/15/23 120.00 False 444348 11/16/2023 001-480-4430-00000 Radio ads - 10/15/23 120.00 False 444348 11/16/2023 412-100-4430-00000 Radio ads - 10/15/23 120.00 False 444349 11/16/2023 419-371-4530-00000 10/19-10/20/23 - Leleta, CA- NCRP Qtryl Meeting - per diem FINAL 132.46 False 444350 11/16/2023 001-240-4530-00000 11/17-11/22/23 Sparks, NV - CNOA Training - per diem 274.28 False 444351 11/16/2023 419-371-4390-00000 PVC water parts 41.06 False 444351 11/16/2023 419-371-4390-00000 Galvanized water parts 267.01 False 444351 11/16/2023 419-371-4390-00000 Rubber Couplings 125.31 False 444352 11/16/2023 001-240-4530-2020S Lodging at facility for 5 week basic academy in April 2024 2,750.00 False 444352 11/16/2023 001-240-4530-2020S Monthly K9 Maintenance - K9 Koysta 350.00 False 444352 11/16/2023 001-240-4530-00000 Monthly K9 Maintenance- KAI 350.00 False 444352 11/16/2023 001-240-4380-00000 Deposit - Purchase of Police K9 5,000.00 False 444353 11/16/2023 001-251-4530-00000 10/22-10/27/23 - Coasta Mesa, CA - CALBO Training - FINAL 478.14 False 444354 11/16/2023 412-120-4370-00000 City Hall Mats 0.27 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 9 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444354 11/16/2023 001-350-4370-00000 City Hall Mats 0.99 False 444354 11/16/2023 001-480-4370-00000 City Hall Mats 0.29 False 444354 11/16/2023 413-357-4370-00000 City Hall Mats 0.76 False 444354 11/16/2023 419-371-4370-00000 City Hall Mats 1.64 False 444354 11/16/2023 419-120-4370-00000 City Hall Mats 2.56 False 444354 11/16/2023 413-130-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 001-251-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 001-113-4370-00000 City Hall Mats 1.25 False 444354 11/16/2023 001-111-4370-00000 City Hall Mats 0.45 False 444354 11/16/2023 001-120-4370-00000 City Hall Mats 2.31 False 444354 11/16/2023 001-470-4370-00000 City Hall Mats 0.25 False 444354 11/16/2023 412-100-4370-00000 City Hall Mats 0.41 False 444354 11/16/2023 001-313-4370-00000 City Hall Mats 0.65 False 444354 11/16/2023 001-250-4370-00000 City Hall Mats 0.29 False 444354 11/16/2023 419-130-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 419-111-4370-00000 City Hall Mats 0.42 False 444354 11/16/2023 001-130-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 001-471-4370-00000 City Hall Mats 0.14 False 444354 11/16/2023 413-353-4370-00000 City Hall Mats 0.43 False 444354 11/16/2023 420-115-4370-00000 City Hall Mats 2.60 False 444354 11/16/2023 001-364-4370-00000 City Hall Mats 0.44 False 444354 11/16/2023 413-111-4370-00000 City Hall Mats 0.43 False 444354 11/16/2023 001-112-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 419-120-4370-00000 City Hall Mats 2.56 False 444354 11/16/2023 413-352-4370-00000 City Hall Mats 0.21 False 444354 11/16/2023 001-114-4370-00000 City Hall Mats 1.32 False 444354 11/16/2023 413-120-4370-00000 City Hall Mats 2.56 False 444354 11/16/2023 413-351-4320-00000 Laundry Service/Uniforms FY24 22.14 False 444354 11/16/2023 413-353-4320-00000 Laundry Service/Uniforms FY24 31.01 False 444354 11/16/2023 508-508-4320-00000 Laundry Service/Uniforms FY24 30.54 False 444354 11/16/2023 413-351-4320-00000 Laundry Service/Uniforms FY24 15.48 False 444354 11/16/2023 001-113-4370-00000 City Hall Mats 1.25 False 444354 11/16/2023 413-120-4370-00000 City Hall Mats 2.56 False 444354 11/16/2023 001-120-4370-00000 City Hall Mats 2.31 False 444354 11/16/2023 001-364-4370-00000 City Hall Mats 0.44 False 444354 11/16/2023 413-111-4370-00000 City Hall Mats 0.43 False 444354 11/16/2023 001-470-4370-00000 City Hall Mats 0.25 False 444354 11/16/2023 001-111-4370-00000 City Hall Mats 0.45 False 444354 11/16/2023 413-352-4370-00000 City Hall Mats 0.21 False 444354 11/16/2023 412-100-4370-00000 City Hall Mats 0.41 False 444354 11/16/2023 420-115-4370-00000 City Hall Mats 2.60 False 444354 11/16/2023 001-250-4370-00000 City Hall Mats 0.29 False 444354 11/16/2023 001-112-4370-00000 City Hall Mats 0.33 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 10 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444354 11/16/2023 419-111-4370-00000 City Hall Mats 0.42 False 444354 11/16/2023 413-353-4370-00000 City Hall Mats 0.43 False 444354 11/16/2023 001-480-4450-00000 Pool Mats 36.86 False 444354 11/16/2023 001-350-4370-00000 City Hall Mats 0.99 False 444354 11/16/2023 001-471-4370-00000 City Hall Mats 0.14 False 444354 11/16/2023 001-480-4370-00000 City Hall Mats 0.29 False 444354 11/16/2023 419-371-4370-00000 City Hall Mats 1.64 False 444354 11/16/2023 001-480-4450-00000 Pool Mats 36.86 False 444354 11/16/2023 001-114-4370-00000 City Hall Mats 1.32 False 444354 11/16/2023 001-130-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 412-120-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 413-130-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 001-251-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 001-313-4370-00000 City Hall Mats 0.65 False 444354 11/16/2023 419-130-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 413-357-4370-00000 City Hall Mats 0.76 False 444354 11/16/2023 413-357-4370-00000 City Hall Mats 0.76 False 444354 11/16/2023 001-251-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 001-130-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 001-113-4370-00000 City Hall Mats 1.25 False 444354 11/16/2023 419-371-4370-00000 City Hall Mats 1.64 False 444354 11/16/2023 419-111-4370-00000 City Hall Mats 0.42 False 444354 11/16/2023 413-130-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 001-250-4370-00000 City Hall Mats 0.29 False 444354 11/16/2023 001-364-4370-00000 City Hall Mats 0.44 False 444354 11/16/2023 413-120-4370-00000 City Hall Mats 2.56 False 444354 11/16/2023 419-130-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 001-480-4370-00000 City Hall Mats 0.29 False 444354 11/16/2023 001-470-4370-00000 City Hall Mats 0.25 False 444354 11/16/2023 001-114-4370-00000 City Hall Mats 1.32 False 444354 11/16/2023 413-111-4370-00000 City Hall Mats 0.43 False 444354 11/16/2023 001-111-4370-00000 City Hall Mats 0.45 False 444354 11/16/2023 001-112-4370-00000 City Hall Mats 0.33 False 444354 11/16/2023 419-120-4370-00000 City Hall Mats 2.56 False 444354 11/16/2023 001-471-4370-00000 City Hall Mats 0.14 False 444354 11/16/2023 412-100-4370-00000 City Hall Mats 0.41 False 444354 11/16/2023 413-352-4370-00000 City Hall Mats 0.21 False 444354 11/16/2023 001-313-4370-00000 City Hall Mats 0.65 False 444354 11/16/2023 001-350-4370-00000 City Hall Mats 0.99 False 444354 11/16/2023 001-120-4370-00000 City Hall Mats 2.31 False 444354 11/16/2023 413-353-4370-00000 City Hall Mats 0.43 False 444354 11/16/2023 412-120-4370-00000 City Hall Mats 0.27 False 444354 11/16/2023 420-115-4370-00000 City Hall Mats 2.60 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 11 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444354 11/16/2023 413-353-4320-00000 Laundry Service/Uniforms FY24 31.01 False 444354 11/16/2023 413-351-4320-00000 Laundry Service/Uniforms FY24 15.48 False 444354 11/16/2023 508-508-4320-00000 Laundry Service/Uniforms FY24 30.54 False 444355 11/16/2023 413-351-4390-00000 ACS Chemicals, Reagents, equipment, and misc supplies FY24 25.50 False 444355 11/16/2023 413-351-4390-00000 ACS Chemicals, Reagents, equipment, and misc supplies FY24 894.82 False 444356 11/16/2023 413-351-4685-00000 External regulatory lab tests for CCWQL & pretreat reimb 60.00 False 444356 11/16/2023 413-352-4470-00000 External testing for WWTP FY24 175.00 False 444357 11/16/2023 001-480-3716-00000 Pool rental refund 300.00 False 444358 11/16/2023 506-506-4450-00000 Heater Service 465.00 False 444359 11/16/2023 508-508-4390-00000 Creeper 70.35 False 444359 11/16/2023 508-508-4390-60003 Air Filter 66.97 False 444359 11/16/2023 508-508-4390-00000 V-Belt 23.59 False 444359 11/16/2023 508-508-4390-00000 Handle 22.97 False 444359 11/16/2023 508-508-4390-00000 V-Belt RETURN -47.07 False 444360 11/16/2023 001-471-4450-00000 FY24 Elevator Maintenance- 11/01-11/30 348.94 False 444361 11/16/2023 001-350-4370-00000 Janitorial Supplies- City-Wide 15.38 False 444361 11/16/2023 413-352-4370-00000 Janitorial Supplies- City-Wide 5.39 False 444361 11/16/2023 001-251-4370-00000 Janitorial Supplies- City-Wide 0.27 False 444361 11/16/2023 001-240-4370-00000 Janitorial Supplies- City-Wide 5.39 False 444361 11/16/2023 508-508-4370-00000 Janitorial Supplies- City-Wide 6.75 False 444361 11/16/2023 001-120-4370-00000 Janitorial Supplies- City-Wide 2.16 False 444361 11/16/2023 413-120-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 001-111-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 001-114-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 419-120-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 412-100-4370-00000 Janitorial Supplies- City-Wide 5.39 False 444361 11/16/2023 506-506-4370-00000 Janitorial Supplies- City-Wide 5.39 False 444361 11/16/2023 001-470-4370-00000 Janitorial Supplies- City-Wide 60.69 False 444361 11/16/2023 001-471-4370-00000 Janitorial Supplies- City-Wide 5.40 False 444361 11/16/2023 001-113-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 420-115-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 001-313-4370-00000 Janitorial Supplies- City-Wide 0.54 False 444361 11/16/2023 001-480-4370-00000 Janitorial Supplies- City-Wide 13.48 False 444362 11/16/2023 001-364-4390-10025 2x 20' -trip containers delivered to Corp Yard 3,608.34 False 444362 11/16/2023 419-371-4390-00000 2x 20' -trip containers delivered to Corp Yard 3,608.33 False 444362 11/16/2023 913-352-4799-35233 20' 1-trip container delivered to WWTP 5,953.75 False 444362 11/16/2023 413-353-4390-00000 2x 20' -trip containers delivered to Corp Yard 3,608.33 False 444363 11/16/2023 412-100-4450-00000 Alarm monitoring - RV Park - Oct-Dec 119.97 False 444363 11/16/2023 412-100-4450-00000 Intrusion alarm - RV Park 945.00 False 444364 11/16/2023 001-480-4390-00000 Finance charge 10.61 False 444365 11/16/2023 001-471-3530-00000 DEPOSIT REFUND CC CENTER: RCPT# 07914570 11/30 POPOVICH 150.00 False 444367 11/16/2023 419-000-2110-00000 Refund Check 005414-001, 245 MAIDEN LN # 2 42.22 False 444368 11/16/2023 001-240-4530-00000 11/17-11/22/23 - Sparks, NV - CNOA Training - per diem meals 274.28 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 12 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444369 11/16/2023 413-120-4415-00000 Online & IVR UB Payment Service - Oct 23 1,241.40 False 444369 11/16/2023 419-120-4415-00000 Online & IVR UB Payment Service - Oct 23 1,241.40 False 444370 11/16/2023 419-000-2110-00000 Refund Check 112119-000, 1071 GAINARD ST 96.74 False 444371 11/16/2023 001-480-3716-00000 Pool rental refund 75.00 False 444372 11/16/2023 419-000-2110-00000 Refund Check 108225-001, 2604 OLIVER AVE 192.78 False 444373 11/16/2023 001-313-4409-0REAP Task order 4 - REAP planning grant- PE 9/30 8,042.69 False 444373 11/16/2023 001-313-4409-00000 General Planning Services FY24 - PE 9/30 11,862.00 False 444374 11/16/2023 001-230-4390-2020S Factory repair of radio 225.00 False 444375 11/16/2023 001-114-4310-00000 CH Office Supplies 4.73 False 444375 11/16/2023 419-111-4310-00000 CH Office Supplies 1.53 False 444375 11/16/2023 412-120-4310-00000 CH Office Supplies 0.96 False 444375 11/16/2023 001-112-4310-00000 CH Office Supplies 1.20 False 444375 11/16/2023 001-313-4310-00000 CH Office Supplies 2.32 False 444375 11/16/2023 419-371-4310-00000 CH Office Supplies 5.86 False 444375 11/16/2023 419-130-4310-00000 CH Office Supplies 0.96 False 444375 11/16/2023 420-115-4310-00000 CH Office Supplies 9.31 False 444375 11/16/2023 413-130-4310-00000 CH Office Supplies 0.96 False 444375 11/16/2023 001-250-4310-00000 CH Office Supplies 1.04 False 444375 11/16/2023 413-120-4310-00000 CH Office Supplies 9.14 False 444375 11/16/2023 412-100-4310-00000 CH Office Supplies 1.44 False 444375 11/16/2023 001-471-4310-00000 CH Office Supplies 0.48 False 444375 11/16/2023 419-120-4310-00000 CH Office Supplies 9.14 False 444375 11/16/2023 001-470-4310-00000 CH Office Supplies 0.89 False 444375 11/16/2023 413-353-4310-00000 CH Office Supplies 1.53 False 444375 11/16/2023 001-364-4310-00000 CH Office Supplies 1.61 False 444375 11/16/2023 413-111-4310-00000 CH Office Supplies 1.53 False 444375 11/16/2023 001-350-4310-00000 CH Office Supplies 3.53 False 444375 11/16/2023 001-480-4310-00000 CH Office Supplies 1.04 False 444375 11/16/2023 001-251-4310-00000 CH Office Supplies 1.20 False 444375 11/16/2023 413-352-4310-00000 CH Office Supplies 0.72 False 444375 11/16/2023 001-111-4310-00000 CH Office Supplies 1.60 False 444375 11/16/2023 001-113-4310-00000 CH Office Supplies 4.49 False 444375 11/16/2023 001-120-4310-00000 CH Office Supplies 8.26 False 444375 11/16/2023 413-357-4310-00000 CH Office Supplies 2.72 False 444375 11/16/2023 001-130-4310-00000 CH Office Supplies 1.21 False 444375 11/16/2023 419-371-4390-00000 Dry Erase and Organizer 69.98 False 444376 11/16/2023 001-000-1351-00000 GUN LOAN: Shotgun for employee Sgt A. Lopez 2,021.71 False 444376 11/16/2023 001-000-2122-00000 GUN LOAN: Shotgun for employee Sgt A. Lopez - TAX -21.84 False 444377 11/16/2023 901-000-2112-00000 Front Street G to I Storm Drain Project- Sept 23 - RENTAINED -18,281.74 False 444377 11/16/2023 901-364-4799-FSTGI Front Street G to I Storm Drain Project- Sept 23 365,634.84 False 444378 11/16/2023 001-230-4390-00000 Uniforms for Chief Carey 1,000.77 False 444378 11/16/2023 001-000-2122-00000 Uniforms for Chief Carey - Tax -75.24 False 444379 11/16/2023 001-470-4390-POINT Hmong Monument - DEPOSIT 6,502.00 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 13 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444380 11/16/2023 001-480-3716-00000 Pool rental refund 150.00 False 444382 11/16/2023 001-250-4410-00179 Code Enforcement 179 W Essex St 2,484.14 False 444382 11/16/2023 001-250-4410-00200 Code Enforcement 200 A St 868.00 False 444383 11/16/2023 413-357-4210-00000 ITEM 91 Service: 2.08 False 444383 11/16/2023 413-130-4210-00000 ITEM 91 Service: 0.73 False 444383 11/16/2023 001-114-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-240-4210-00000 ITEM 14 Service: 794.50 False 444383 11/16/2023 001-470-4210-00000 ITEM 91 Service: -0.45 False 444383 11/16/2023 001-364-4210-00000 ITEM 12 Service: 0.47 False 444383 11/16/2023 419-371-4210-00000 ITEM 58 Service: -480.90 False 444383 11/16/2023 001-350-4210-00000 ITEM 91 Service: -1.81 False 444383 11/16/2023 001-364-4210-10023 ITEM 88 Service: -225.40 False 444383 11/16/2023 413-130-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-480-4210-00000 ITEM 91 Service: -0.53 False 444383 11/16/2023 413-130-4210-00000 ITEM 12 Service: 0.29 False 444383 11/16/2023 001-313-4210-00000 ITEM 12 Service: 0.69 False 444383 11/16/2023 412-120-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-470-4210-00000 ITEM 12 Service: 0.27 False 444383 11/16/2023 001-114-4210-00000 ITEM 81 Service: -16.35 False 444383 11/16/2023 419-120-4210-00000 ITEM 12 Service: 2.73 False 444383 11/16/2023 419-371-4210-00000 ITEM 12 Service: 1.74 False 444383 11/16/2023 001-470-4210-00000 ITEM 81 Service: 4.53 False 444383 11/16/2023 419-371-4210-00000 ITEM 102 Service: -38.13 False 444383 11/16/2023 001-470-4210-00000 ITEM 98 Service: -26.47 False 444383 11/16/2023 508-508-4210-00000 ITEM 107 Service: -77.11 False 444383 11/16/2023 001-470-4210-00000 ITEM 110 Service: 15.66 False 444383 11/16/2023 001-111-4210-00000 ITEM 91 Service: 1.22 False 444383 11/16/2023 413-352-4210-00000 ITEM 12 Service: -0.14 False 444383 11/16/2023 001-112-4210-00000 ITEM 91 Service: -0.61 False 444383 11/16/2023 419-371-4210-00000 ITEM 12 Service: -1.18 False 444383 11/16/2023 001-480-4210-2020S ITEM 25 Service: 3,388.89 False 444383 11/16/2023 001-470-4210-00000 ITEM 12 Service: -0.17 False 444383 11/16/2023 001-112-4210-00000 ITEM 91 Service: 0.92 False 444383 11/16/2023 001-480-4210-2020S ITEM 25 Service: -2,278.91 False 444383 11/16/2023 001-470-4210-00000 ITEM 91 Service: 0.67 False 444383 11/16/2023 001-480-4210-00000 ITEM 91 Service: 0.79 False 444383 11/16/2023 413-353-4210-35019 ITEM 118 Service: 122.93 False 444383 11/16/2023 413-353-4210-00000 ITEM 81 Service: -5.27 False 444383 11/16/2023 001-240-4210-00000 ITEM 14 Service: -534.27 False 444383 11/16/2023 419-371-4210-00000 ITEM 119 Service: -13.42 False 444383 11/16/2023 001-111-4210-00000 ITEM 12 Service: -0.32 False 444383 11/16/2023 001-250-4210-00000 ITEM 91 Service: 0.80 False 444383 11/16/2023 419-111-4210-00000 ITEM 12 Service: 0.45 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 14 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444383 11/16/2023 508-508-4210-00000 ITEM 33 Service: -245.17 False 444383 11/16/2023 001-113-4210-00000 ITEM 91 Service: 3.42 False 444383 11/16/2023 001-364-4210-10023 ITEM 120 Service: 146.83 False 444383 11/16/2023 419-130-4210-00000 ITEM 12 Service: -0.19 False 444383 11/16/2023 419-111-4210-00000 ITEM 81 Service: 7.83 False 444383 11/16/2023 001-480-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 412-120-4210-00000 ITEM 81 Service: -3.33 False 444383 11/16/2023 419-371-4210-00000 ITEM 101 Service: 19.01 False 444383 11/16/2023 001-111-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 412-100-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 413-120-4210-00000 ITEM 81 Service: 47.00 False 444383 11/16/2023 420-115-4210-00000 ITEM 81 Service: -32.15 False 444383 11/16/2023 001-250-4210-00000 ITEM 12 Service: 0.31 False 444383 11/16/2023 413-357-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-250-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 412-120-4210-00000 ITEM 12 Service: 0.29 False 444383 11/16/2023 419-371-4210-00000 ITEM 81 Service: 30.09 False 444383 11/16/2023 001-120-4210-00000 ITEM 81 Service: 42.46 False 444383 11/16/2023 412-100-4210-00000 ITEM 12 Service: 0.43 False 444383 11/16/2023 001-364-4210-10023 ITEM 54 Service: 76.52 False 444383 11/16/2023 001-364-4210-10023 ITEM 53 Service: 1,479.01 False 444383 11/16/2023 419-371-4210-00000 ITEM 58 Service: 715.13 False 444383 11/16/2023 001-471-4210-00000 ITEM 91 Service: -0.24 False 444383 11/16/2023 419-371-4210-00000 ITEM 87 Service: -47.42 False 444383 11/16/2023 001-470-4210-00000 ITEM 21 Service: -10.53 False 444383 11/16/2023 001-113-4210-00000 ITEM 12 Service: -0.90 False 444383 11/16/2023 001-250-4210-00000 ITEM 81 Service: -3.60 False 444383 11/16/2023 419-111-4210-00000 ITEM 91 Service: 1.16 False 444383 11/16/2023 001-470-4210-00000 ITEM 96 Service: 22.93 False 444383 11/16/2023 001-313-4210-00000 ITEM 91 Service: 1.77 False 444383 11/16/2023 001-364-4210-10023 ITEM 53 Service: -994.58 False 444383 11/16/2023 001-364-4210-10023 ITEM 111 Service: 15.66 False 444383 11/16/2023 419-371-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 413-353-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 419-371-4210-00000 ITEM 105 Service: -12.53 False 444383 11/16/2023 001-364-4210-10023 ITEM 54 Service: -51.46 False 444383 11/16/2023 420-115-4210-00000 ITEM 91 Service: -4.77 False 444383 11/16/2023 001-471-4210-00000 ITEM 12 Service: -0.10 False 444383 11/16/2023 001-251-4210-00000 ITEM 12 Service: -0.24 False 444383 11/16/2023 413-352-4210-00000 ITEM 91 Service: 0.55 False 444383 11/16/2023 001-480-4210-00000 ITEM 81 Service: -3.61 False 444383 11/16/2023 001-111-4210-00000 ITEM 81 Service: 8.25 False 444383 11/16/2023 001-470-4210-00000 ITEM 103 Service: -17.06 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 15 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444383 11/16/2023 001-470-4210-00000 ITEM 29 Service: -16.42 False 444383 11/16/2023 413-120-4210-00000 ITEM 12 Service: 2.72 False 444383 11/16/2023 413-353-4210-00000 ITEM 81 Service: 7.84 False 444383 11/16/2023 413-111-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 413-352-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-120-4210-00000 ITEM 91 Service: -4.24 False 444383 11/16/2023 413-353-4210-00000 ITEM 12 Service: 0.46 False 444383 11/16/2023 001-130-4210-00000 ITEM 12 Service: -0.24 False 444383 11/16/2023 001-130-4210-00000 ITEM 91 Service: -0.62 False 444383 11/16/2023 001-350-4210-00000 ITEM 12 Service: 1.05 False 444383 11/16/2023 508-508-4210-00000 ITEM 34 Service: -11.11 False 444383 11/16/2023 419-111-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-112-4210-00000 ITEM 85 Service: 317.73 False 444383 11/16/2023 419-371-4210-00000 ITEM 56 Service: -521.01 False 444383 11/16/2023 413-353-4210-00000 ITEM 91 Service: -0.79 False 444383 11/16/2023 001-364-4210-10023 ITEM 111 Service: -10.53 False 444383 11/16/2023 419-371-4210-00000 ITEM 90 Service: 22.19 False 444383 11/16/2023 413-353-4210-35019 ITEM 78 Service: 86.56 False 444383 11/16/2023 001-251-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 419-371-4210-00000 ITEM 81 Service: -20.24 False 444383 11/16/2023 001-470-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 413-353-4210-35019 ITEM 112 Service: 53.33 False 444383 11/16/2023 001-112-4210-00000 ITEM 81 Service: -4.15 False 444383 11/16/2023 413-352-4210-00000 ITEM 12 Service: 0.21 False 444383 11/16/2023 001-350-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 420-115-4210-00000 ITEM 81 Service: 47.82 False 444383 11/16/2023 420-115-4210-00000 ITEM 12 Service: -1.87 False 444383 11/16/2023 001-471-4210-00000 ITEM 81 Service: 2.47 False 444383 11/16/2023 001-113-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 419-371-4210-00000 ITEM 49 Service: 1,364.62 False 444383 11/16/2023 419-371-4210-00000 ITEM 119 Service: 19.95 False 444383 11/16/2023 001-112-4210-00000 ITEM 85 Service: -213.66 False 444383 11/16/2023 001-120-4210-00000 ITEM 12 Service: -1.66 False 444383 11/16/2023 413-130-4210-00000 ITEM 12 Service: -0.19 False 444383 11/16/2023 413-357-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-112-4210-00000 ITEM 81 Service: 6.19 False 444383 11/16/2023 420-115-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-471-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-120-4210-00000 ITEM 81 Service: -28.55 False 444383 11/16/2023 001-114-4210-00000 ITEM 91 Service: -2.43 False 444383 11/16/2023 001-480-4210-00000 ITEM 122 Service: 185.84 False 444383 11/16/2023 419-371-4210-00000 ITEM 43 Service: 808.22 False 444383 11/16/2023 419-371-4210-00000 ITEM 61 Service: -5,570.01 False AP - 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11-04-23 to 11-17-23 Council (11/21/2023) Page 19 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444383 11/16/2023 001-364-4210-00000 ITEM 81 Service: -5.54 False 444383 11/16/2023 413-130-4210-00000 ITEM 91 Service: -0.49 False 444383 11/16/2023 413-357-4210-00000 ITEM 12 Service: -0.55 False 444383 11/16/2023 419-111-4210-00000 ITEM 91 Service: -0.78 False 444383 11/16/2023 420-115-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 412-120-4210-00000 ITEM 91 Service: -0.49 False 444383 11/16/2023 001-350-4210-00000 ITEM 12 Service: -0.71 False 444383 11/16/2023 001-364-4210-00000 ITEM 91 Service: 1.22 False 444383 11/16/2023 419-371-4210-00000 ITEM 42 Service: 1,615.76 False 444383 11/16/2023 413-353-4210-35019 ITEM 2 Service: -30.74 False 444383 11/16/2023 001-111-4210-00000 ITEM 81 Service: -5.54 False 444383 11/16/2023 001-112-4210-00000 ITEM 12 Service: 0.36 False 444383 11/16/2023 413-357-4210-00000 ITEM 81 Service: 14.02 False 444383 11/16/2023 001-251-4210-00000 ITEM 12 Service: 0.36 False 444383 11/16/2023 001-112-4210-00000 ITEM 12 Service: -0.24 False 444383 11/16/2023 419-130-4210-00000 ITEM 12 Service: 0.29 False 444383 11/16/2023 001-470-4210-00000 ITEM 84 Service: 98.49 False 444383 11/16/2023 508-508-4210-00000 ITEM 108 Service: -163.76 False 444383 11/16/2023 001-350-4210-00000 ITEM 81 Service: -12.20 False 444383 11/16/2023 419-371-4210-00000 ITEM 114 Service: -13.79 False 444383 11/16/2023 419-371-4210-00000 ITEM 61 Service: -0.01 False 444383 11/16/2023 001-240-4210-00000 ITEM 99 Service: 18.83 False 444383 11/16/2023 001-251-4210-00000 ITEM 81 Service: 6.18 False 444383 11/16/2023 508-508-4210-00000 ITEM 108 Service: 243.52 False 444383 11/16/2023 001-313-4210-00000 ITEM 81 Service: -8.04 False 444383 11/16/2023 413-352-4210-00000 ITEM 81 Service: -2.50 False 444383 11/16/2023 419-120-4210-00000 ITEM 81 Service: 47.00 False 444383 11/16/2023 419-371-4210-00000 ITEM 114 Service: 20.51 False 444383 11/16/2023 001-470-4210-00000 ITEM 89 Service: 18.08 False 444383 11/16/2023 419-371-4210-00000 ITEM 91 Service: -3.00 False 444383 11/16/2023 001-364-4210-10023 ITEM 121 Service: -4.90 False 444383 11/16/2023 508-508-4210-00000 ITEM 34 Service: 16.52 False 444383 11/16/2023 001-113-4210-00000 ITEM 81 Service: 23.08 False 444383 11/16/2023 001-230-4210-00000 ITEM 75 Service: 551.04 False 444383 11/16/2023 412-120-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-470-4210-00000 ITEM 97 Service: -38.62 False 444383 11/16/2023 001-230-4210-00000 ITEM 75 Service: -370.56 False 444383 11/16/2023 001-313-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-364-4210-10023 ITEM 116 Service: 104.42 False 444383 11/16/2023 419-371-4210-00000 ITEM 49 Service: -917.66 False 444383 11/16/2023 001-364-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-364-4210-10023 ITEM 88 Service: 335.19 False 444383 11/16/2023 413-130-4210-00000 ITEM 81 Service: -3.33 False AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 20 of 21 Check Numbe Check Date Acct 1 Description Amount Selected For Void 444383 11/16/2023 001-470-4210-00000 ITEM 95 Service: 34.67 False 444383 11/16/2023 001-480-4210-00000 ITEM 12 Service: 0.31 False 444383 11/16/2023 419-371-4210-00000 ITEM 102 Service: 56.70 False 444383 11/16/2023 413-352-4210-00000 ITEM 81 Service: 3.71 False 444383 11/16/2023 001-364-4210-10023 ITEM 52 Service: 14.89 False 444383 11/16/2023 001-111-4210-00000 ITEM 12 Service: 0.48 False 444383 11/16/2023 419-130-4210-00000 ITEM 91 Service: 0.74 False 444383 11/16/2023 001-120-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-470-4210-00000 ITEM 94 Service: -10.53 False 444383 11/16/2023 413-120-4210-00000 ITEM 91 Service: 6.97 False 444383 11/16/2023 001-364-4210-10023 ITEM 113 Service: -39.50 False 444383 11/16/2023 001-313-4210-00000 ITEM 81 Service: 11.96 False 444383 11/16/2023 413-111-4210-00000 ITEM 81 Service: -5.27 False 444383 11/16/2023 413-111-4210-00000 ITEM 81 Service: 7.84 False 444383 11/16/2023 419-371-4210-00000 ITEM 104 Service: 16.02 False 444383 11/16/2023 419-120-4210-00000 ITEM 81 Service: -31.61 False 444383 11/16/2023 001-114-4210-00000 ITEM 12 Service: 1.41 False 444383 11/16/2023 413-120-4210-00000 ITEM 81 Service: -31.60 False 444383 11/16/2023 001-130-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-471-4210-00000 ITEM 81 Service: -1.66 False 444383 11/16/2023 412-100-4210-00000 ITEM 91 Service: 1.10 False 444383 11/16/2023 412-120-4210-00000 ITEM 91 Service: 0.74 False 444383 11/16/2023 001-250-4210-00000 ITEM 12 Service: -0.21 False 444383 11/16/2023 412-100-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 001-471-4210-00000 ITEM 85 Service: 0.00 False 444383 11/16/2023 419-371-4210-00000 ITEM 42 Service: -1,086.54 False 444383 11/16/2023 001-130-4210-00000 ITEM 91 Service: 0.92 False 444383 11/16/2023 412-120-4210-00000 ITEM 12 Service: -0.19 False 444383 11/16/2023 001-470-4210-00000 ITEM 95 Service: -23.31 False 444383 11/16/2023 001-470-4210-00000 ITEM 84 Service: -66.23 False 444383 11/16/2023 001-350-4210-00000 ITEM 91 Service: 2.69 False 444384 11/17/2023 610-000-2186-00000 Plan # 306752 217.08 False 444384 11/17/2023 610-000-2186-00000 Plan # 306752 1,035.24 False 444384 11/17/2023 610-000-2178-00000 Plan # 300878 2,634.71 False 692,994.17
AP - 11-04-23 to 11-17-23 Council (11/21/2023) Page 21 of 21 AP
11-04-23 to 11-17-23 Housing
User: [email protected]
Printed: 11/21/2023 3:33:09 PM
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AP - 11-04-23 to 11-17-23 Housing (11/21/2023) Page 1 of 2 Check Date Check Number Description Amount Selected For Void 1,188.39
AP - 11-04-23 to 11-17-23 Housing (11/21/2023) Page 2 of 2 1 | P a g e
11/20/23 COUNCIL MINUTES

CITY OF CRESCENT CITY
Mayor Blake Inscore Mayor Pro Tem Ray Altman
Council Member Jason Greenough Council Member Kelly Schellong Council Member Isaiah Wright
MONDAY NOVEMBER 20, 2023 6:00 P.M.

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

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

CLOSED SESSION PUBLIC COMMENT PERIOD
There were no comments from the public on closed session items.

CLOSED SESSION
Conference with Real Property Negotiator: Eric Wier (Gov. Code S 54956.8) • APN 118-360-007-000
Conference with Legal Counsel – Existing Litigation
• Linda Sutter v. Tri-Agency, et al. (Del Norte Superior Court Case No. CVPT-2023-1261) • Rebecca Bohannon v. City of Crescent City (Del Norte Superior Court Case No. CVCV2023-1284) • Kellin Kumler v. City of Crescent City (Del Norte Superior Case No. DNSC 2023-2249) Closed session adjourned at 5:50 p.m.

REPORT OUT OF CLOSED SESSION
City Attorney Rice reported no actions were taken on closed session items.

OPEN SESSION
Call to order Mayor Inscore called the open session to order at 6:11 p.m.

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

MINUTES

REGULAR MEETING OF THE

CITY COUNCIL OF THE CITY OF CRESCENT CITY

FLYNN CENTER BOARD CHAMBERS
981 H STREET
CRESCENT CITY, CA 95531
2 | P a g e
11/20/23 COUNCIL MINUTES
Staff members present: City Manager Eric Wier, City Attorney Martha Rice, City Clerk/Administrative Analyst Robin Altman, Public Works Director Dave Yeager, Finance Director Linda Leaver, Public Works Seasonal Maintenance Worker Sean O’Neil,
Economic Development and Recreation Director Ashley Taylor, Fire Chief Kevin Carey and Police Sergeant Ed Wilson
Pledge of Allegiance led by Mayor Inscore

PUBLIC COMMENT PERIOD
The following residents addressed the Council:

Tonya Pearcey: read aloud a resolution that the Del Norte County Republicans adopted in support of Israel.

Dorothy Riley: stated that the false narrative against her is accusing her of sexual harassment.

She also stated that she is being targeted by nanotechnology. She further stated she is being sexually harassed by local men.
➢ Reports, Concerns, Referrals, Council travel and training reports – Council Member Wright: nothing to report
Council Member Greenough: nothing to report
Council Member Schellong: attended the Audit Committee and appreciated Mayor Inscore and City Manager Wier’s attendance for the Veteran’s Day events. Would like to discuss graffiti further and wanted to address the prevalence of it within the City.

Mayor Pro Tem Altman: nothing to report
Mayor Inscore: attended the Veterans Day events such as the parade and luncheon. Attended the DNLTCo and received an update on Dr. Fine Bridge.

CEREMONIAL ITEMS

1. Police Chief Commendation for CHP Sgt. Rick Borges and Sgt. Brandy Gonzalez Due to Chief Griffin being out of town, this item has been postponed to December 4, 2023.

2. Introduction of New City Employee Sean O’Neil
Public Works Director Yeager introduced Public Works Seasonal Maintenance Worker O’Neil to the Council. Director Yeager stated that Mr. O’Neil was hired to help with the Water Works project.

He hails from Vacaville and is familiar with paving and piping, he has also done some meter switches.

Mayor Inscore stated that it was important for the City to recognize the service to the City by George Mayer who recently passed away. Mr. Wier stated that Mr. Mayer was very influential in the community and will be greatly missed. Firefighter Dave Bowdish, said that George and CeCe Mayer were like grandparents to him since he was six years old. Sad this is a great loss for Crescent City and offers condolences to residents. City Manager Wier stated that Mr. Bowdish is following in Mr. Mayer’s footsteps and has been recently named “Rookie FIrefighter of the Year”.

Council Member Schellong told a heartwarming story of her time on the Council and now her time at the VFW recently. She said one of the biggest things Mr. Mayer did for the community is that he built our Point of Honor Monument. Mayor Inscore stated he had the privilege to spend time with Mr. Mayer and the quality of work he always did as a contractor. He also shared a story about 3 | P a g e
11/20/23 COUNCIL MINUTES
Mr. Mayer and his strong work ethic. Mayor Inscore called a moment of silence to honor Mr.

Mayer’s memory.

CONSENT CALENDAR

3. Council Meeting Minutes
• Recommendation: Approve the October 30, 2023 meeting minutes and the November 6, 2023 meeting minutes for the City Council.

4. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period October 21, 2023 through November 3, 2023.

5. Payroll Report
• Recommendation: Receive and file the biweekly payroll report for the period ending November 4, 2023, paid November 9, 2023.

6. FY 2023-24 Roll-Over Project Budget Updates
• Recommendation: Approve and adopt Resolution No. 2023-79, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24 BUDGET OF THE CITY OF CRESCENT CITY

7. Storm Drain Master Plan Professional Services Agreement • Recommendation: Approve and authorize the City Manager to sign a Professional Services Agreement with GHD Inc. to implement the Storm Drain Master Plan Project • Approve and adopt Resolution No. 2023-80, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24 BUDGET
• Approve and adopt Resolution No. 2023-81, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF CRESCENT CITY AUTHORIZING THE CREATION OF A NEW SPECIAL REVENUE FUND FOR THE 2022 CDBG AWARD AND

ASSOCIATED PROJECTS

8. Additional Reimbursable Funding for the Purchase of Materials for CSA Lift Station Maintenance
• Recommendation: Approve and adopt Resolution No. 2023-82, A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24 BUDGET OF THE CITY OF CRESCENT CITY

9. Amendment to Contract with Hambro/WSG for the Hauling and Disposal of WWTP Sludge to Extend the Service Through the End of the 23/24 Fiscal Year • Recommendation: Approve and authorize the City Manager to execute the Fourth Amendment to the Municipal Sludge Hauling Agreement Between the City of Crescent City and Hambro/WSG

10. Loan of LMIHAF Dollars for Affordable Housing Project • Approve and authorize the City Manger to sign an agreement in substantially the same form as the Low-and Moderate – Income Housing Fund Loan Agreement Between the City of Crescent City and GS Valhalla, LP for $300,000 attached hereto and all other documents called for in the agreement or necessary to complete the transaction • Approve and authorize the City Manager to sign an agreement in substantially the same form as the Subordination and Intercreditor Agreement with Citibank, N.A. attached hereto
4 | P a g e
11/20/23 COUNCIL MINUTES
Council Member Schellong asked for item 4, the Warrant Claims, on the consent calendar to be pulled, she has a conflict with her current employer and will be recusing herself from this item.

The Council was in consensus.

There were no comments from the public on items 3, 5-10 the consent calendar as presented.

On a motion by Council Member Wright, seconded by Council Member Schellong, and carried unanimously on a 5-0 polled vote, the City Council of the City of Crescent City adopted items 3, 5-10, as presented.

There were no comments from the public on item 4 of the consent calendar.

On a motion by Council Member Greenough, seconded by Council Member Wright, and carried on a 4-0-1 polled vote with Council Member Schellong being recused, the City Council of the City of Crescent City received and filed the warrant claims list for the period October 21, 2023 through November 3, 2023.

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

NEW BUSINESS

11. Nomination for Crescent City to be on the 2024-2026 GSRMA Board of Directors • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Consider and possibly take action on submitting a nomination for the City of Crescent City to have a seat on the GSRMA Board
City Manager Wier explained that GSRMA asks their member cities if they would like to serve on the GSRMA Board of Directors. This term will be for the next two years and comes before the Council every two years. This item is for the Council to decide if they would like to be in consideration for selection for a seat on the GSRMA Board of Directors. Mayor Inscore asked Council Member Wright if there is value to Crescent City to be on this Board. Council Member Wright stated initially we wanted to be on the Board because we’d were going to shop around for coverage; he enjoyed his time on the Board and suggested the City stay in the running. He further stated that he would also consider remaining on the Board. Council Member Greenough stated that valuable information has been brought back from Council Member Wright’s attendance to the meetings.

There were no comments from the public.

The Council was in unanimous consensus to submit a nomination for the City of Crescent City to have a seat on the GSRMA Board.
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CITY COUNCIL ITEMS
➢ Legislative Matters – None
➢ City Manager Report and City Council Directives – City Manager Wier reported on the following items:
o Public Works Director Yeager showed updated pictures of all of the work done to Front Street what is yet to come in finalizing the project. o Economic Development and Recreation Director Taylor gave an update on Swim Camp and the activities the youth were able to participate in, including pool safety.

She further stated that Pool staff did a remarkable job leading the Camp. o City Manager Wier reported to the Council that HCD approved the Housing Element.

And now we are on track to meet our housing numbers.
o Green Diamond and Hemmingsen Construction will be delivering the City’s Christmas tree tomorrow.
o Christmas Light Parade is December 1st, hoping for at least one float and one for the pool, it begins at 6pm.
o Measure S Oversight Committee was a success and 100% of the plans for the pool were received today and will before the Council.
o There is a vacancy on the Measure S Oversight Committee and encouraged City residents to apply.
o City Manager Wier stated that with Council direction, he will work with Chief Griffin in regards to the vandalism around the community. He further stated that Chief Griffin has always said that he encourages residents to “if you see something, say something”. Council Member Schellong asked if there were fines associated; City Attorney Rice said if there is a lot of damage, restitution can be sought after. o We have 60% plans have been received for Beachfront Park and it will be presented as either a Workshop or a Special Council meeting.

ADJOURNMENT
There being no further business to come before the Council, Mayor Inscore adjourned the meeting at 6:57 p.m. to the regular meeting of the City Council of the City of Crescent City on Monday, December 4, 2023 at 6:00 p.m. in the Flynn Center, 981 H Street, Crescent City, CA 95531.

ATTEST:
________________________________
Robin Altman
City Clerk/Administrative Analyst
Home Dept. Regular Pay Overtime Gross Pay Employees Notes City Council (110) 1,409.84 - 1,409.84 5
Administration (111) 15,319.81 434.53 15,754.34 4
Econ Dev / Grants (112) 7,431.09 475.50 7,906.59 3
Human Resources (114) 2,741.44 - 2,741.44 1
Finance (120) 13,120.30 654.85 13,775.15 5
City Attorney (130) 5,128.08 - 5,128.08 1
Fire (230) 16,641.81 768.85 17,410.66 5
Police (240) 81,985.37 5,206.38 87,191.75 16 Police Holiday Payout Planning (313) 2,863.88 - 2,863.88 2
Public Works (350) 52,062.38 2,286.19 54,348.57 22
Recreation (450) 1,724.20 - 1,724.20 1
Swimming Pool (480) 16,784.88 1,381.70 18,166.58 18
Housing (490) 10,769.00 - 10,769.00 4
227,982.08 11,208.00 239,190.08 87
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
Payroll Ending 11/18/23
Pay Date 11/22/23
Check Numbers: 111045-111050 (Plus Direct Deposits)

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ROBIN ALTMAN, CITY CLERK/ADMINISTRATIVE ANALYST
DATE: DECEMBER 4, 2023
SUBJECT: 2024 REGULAR CITY COUNCIL MEETING CALENDAR
______________________________________________________________________

RECOMMENDATION
• Approve and adopt Resolution No. 2023-83, A Resolution of the City Council of the City of Crescent City Adopting the 2024 Regular City Council Meeting Calendar

BACKGROUND
The Brown Act requires that legislative bodies set their regular meetings by ordinance, resolution, bylaws or similar formal rule for conducting business. Section 2.04.020 of the Crescent City Municipal Code states that the regularly scheduled meetings of the City Council will be set by resolution from time to time.

ITEM ANALYSIS
Annually during the month of December, the City Council reviews the meeting dates set for the following year. It is during this review that the Council may use discretion in choosing to cancel certain meetings or to propose a new one. Traditionally, the City Council meets the first and third Mondays of each month. This always requires some adjustments as certain holidays also occur on these days.

The first Monday of 2024 falls on January 1
st
. Staff recommends having one meeting for
the month of January to be held on Tuesday, January 16
th, as Monday, January 15th is
Martin Luther King Jr. Day. Additionally, the third Monday in February is Presidents’ Day and, therefore, the second meeting that month is scheduled for Tuesday, February 20th.

And as is the case every year, the first Monday in September is Labor Day. Thus, the first September meeting is scheduled for Tuesday, September 3rd.

All other meetings are scheduled for the first and third Monday of each month. 2024 COUNCIL MEETING CALENDAR
December 4, 2023
2 FISCAL ANALYSIS
Adopting the council meeting calendar does not have a direct fiscal impact.

ATTACHMENT

1. Resolution No. 2023-83
CITY OF CRESCENT CITY RESOLUTION NO. 2023-83 Page 1
RESOLUTION NO. 2023-83

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY ADOPTING THE 2024 CITY COUNCIL REGULAR MEETING SCHEDULE WHEREAS, the City of Crescent City is a general law city incorporated under the laws of the State of California in 1854; and
WHEREAS, Government Code Section 36805 requires that the City Council meet at least once per month at times set by Council resolution or ordinance; and WHEREAS, Crescent City Municipal Code Section 2.02.020 states that the time and location of regularly scheduled meetings is to be set by resolution; and WHEREAS, the City traditionally meets on the first and third Monday of each month; and WHEREAS, various holidays and other considerations make it prudent for the City Council to move several regular meeting to dates other than the first and third Mondays of the month.

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

1. That the 2024 City Council Regular Meeting Schedule attached hereto as Exhibit A” is hereby approved and adopted.

2. That any previously adopted City Council resolution that conflicts herewith is hereby superseded by the provision of this Resolution.

APPROVED and ADOPTED and made effective the same day at a meeting of the City Council of the City of Crescent City held on the 4th day of December 2023 by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Blake Inscore, Mayor
ATTEST:
_____________________________
Robin Altman, City Clerk
2024 CITY COUNCIL CALENDAR

JANUARY
1: No meeting
15: MLK Day
16: Council meeting

FEBRUARY
5: Council meeting
19: Presidents Day
20: Council meeting
MARCH
4: Council meeting
18: Council meeting
APRIL
1: Council meeting
15: Council meeting
MAY
6: Council meeting
20: Council meeting
JUNE
3: Council meeting
17: Council meeting

JULY
1: Council meeting
15: Council meeting
AUGUST
5: Council meeting
19: Council meeting

SEPTEMBER
2: Labor Day
3: Council meeting
16: Council meeting

OCTOBER
7: Council meeting
21: Council meeting

NOVEMBER
4: Council meeting
18: Council meeting

DECEMBER
2: Council meeting
16: Council meeting

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ROBIN ALTMAN, CITY CLERK/ADMINISTRATIVE ANALYST
DATE: DECEMBER 4, 2023
SUBJECT: CODE ENFORCEMENT LEGAL SERVICES BUDGET AMENDMENT ______________________________________________________________________

RECOMMENDATION
• Adopt resolution No. 2023-84, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24

BUDGET OF THE CITY OF CRESCENT CITY

BACKGROUND
Code Enforcement for the City has been managed through a cooperative effort between the City Clerk, Building Inspector, City Manager and City Attorney. For more than a decade, the City has leaned on the expertise of the law firm Silver & Wright to assist with code enforcement / receivership cases. The City has experienced much success with this firm including the following cases: the Gardenia Motel (now Motel 6), the Townhouse Motel (now Travelodge), the old brewery / fish processor (now SeaQuake Brewing), and the old A Street Health Clinic (still in receivership).

At the beginning of 2023, Matthew Sliver & Curtis Wright decided to part ways. Matt Silver started up a new firm, Civica Law. The City’s active cases were transferred to Civica Law where Matt and his team continue to work on them.

ANALYSIS
Civica Law is currently working on three code enforcement cases: 200 A Street, 179 W Essex, and 1430 Margie Street. It is anticipated that the City will eventually receive full cost recovery in these cases. However, timing is always an issue. The City has to pay the bills upfront and typically does not recover those expenses until the process is completed.

Due to this timing issue, a budget adjustment is necessary to cover the legal expenses.

FISCAL ANALYSIS
Civica Law submitted a budget proposal for the remainder of the fiscal year through June 2024 with a range of up to $48,700 depending on the level of effort which could be needed to close the cases. Currently, a total of $31,650.69 this Fiscal Year has been spent on all

CODE ENFORCEMENT BUDGET AMENDMENT
DECEMBER 4, 2023
2 three properties. The agreement with Civica Law is a time and material agreement so the City will only be charged for the level of effort spent on the cases. Although the actual expenses could be substantially less, staff is requesting the upper end of the budget spectrum, and to cover the amount over budget, $48,451 be authorized to allow for the three cases to proceed until resolved. This amount is not included in the current budget and would be allocated from the General Fund balance. Finance staff is currently working with the auditor to close the books for Fiscal Year 2022-23 and update the General Fund calculations. Although the process is not yet complete, staff estimates the unallocated General Fund balance will be approximately $350,000. These numbers will be finalized with the audit (to be completed in December) and then will be updated again with the midyear budget update.

STRATEGIC PLAN ASSESSMENT
GOAL 1: Support quality services, community safety, and health to enhance the quality of life and experience of our residents and visitors.

ATTACHMENTS

1. Resolution No. 2023-84, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24 BUDGET OF

THE CITY OF CRESCENT CITY
CITY OF CRESCENT CITY RESOLUTION NO. 2023-84 Page 1
RESOLUTION NO. 2023-84

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2023-24 BUDGET OF THE CITY OF CRESCENT CITY WHEREAS, the budget for the fiscal year beginning July 1, 2023, as submitted by the City Manager, was reviewed by the City Council and a public hearing was held thereon the 5 th day of
June 2023; and
WHEREAS, the City Council adopted said budget and has the authority to amend said budget from time to time; and
WHEREAS, further code enforcement legal services from Civica Law are required to finish out the fiscal year; and
WHEREAS, fulfillment of these priorities requires an amendment to the operating budget.

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

1. That the Fiscal Year 2023-24 City of Crescent City Annual Budget is hereby amended and appropriated in the amounts identified below:

Revenue Increase (Decrease) Expenditure Increase (Decrease) General Fund 0 $48,451

2. That the unused amounts will be carried over to the following fiscal year until the funds are expended.

APPROVED and ADOPTED and made effective the same day at a meeting of the City Council of the City of Crescent City held on the 4th day of December 2023 by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Blake Inscore, Mayor
ATTEST:
_____________________________
Robin Altman, City Clerk

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: LINDA LEAVER, FINANCE DIRECTOR
DATE: DECEMBER 4, 2023
SUBJECT: BUDGET-TO-ACTUAL FINANCIAL REPORTS FOR OCTOBER 2023 ______________________________________________________________________

RECOMMENDATION
• Receive and file budget-to-actual financial reports of the City’s major operating funds for Fiscal Year 2023-24 as of October 31, 2023

BACKGROUND
In order to provide timely information to the City Council and to the public, the City’s Finance Department has prepared the attached monthly budget-to-actual reports. These reports provide a summary as of October 31, 2023 of the fiscal year-to-date revenues and expenses of the City’s major operating funds: General Fund, Housing Authority Fund, RV Park Fund, Sewer Fund and Water Fund.

ITEM ANALYSIS
As of October 31, 2023, we are 33% of the way through the fiscal year, with 67% of the year remaining. If revenues were received and expenditures made evenly throughout the year, there would be 67% of each budget line remaining. However, revenues and expenditures are not even throughout the year for many reasons. Many revenues are not received evenly throughout the year (particularly tax revenues and grant reimbursements), most expenses are not recorded until the invoice is received in the following month, and budgets may include large projects that have not yet been completed. In addition, many revenues and invoices (expenses) received by the City during July and August have been accrued back to FY 2022-23, which can result in July and August activity appearing to be very low.

This report summarizes the actual revenues and expenditures for the year to date; additional information is provided in the budget-to-actual reports attached. • General Fund
BUDGET TO ACTUAL REPORT – OCTOBER 31, 2023
DECEMBER 4, 2023
2 General Fund revenues show that 72% of the budgeted amount is yet to be received. This is dependent on the timing of when certain revenues are received.

For example, most taxes, third party billings, and grant reimbursements are recorded quarterly. In addition, many revenues received in July and August will be accrued back to Fiscal Year 2022-23. General Fund actual expenditures show that 78% of the budgeted amount is yet to be expended.
• Housing Authority Fund
The Housing Authority is funded by monthly disbursements from the federal government. At this point, actual revenues show 68% remaining to be and actual expenditures have remaining amounts of 71%.
• RV Park Fund
Revenues collected by the Recreational Vehicle Park (RV Park) show 53% remaining to be collected. RV Park revenues are highly seasonal, and most rental revenues are typically received in the summer months. Actual expenses in the RV Park show 72% of the budget left to be expended.
• Sewer Fund
The Sewer Fund earns revenue primarily from charges to the users of its services.

Actual revenues show 65% of the total revenue budget remaining to be collected.

Operational expenses (not including debt service or capital improvements) show 75% of the budget remaining to be expended.
• Water Fund
The Water Fund earns revenue primarily from charges for service. Actual revenues show 66% of the budget remaining to be collected and 71% of budgeted operational expenses (not including debt service or capital improvements) remaining to be expended.
• Summary
The following table summarizes the actual revenues and expenses for the City’s five major operating funds, not including encumbrances:

BUDGET TO ACTUAL REPORT – OCTOBER 31, 2023
DECEMBER 4, 2023
3 • Long-term Liabilities
The City’s long-term liability balances are included in the table below. Net Pension Liability, Net OPEB Liability, and Compensated Absences are updated annually during the audit process. These amounts below are from the most recent audit that has been completed (June 30, 2022). The Sewer Fund and Water Fund loan balances are updated when payments are made (in July for the Sewer Fund loan, and in December and June for the Water Fund loan). These do not include interfund balances (amounts owed from one City fund to another).

Budget Actual Remaining $ Remaining %
General Fund
Revenue 9,737,342 2,726,304 7,011,038 72%
Expense 11,061,807 2,452,418 8,609,389 78%
Net (1,324,465) 273,886
Housing Fund
Revenue 4,281,996 1,367,024 2,914,972 68%
Expense 4,322,518 1,270,384 3,052,134 71%
Net (40,522) 96,640
RV Park Fund
Revenue 507,500 238,152 269,348 53%
Expense 590,126 163,836 426,290 72%
Net (82,626) 74,316
Sewer Fund
Revenue 5,271,000 1,826,388 3,444,612 65%
Operating Expense 4,482,584 1,134,481 3,348,103 75%
Debt Service 1,697,663 1,697,663 - 0%
Transfer to Sewer CIP Fund 17,398 - 17,398 100%
Transfer to Equipment ISF 68,000 - 68,000 100%
Net (994,645) (1,005,756)
Water Fund
Revenue 3,245,864 1,062,510 2,183,354 67%
Operating Expense 2,719,343 789,218 1,930,125 71%
Debt Service 175,000 - 175,000 100%
Transfer to Water CIP Fund 279,000 - 279,000 100%
Transfer to Equipment ISF 164,000 - 164,000 100%
Net (91,479) 273,292
Liability Fund Balance
Net Pension Liability Multiple 7,521,405
Net OPEB Liability Multiple 545,320
Compensated Absences Multiple 370,440
SRF Loan Sewer 28,860,265
SRF Loan Water 175,000
BUDGET TO ACTUAL REPORT – OCTOBER 31, 2023
DECEMBER 4, 2023
4 FISCAL ANALYSIS
Preparation of this report is informational in nature and has no direct fiscal impact.

STRATEGIC PLAN ASSESSMENT
This report is consistent with Strategic Plan Goal 3 to “Maintain responsible fiscal management and accountability.”

ATTACHMENTS

1. Monthly budget-to-actual report as of October 31, 2023 % of Year Remaining: 67%
Description Notes Budget Actual $ Remaining % Remaining Encumbrances $ Remaining % Remaining Non-Departmental Revenue
Tax Revenue 1 7,026,346 1,668,991 5,357,355 76% - 5,357,355 76% Licenses & Permits 1 259,650 50,676 208,974 80% - 208,974 80% Interest Income 1 7,000 14,649 (7,649) -109% - (7,649) -109% Lease-Rental Income 30,182 13,666 16,516 55% - 16,516 55% Other Revenue 11,150 2,083 9,067 81% - 9,067 81%
Departmental Revenue
City Council 2 106,149 28,854 77,295 73% - 77,295 73%
City Manager 94,340 94,219 121 0% - 121 0%
Econ Dev / Comm Supp / Grants 123,987 445 123,542 100% - 123,542 100% City Clerk 2 97,258 28,422 68,836 71% - 68,836 71%
Human Resources 2 48,270 11,904 36,366 75% - 36,366 75% Fire 1 855,520 267,809 587,711 69% - 587,711 69%
Police 1 372,712 165,114 207,598 56% - 207,598 56%
Code Enforcement 64,000 316 63,684 100% - 63,684 100%
Building Inspection 94,200 36,061 58,139 62% - 58,139 62% Planning 104,750 185,499 (80,749) -77% - (80,749) -77%
Streets 225,873 83,724 142,149 63% - 142,149 63%
Parks 5,000 412 4,588 92% - 4,588 92%
Cultural Center 16,400 4,000 12,400 76% - 12,400 76%
Swimming Pool 194,555 69,460 125,095 64% - 125,095 64%
General Fund Revenue Total 9,737,342 2,726,304 7,011,038 72% - 7,011,038 72% Non-Departmental Expenditures 251,646 - 251,646 100% 99,646 152,000 60% City Council 163,887 47,045 116,842 71% 2,728 114,114 70% City Manager 187,217 26,239 160,978 86% 1,200 159,778 85% Econ Dev / Comm Supp / Grants 446,815 79,381 367,434 82% 86,608 280,827 63% City Clerk 150,463 46,212 104,251 69% 3,817 100,434 67% Human Resources 157,589 44,364 113,225 72% 3,428 109,796 70% Finance 276,160 74,770 201,390 73% 17,925 183,465 66%
City Attorney 82,461 23,560 58,901 71% - 58,901 71%
Fire 1,905,620 422,412 1,483,208 78% 106,882 1,376,326 72% Police 3,391,685 907,727 2,483,958 73% 65,164 2,418,794 71% Code Enforcement 63,720 32,825 30,895 48% - 30,895 48%
Building Inspection 84,936 17,550 67,386 79% 3,337 64,049 75% Planning 370,302 91,551 278,751 75% 185,146 93,604 25%
Public Works Admin 130,139 32,845 97,294 75% - 97,294 75% Streets 3 1,633,077 179,172 1,453,905 89% 60,551 1,393,353 85% Parks 515,715 129,512 386,203 75% 33,515 352,688 68%
Cultural Center 146,146 52,618 93,528 64% 21,432 72,096 49% Swimming Pool 4 1,104,229 244,635 859,594 78% 81,362 778,232 70% General Fund Expenditure Total 11,061,807 2,452,418 8,609,389 78% 772,742 7,836,647 71% Net Operating Results (1,324,465) 273,886
City of Crescent City
FY 2023-24 General Fund Operating Report
As of October 31, 2023
Remaining before Encumbrances Remaining after Encumbrances Notes:
1 General Fund revenues are not received evenly throughout the year. Many taxes, third party billings, interest, and grant revenues are received quarterly or semiannually. 2 Revenue is based on actual expenditures charged to other funds. % of Year Remaining: 67%
Description Notes Budget Actual $ Remaining % Remaining Encumbrances $ Remaining % Remaining Revenue
Housing Choice Voucher Program
Housing Assistance Revenue 3,346,764 1,011,082 2,335,682 70% - 2,335,682 70% Admin Revenue 550,639 224,479 326,160 59% - 326,160 59% Emergency Housing Voucher Program
Housing Assistance Revenue 108,000 32,045 75,955 70% - 75,955 70% Admin Revenue 15,665 6,210 9,455 60% - 9,455 60%
Mainstream Voucher Program
Housing Assistance Revenue 193,800 66,778 127,022 66% - 127,022 66% Admin Revenue 36,988 14,648 22,340 60% - 22,340 60%
Other Revenues
Interest 140 4,195 (4,055) -2896% - (4,055) -2896%
Recovery-Admin 15,000 2,425 12,575 84% - 12,575 84%
Recovery-HAP 15,000 2,425 12,575 84% - 12,575 84%
HAP Owner Reimbursement - 2,737 (2,737) - (2,737)
Revenue Total 4,281,996 1,367,024 2,914,972 68% - 2,914,972 68% Expenditures by Department
City Manager 5,120 626 4,494 88% - 4,494 88%
Finance 9,115 2,391 6,724 74% - 6,724 74%
City Attorney 2,086 433 1,653 79% - 1,653 79%
Housing Authority
Housing Assistance Payments 3,658,064 1,077,505 2,580,559 71% - 2,580,559 71% Admin 648,133 189,428 458,705 71% 36,300 422,404 65%
Expense Total 4,322,518 1,270,384 3,052,134 71% 36,300 3,015,834 70% Net Operating Results (40,522) 96,640
City of Crescent City
FY 2022-23 Housing Fund Operating Report
As of October 31, 2023
Remaining before Encumbrances Remaining after Encumbrances % of Year Remaining: 67%
Description Notes Budget Actual $ Remaining % Remaining Encumbrances $ Remaining % Remaining Revenue
Interest - 712 (712) - (712)
Misc Sales 19,500 5,032 14,468 74% - 14,468 74%
Rental Revenue 488,000 232,408 255,592 52% - 255,592 52% Other Revenue - - - - -
Revenue Total 507,500 238,152 269,348 53% - 269,348 53% Expenses by Department
RV Park 518,131 151,271 366,860 71% 59,252 307,608 59%
City Manager 12,485 3,341 9,144 73% - 9,144 73%
Finance 49,350 6,338 43,012 87% 254 42,758 87%
City Attorney 10,160 2,886 7,274 72% - 7,274 72%
Expense Total 590,126 163,836 426,290 72% 59,506 366,783 62% Net Operating Results (82,626) 74,316
City of Crescent City
FY 2022-23 RV Park Fund Operating Report
As of October 31, 2023
Remaining before Encumbrances Remaining after Encumbrances % of Year Remaining: 67%
Description Notes Budget Actual $ Remaining % Remaining Encumbrances $ Remaining % Remaining Revenue
Interest 30,000 35,929 (5,929) - (5,929)
Other Income 1 27,196 21,699 5,497 20% - 5,497 20%
Charges for Services 4,471,768 1,568,891 2,902,877 65% - 2,902,877 65% Sewer Connections 2 110,000 173,308 (63,308) -58% - (63,308) -58% Sewer Lab 3 118,000 26,560 91,440 77% - 91,440 77%
County Collection System (CSA) 4 259,923 - 259,923 100% - 259,923 100% Grant Revenue 225,432 - 225,432 100% - 225,432 100%
Transfers In 28,681 - 28,681 100% - 28,681 100%
Revenue Total 5,271,000 1,826,388 3,444,612 65% - 3,444,612 65% Expenses by Department
City Manager 132,269 44,906 87,363 66% - 87,363 66%
Econ Dev / Grants 54,480 19,175 35,305 65% - 35,305 65% Finance 433,776 140,198 293,578 68% 24,427 269,151 62%
City Attorney 63,808 22,231 41,577 65% - 41,577 65%
Sewer Lab 509,734 155,757 353,977 69% 77,571 276,405 54% WWTP Operations 2,279,954 459,939 1,820,015 80% 1,394,556 425,459 19% City Collection System 479,771 112,405 367,366 77% 19,161 348,205 73% County Collection System (CSA) 279,079 77,392 201,687 72% 2,610 199,077 71% WWTP Major Maintenance 249,713 102,478 147,235 59% 12,954 134,281 54% Operating Expense Total 4,482,584 1,134,481 3,348,103 75% 1,531,279 1,816,824 41% Debt Service 5 1,697,663 1,697,663
Transfers to Sewer CIP Fund 17,398 -
Transfers to Equipment ISF 68,000 -
Total 6,265,645 2,832,144
Net (994,645) (1,005,756)
NOTES:
1 NSF and late fees for all utility accounts are recorded here and then allocated between water and sewer at the end of the year. 2 Actual results depend on the number of connections requested. 3 Internal lab services are billed after each quarter; external customers are billed the month following service. 4 Amounts depend on actual expenditures, billed to County 5 Annual debt service payment is made in July.

City of Crescent City
FY 2022-23 Sewer Fund Operating Report
As of October 31, 2023
Remaining before Encumbrances Remaining after Encumbrances % of Year Remaining: 67%
Description Notes Budget Actual $ Remaining % Remaining Encumbrances $ Remaining % Remaining Revenue
Interest 10,000 12,336 (2,336) - (2,336)
Rental Revenue 1 24,648 8,215 16,433 67% - 16,433 67%
Other Revenue 2 27,196 223 26,973 99% - 26,973 99%
Charges for Services 2,575,421 953,174 1,622,247 63% - 1,622,247 63% Water Connections 3 90,000 87,832 2,168 2% - 2,168 2%
Water CSD Admin Revenue 3,300 731 2,569 78% - 2,569 78% Other Reimbursements 53,200 -
Transfers In 462,099 - 462,099 100% - 462,099 100%
Revenue Total 3,245,864 1,062,510 2,130,154 66% - 2,130,154 66% Expenses by Department
City Manager 129,860 43,203 86,657 67% - 86,657 67%
Econ Dev / Grants 48,728 16,800 31,928 66% - 31,928 66% Finance 413,169 135,324 277,845 67% 23,867 253,977 61%
City Attorney 57,055 19,465 37,590 66% - 37,590 66%
Water Operations 1,953,201 549,835 1,403,366 72% 129,476 1,273,890 65% Water CSD 117,330 24,591 92,739 79% - 92,739 79%
Expense Total 2,719,343 789,218 1,930,125 71% 153,343 1,776,781 65% Debt Service 4 175,000 -
Transfers to Water CIP Fund 279,000 -
Transfers to Equipment ISF 164,000 -
Total Expenditures 3,337,343 789,218
Net (91,479) 273,292
NOTES:
1 Cell tower rent.
2 NSF and late fees are allocated at the end of the year. Other reimbursements are also included here. 3 Includes both the connection fee and charges for equipment/materials related to the connection. Water connection revenues are dependent upon new connections requested. 4 Final debt service payment will be made in December
City of Crescent City
FY 2022-23 Water Fund Operating Report
As of October 31, 2023
Remaining before Encumbrances Remaining after Encumbrances

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: MARTHA D. RICE, CITY ATTORNEY

BRIDGET LACEY, GRANTS AND ECONOMIC DEVELOPMENT

COORDINATOR
DATE: DECEMBER 4, 2023
SUBJECT: STORM DRAIN MASTER PLAN PROFESSIONAL SERVICES

AGREEMENT
______________________________________________________________________

RECOMMENDATION
• Ratify the City Manager’s execution and approval of a revised Professional Services Agreement with GHD Inc. to implement the Storm Drain Master Plan Project

BACKGROUND
On November 20, 2023, the City Council approved the execution of an agreement with GHD, Inc. to implement the Storm Drain Master Plan Project. This project is funded by a $250,000 Community Development Block Grant.

The purpose of the Storm Drain Master Plan is to guide the City’s planning for long-term financial and infrastructure needs for the City’s storm drain system.

ITEM ANALYSIS
After submitting documents to the City Clerk for the agenda, a couple of changes were requested by GHD. Although those changes were reviewed and approved by staff, they did not make it to the City Clerk for publication. The changes are not significant and are as follows:
• Updated schedule in Section 2.2.
• Inclusion of a final invoice deadline to comply with CDBG requirements in Section 3.3.

GHD Professional Services Agreement
December 4, 2023
2 • Exhibits A & B updated to include an updated budget (same total cost) and updated GHD personnel as there have been changes since the proposal was submitted in 2022.

Due to the timeliness of getting the agreement executed in compliance with CDBG requirements, the City Manager executed the revised agreement and now seeks the Council’s ratification of that act.

FISCAL ANALYSIS
The ratification of the City Manager’s execution and approval of the revised Professional Services Agreement with GHD Inc. will have the same financial impact as the previous version of the agreement that was approved on November 20 by the Council. The total grant award for this project is $250,000 and the agreement has a not-to-exceed cost of $232,455. There is $16,350 in CDBG funding available for City staff time to administer the grant. The full amount will be budgeted in a special CDBG fund, and unused amounts will be carried over to the next fiscal year until all of the grant funds are expended or the grant period ends.

STRATEGIC PLAN ASSESSMENT
This storm drain master plan report 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 Enhance collaboration with other agencies and the community to better aid the public.
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. Fully executed revised Professional Services Agreement with GHD Inc. to implement the Storm Drain Master Plan project.

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 2 OF 10

DATE TASK
Upon Notice to Proceed (NTP) 1 – Data Review and Collection 3 months from NTP 2 – Hydrologic & Hydraulic Models
2 months from NTP 3 – Risk Analysis
6 months from NTP 4 – Project Prioritization & Costing
8 months from NTP 5 – Storm Drain Master Plan
Upon NTP 6 – Project Management
10 months from NTP Project Completion*
*Due to grant deadlines all compensable work must be completed on or before May 1, 2026.

2.3. STANDARD OF QUALITY. All work performed by CONSULTANT under this Agreement must be in accordance with all applicable legal requirements and must meet the standard of quality ordinarily to be expected of competent professionals in CONSULTANT'S field of expertise.

2.4. COMPLIANCE WITH LAWS. CONSULTANT must comply with all applicable federal, state, and local laws, codes, ordinances, regulations, orders, and decrees. CONSULTANT represents and warrants to CITY that CONSULTANT will, at its own cost and expense, keep in effect or obtain at all times during the term of this Agreement any licenses, permits, insurance and approvals that are legally required for CONSULTANT to practice its profession or are necessary and incident to the lawful prosecution of the services it performs under this Agreement, including a City business license.

2.5. PERSONNEL. CONSULTANT agrees to assign only competent personnel according to the reasonable and customary standards of training and experience in the relevant field to perform services pursuant to this Agreement. Failure to assign such competent personnel will constitute grounds for termination of this Agreement by CITY.

2.6. COMMENCMENT OF SERVICES. CONSULTANT may not commence services until this Agreement has been fully executed and CONSULTANT has obtained all required licenses, insurance policies, and other authorizations required by this Agreement. In addition, CONSULTANT may not being work until CITY issues a Notice to Proceed, which will only be issued once CDBG funding is confirmed.

3. COMPENSATION.

3.1. SCHEDULE OF PAYMENT. The compensation to be paid by CITY to CONSULTANT for the services rendered hereunder will be based on the Notto-Exceed amount of Two Hundred Thirty-Two Thousand, Four Hundred FiftyFive Dollars ($232,455.00) at the rates specified in Exhibit “B” attached hereto and incorporated herein by this reference.

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 3 OF 10

3.2. ADDITIONAL SERVICES. CITY will make no payment to CONSULTANT for any extra, further, or additional services unless such services and payment have been mutually agreed to and this Agreement has been formally amended in accordance with Section 7.

3.3. INVOICING AND PAYMENT. CONSULTANT must submit monthly invoices based on work completed. CITY will pay CONSULTANT within 30 days of receipt of CONSULTANT’s invoice. If there is a dispute as to one or more-line items on the invoice, CITY will pay the undisputed portion within 30 days of receipt. The parties will exercise good faith and diligence in the resolution of any disputed invoice amounts and CITY will pay promptly upon resolution of the dispute. The City does not make advance payment for services. Due to grant deadlines and reporting requirements, CONSULTANT invoices must be submitted on or before June 1, 2026.

4. WORK PRODUCT REVIEW. CONSULTANT must make its work product available to CITY for review. If additional review and/or revision is required by CITY, CITY will conduct reviews in a timely manner. CONSULTANT should build review time into its schedule.

5. TERM OF AGREEMENT. This Agreement is effective as of the date first above written and will remain in effect until completed, amended pursuant to Section 7, or terminated pursuant to Section 6.

6. EARLY TERMINATION.

6.1. WRITTEN NOTICE. CITY has the right to terminate this Agreement for any reason, at any time, by serving upon CONSULTANT ten (10) calendar days advance written notice of termination. The notice is to be delivered and addressed to CONSULTANT as set forth in Section 11 of this Agreement.

6.2. DELIVERY OF WRITINGS. If CITY issues a notice of termination, CONSULTANT must deliver to CITY copies of all writings, whether or not completed, which were prepared by CONSULTANT, its employees, or its subcontractors, if any, pursuant to this Agreement. The term "writings" includes, but is not limited to, handwriting, typewriting, computer files and records, drawings, blueprints, printing, photostatting, photographs, and every other means of recording upon any tangible thing, any form of communication or representation, including letters, words, pictures, sounds, symbols, or combinations thereof.

6.3. PAYMENT FOR SERVICES RENDERED. If CITY issues a notice of termination, CONSULTANT will be entitled to receive compensation for all services rendered prior to the effective date of termination.

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 4 OF 10

6.4. EFFECT OF TERMINATION. Termination of this Agreement will not affect the rights and/or obligations of the parties that arose prior to termination and such rights and/or obligations will survive termination.

6.5. NOT EXCLUSIVE. The rights and remedies of CITY contained in this Section 6 are in addition to any other rights and remedies provided by law or this Agreement.

7. AMENDMENTS. Modifications or amendments to the terms of this Agreement must be in writing and executed by both parties to be valid and enforceable.

8. CONFIDENTIAL INFORMATION. Except as required by law, CONSULTANT must not, either during or after the term of this Agreement, disclose to any third party any confidential information relative to the work of CITY without the prior written consent of CITY.

9. CONFLICT OF INTEREST. CONSULTANT must exercise reasonable care and diligence to prevent any actions or conditions which could result in a conflict with CITY’s interest. CONSULTANT must immediately notify CITY of any and all violations of this Section upon becoming aware of such violation.

10.INDEPENDENT CONTRACTOR. In the performance of the services in this Agreement, CONSULTANT is an independent contractor and is not an agent or employee of CITY.

CONSULTANT, its officers, employees, agents, and subcontractors, if any, have no power to bind or commit CITY to any decision or course of action, and must not represent to any person or business that they have such power. CONSULTANT has the right to exercise full control of the supervision of the services and over the employment, direction, compensation, and discharge of all persons assisting CONSULTANT in the performance of said service hereunder. CONSULTANT is solely responsible for all matters relating to the payment of its employees, including compliance with social security and income tax withholding, workers' compensation insurance, and all other regulations governing such matters.

11.NOTICE.

11.1. DELIVERY. Any notices or other official communications required to be given to either party under this Agreement must be in writing, delivered to the addresses set forth below, and will be effective, as follows:
(a) by personal delivery, effective upon receipt by the addressee; (b) by facsimile, effective upon receipt by the addressee, so long as a copy is provided by certified U.S. mail, return receipt requested, postmarked the same day as the facsimile;
(c) by certified U.S. mail, return receipt requested, effective 72 hours after deposit in the mail.

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 5 OF 10
IF TO CITY: IF TO CONSULTANT:

City of Crescent City
Attn: City Manager
377 J Street
Crescent City, CA 95531
Phone: (707) 464-7483
FAX: (707) 465-1719
GHD Group
Attn: Steve Allen
718 Third Street
Eureka, CA 95501
Phone: (707) 443-8326
Email: [email protected]

11.2. CHANGE OF ADDRESS. Either party may change its address for notices by complying with the notice procedures in this Section.

12.OWNERSHIP OF MATERIALS. Except for CONSULTANT’s pre-existing property, CITY is the owner of all records and information created, produced, or generated as part of the services performed under this Agreement. At any time during the term of this Agreement, at the request of CITY, CONSULTANT must deliver to CITY all writings, records, and information created or maintained pursuant to this Agreement.

The term "writings" in this Section has the same definition as provided in Section 6.2.

Reuse of work products by CITY for any purpose other than that intended under this agreement will be at CITY’s sole risk.

13.BINDING AGREEMENT. This Agreement binds the successors of CITY and CONSULTANT in the same manner as if they were expressly named herein.

14.WAIVER. Waiver by either party of any default, breach, or condition precedent may not be construed as a waiver of any other default, breach, or condition precedent or any other right under this Agreement. The failure of either party at any time to require performance by the other party of any provision hereof will not affect in any way the right to require such performance at a later time.

15.NONDISCRIMINATION.

15.1. COMPLIANCE. CONSULTANT must comply with all federal and state antidiscrimination and civil rights laws. CONSULTANT must not discriminate in the conduct of the work under this Agreement against any employee, applicant for employment, or volunteer because of race, color, creed, religion, national origin, ancestry, sex, gender (including pregnancy, childbirth, breastfeeding or related medical conditions, gender identity, gender expression, age (40 and above), marital status, sexual orientation, denial of family and medical care leave, medical condition, genetic information, physical or mental disability (including HIV and AIDS), military or veteran status, denial of pregnancy disability leave or reasonable accommodation.

15.2. POSTING. CONSULTANT must post in conspicuous places, available to all employees and applicants for employment, notices that CONSULTANT will

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 6 OF 10
provide an atmosphere for employees, clients, and volunteers that is free from harassment or discrimination on the bases set forth above.

16.INSURANCE.

16.1. REQUIRED COVERAGE. CONSULTANT, at its sole cost and expense, must obtain and maintain in full force and effect throughout the entire term of this Agreement the following described insurance coverage with insurers authorized to conduct business in the State of California and with a current A.M. Best’s rating of no less than A:VII, unless otherwise approved by CITY.

POLICY TYPE MINIMUM COVERAGE LIMITS
(a) Workers' Compensation Per California Law
(b) Employer’s Liability $1,000,000 per accident for
BI/Disease
(c) Automobile Liability
ISO Form # CA 0001
$1,000,000 per accident for BI/PD,
for all owned, non-owned and hired
vehicles
(d) Commercial General Liability
ISO Form # CG 00 01
$1,000,000 per occurrence for
BI/PD, products and completed
operations, personal and advertising
injury; $2,000,000 aggregate
(e) Professional Liability (E&O) $1,000,000 per occurrence or claim; $2,000,000 aggregate

16.2. ADDITIONAL INSURED STATUS. CITY, its elected and appointed officials, employees, agents and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of CONSULTANT including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the CONSULTANT’S insurance.

16.3. PRIMARY COVERAGE. For any claims related to this Project, the CONSULTANT'S insurance coverage will be primary insurance as respects CITY, its elected and appointed officials, employees, agents and volunteers.

Any insurance or self-insurance maintained by CITY, its elected and appointed officials, employees, agents or volunteers will be in excess of the CONSULTANT'S insurance and will not contribute with it.

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 7 OF 10

16.4. NOTICE OF CANCELLATION. Each insurance policy required by this Agreement must be endorsed to state that coverage may not be cancelled except after giving prior written notice to CITY.

16.5. WAIVER OF SUBROGATION. CONSULTANT hereby grants CITY a waiver of any right to subrogation which any insurer of said CONSULTANT may acquire against CITY by virtue of the payment of any loss under such insurance. CONSULTANT agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not CITY has received a waiver of subrogation endorsement from the insurer.

16.6. SELF-INSURED RETENTIONS. Self-insured retentions must be declared to and approved by CITY. CITY may require CONSULTANT to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language must provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or CITY.

16.7. CLAIMS-MADE POLICIES. If any of the required policies provide coverage on a claims-made basis, then: (a) the retroactive date must be shown and must be before the commencement of work; (b) insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the work; and (c) if coverage is canceled or nonrenewed, and not replaced with another claims-made policy form with a retroactive date prior to the commencement of work, then CONSULTANT must purchase “extended reporting” coverage for a minimum of five (5) years after completion of the work.

16.8. VERIFICATION OF COVERAGE. CONSULTANT must provide with Certificates of Insurance for all required coverages as well as Declarations and applicable Endorsement Pages prior to commencement of work.

However, failure to obtain the required documents prior to the commencement of work will not operate to waive CONSULTANT’s obligation to provide them at any time thereafter when requested. CITY reserves the right to demand complete, certified copies of all required insurance policies, including endorsements, required by the specifications, at any time.

16.9. SUBCONTRACTORS. CONSULTANT must require and verify that all subcontractors, if any, maintain insurance meeting all of the requirements stated herein. CONSULTANT must endure that CITY, its elected and appointed officials, employees, agents and volunteers are additional insureds on all policies as required herein.

16.10. LACK OF COVERAGE. In the event that any required policy is canceled prior to the completion of the Project and CONSULTANT does not furnish a

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 8 OF 10
new Certificate of Insurance prior to cancellation, CITY may obtain the required insurance and deduct the premium(s) from contract monies due to CONSULTANT.

17.WORKERS' COMPENSATION.

17.1. COVENANT TO PROVIDE. CONSULTANT warrants that it is aware of the provisions of the California Labor Code which require every employer to be insured against liability for workers' compensation or to undertake selfinsurance in accordance with the provisions of that Code. CONSULTANT further agrees that it will comply with such provisions before commencing the performance of the work under this Agreement.

17.2. WAIVER OF SUBROGATION. CONSULTANT and CONSULTANT'S insurance company agree to waive all rights of subrogation against CITY, its elected or appointed officials, agents, and employees for losses paid under CONSULTANT'S workers’ compensation insurance policy which arise from the work performed by CONSULTANT for CITY.

18.ANTI-LOBBYING CERTIFICATION. CONSULANT must sign and deliver a Byrd AntiLobbying Certification with the execution of this Agreement. The certificate is included as Exhibit “C”, which is incorporated herein by this reference.

19. HCD PROVISIONS. As a CDBG-funded activity, the California Department of Housing and Community Development requires contractors to comply with the provisions set forth in Exhibit “D” (as applicable), which is incorporated herein by this reference.

20.GENERAL PROVISIONS.

20.1 INDEMNIFICATION. CONSULTANT agrees to indemnify, defend and save harmless CITY, its elected and appointed officers, agents, employees, and volunteers from any and all claims and losses, whatsoever, accruing or resulting to any person or other legal entity who may be injured or damaged resulting from any wrongful acts, errors and omissions, or negligence of CONSULTANT, its agents and employees, pertaining to the performance of this Agreement. CONSULTANT’S liability arising out of the performance of its obligations hereunder will be limited to the fees paid by CITY to CONSULTANT for services contemplated by this Agreement. This liability limitation does not apply to claims made by any third party, nor does it apply in the event of the willful misconduct or gross negligence of CONSULTANT, its principals, employees or agents.

CITY OF CRESCENT CITY
PROFESSIONAL SERVICES AGREEMENT PAGE 9 OF 10

20.2 TIME OF THE ESSENCE. CONSULTANT understands and agrees that time is of the essence in the completion of the work and services described herein.

20.3 SEVERABILITY. If a court of competent jurisdiction or subsequent preemptive legislation holds or renders any of the provisions of this Agreement unenforceable or invalid, the validity and enforceability of the remaining provisions, or portions thereof, will not be affected.

20.4 GOVERNING LAW AND CHOICE OF FORUM. This Agreement must be administered and interpreted under California law as written by both parties.

Any litigation arising from this Agreement must be brought in the Superior Court of California, in and for Del Norte County.

20.5 COSTS AND ATTORNEYS' FEES. If either party commences any legal action against the other party arising out of this Agreement or the performance thereof, the prevailing party in such action will be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys' fees.

20.6 NO ASSIGNMENT. This Agreement and any amendments hereto are not assignable by CONSULTANT either voluntarily or by operation of law without the prior written consent of CITY. Any attempt to assign this Agreement will be legally void.

20.7 INTEGRATION. This Agreement constitutes the entire agreement of the parties and supersedes and prior negotiations, agreements, understandings, representations or statements.

20.8 SURVIVAL. The parties' obligations under Sections 8 [confidential information], 16.3 [primary coverage] and 20.1 [indemnification] will survive the termination or expiration of this Agreement.

20.9 AUTHORITY. The signatories to this Agreement hereby represent and warrant that they have been duly authorized to legally bind and execute this Agreement on behalf of their respective parties.
[END OF AGREEMENT]

CITY OF CRESCENT CITY

PROFESSIONAL SERVICES AGREEMENT EXHIBIT A

EXHIBIT A

SCOPE OF WORK
[See attached pages 13-52.]

CITY OF CRESCENT CITY

PROFESSIONAL SERVICES AGREEMENT EXHIBIT B

EXHIBIT B

COMPENSATION
[See attached pages 13-52.]
August 22, 2022 → The Power of Commitment
City of Crescent City
Proposal for the Storm Drain
Master Plan Community
Development Block Grant
(CDBG) Program
→ The Power of Commitment
November 15, 2023
Ms. Bridget Lacey, Grants and Economic Development Coordinator City Of Crescent City
377 J Street
Crescent City, CA 95531
E: [email protected]
RE: Request for Proposals for a Storm Drain Master Plan Community Development Block Grant (CDBG) Program
Dear Ms. Lacey
GHD is submitting the following revised proposal in response to the Request for Proposals (RFP) for a Storm Drain Master Plan (SDMP), issued June 24th, 2022. GHD’s original proposal was submitted on July 25, 2022 and included two optional tasks with a scope and total budget of $292,207. The City had asked GHD to revise the proposal to remove the optional tasks and revise the scope and budget to $232,500 or less to match the CDBG grant. Additionally, CDBG policies pertaining to rates were conveyed to GHD by the City in November, 2023. GHD has made the requested changes with a new scope and budget of $232,453. It is our pleasure to propose the following work in response to the City’s need of initial storm water hydrologic and hydraulic modeling and risk-based prioritization of stormwater infrastructure projects, in order to easily identify and allocate funding for future improvements.

Demonstrated Master Planning and Asset Management Practices. GHD has assembled a team with the specific qualifications and experience needed to accurately and efficiently assess and identify the capital needs of the City’s stormwater collection system. The project team understands the importance of a carefully prescribed and scaled level of maintenance and implementation of CIP projects. These needs can be achieved through a targeted condition assessment and update to the existing GIS data; a linked hydrologic and hydraulic system-wide model; and the synthesis and analysis of model data to better understand how existing conditions influence system capacity under various storm conditions. The results of which will validate and formulate solutions that identify and prioritize CIP projects that minimize impacts such as nuisance flooding, outfall water quality, and capacity upsizing with a focus on the most vulnerable communities.

While the RFP scope is well within GHD’s expertise and can be achieved using traditional approaches, we propose an innovative approach with a more targeted vision of comprehensive collection system management that will result in a more useful tool to identify and prescribe the most effective maintenance and implementation of projects. This approach combines hydraulic model results with risk-based asset prioritization principles that will also allow the City to have the tools in place for better decision making and management of its collections system CIP and budget into the future.

This approach has been applied to numerous Master Plans for similar size systems and has helped reduce the cost of a CIP by evaluating and prioritizing specific projects instead of watershed-wide approaches and can easily be leveraged for future grant funding. We are bringing in a delivery team with demonstrated success with this approach, comprised of subject matter experts and local staff who will work closely with the City to further understand the City’s systems and needs.

A Strong Delivery Team Balanced with Subject Area Experts and Locally Based Resources.

Our Our Project Manager, Amber Shows, has worked closely with City staff out of the Eureka office for the past two years through her work with the Del Norte Local Transportation Commission and is committed to delivering quality projects for the City. She has demonstrated her ability to lead diverse and GIS-adjacent projects for municipalities with GHD for the past decade, drawing upon GHD’s depth of resources to appropriately align with each client’s needs. Steve Allen, a GHD Principal, will serve as the Project Director. Steve has delivered complex and award-winning water related projects from Eureka and across the North Coast Region for the past 26 years. Steve and Amber will be responsible for project delivery and client satisfaction. Patrick Sullivan and Taylor Goodwyn, Proposal #12588710
→ The Power of Commitment
our technical leads, have a combined 20 years of experience in delivering smart solutions in the stormwater modeling and Master Planning space. Patrick and Taylor both are based in our Eureka office. Our project QA/QC is Brett Vivyan, who has a long history of delivering water and stormwater infrastructure planning projects throughout Humboldt County. Daniel Jones will serve as the technical lead for GIS-related tasks. Daniel and our geospatial team have worked closely with City staff to update GIS datasets and have experience with the City’s stormwater dataset and GIS systems.

Upon authorization from the City and secured funding, the GHD Team is ready to begin work immediately to complete the scope of work within 10 months. Our contact information is provided below; please do not hesitate to contact us should you have any questions regarding the enclosed qualifications.

On behalf of our team, we thank you for the opportunity to present our qualifications and are excited about the potential of continuing our collaboration with the City.

Regards
Amber Shows GISP Steve Allen PE
Project Manager Project Director
E: [email protected] E: [email protected]
T: +1 707 267-2202 T: +1 707 267-2258
Table of Contents

1. Cover Letter i

2. Proposal Summary Sheet 1
3a. Firm Experience 2
3b. Staff Experience 5
3c. Cost 26
3d. Project Descriptions 27
3e. Deliverables 32
Project Schedule 35

4. Insurance Requirements 36
→ The Power of Commitment
City of Crescent City
Request for Proposals
CDBG Storm Drain Master Plan

Page 8 of 8 ends

PROPOSAL SUMMARY SHEET

STORM DRAIN MASTER PLAN

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
Proposals are due July 22, 2022 by 5:00 pm PST
Interested firms should submit this form with their proposal.

Project Cost: ______________________________________________________________ Signed: ____________________________________________________________________ Name/Title (Printed): _________________________________________________________ Company/Firm: ________________________________________________________ Company DUNS Number (Required for Federal contracts): ________________________ Tax ID No.: _____________________ ______ __________
Address: __________________________________________________________________ Phone Number: ____________________________________________________________ Email Address: _____________________________________________________________ Indicate if firm is a small business and/or a minority or woman-owned business:
__________________________________________________________________________ GHD Inc.
189435238
98 0425935
718 Third Street Eureka, Ca. 95501
+1 707.443.8326
GHD is neither a small business and/or minority or women owned business Steve Allen, PE Project Director
[email protected]
$232,453
3a. Firm Experience
About GHD
GHD is a leader in engineering and environmental
consulting, with more than 10,000 professionals and 200 offices worldwide. We have been a provider of multidisciplined engineering services for over 90 years, through an internationally recognized network of engineers,
environmental scientists, and other professionals
who together provide high quality environmental and
infrastructure engineering. Backed by over 4,000 staff
in North America, and over 400 in California, we deliver complex planning studies and infrastructure projects
of all types, excelling in all forms of water, wastewater, and stormwater civil infrastructure, including large scale waterways, floodplains, regional water quality facilities, and stormwater reuse projects.

Staff in our California offices have collaborated to
complete numerous planning, design, and implementation
projects, offering well-qualified services throughout the life of every project. This experience broadly involves master planning, asset management, GIS and spatial
sciences, data applications, feasibility and rate studies, grant funding opportunities and management, project
funding, surveying, preliminary and detailed design,
environmental review and permitting, construction bid
documents, and construction management. Specific to
storm drainage planning and design, GHD has prepared
1-D and 2-D hydrologic and hydraulic models for
needs assessment and capital project prioritization,
guided stormwater management programs focused on
water quality and municipal stormwater planning and
funding, and is currently working with municipalities to formulate Stormwater Fee Programs and BMP credit
trading programs, for long term multi-benefit stormwater capture/reuse projects, green streets, and low impact
developments.

GHD has a positive impact on all of the communities in
which we live and work. GHD has had a local presence
in Northern California since 1951, and has a successful history working for, and serving municipalities and
agencies. GHD’s Northern California offices currently
include Eureka, Redding, Santa Rosa, Sacramento,
Roseville, Cameron Park, San Francisco and Concord.

We are passionate about improving safety, enhancing
mobility, and preparing a healthy environment for the
community at large. The GHD Sustainability Policy
provides strategic direction for how we integrate
social, economic and environmental issues into core
business practices. A member of the World Business
Council for Sustainable Development, GHD operates
under a Practice Quality Management System, ISO
9001:2015 and an Environmental. Management System,
ISO 14001:2015 which are certified by Lloyds Register
Quality Assurance.

GHD is helping clients deliver some of the most significant storm water projects locally and around the world. The
projects in this section represent our relevant, recent experience in applying our team’s vision and technical
expertise to stormwater projects in California. This
experience reinforces our commitment to providing
stormwater services across all levels with a comprehensive and thorough project approach based on our established
processes and lessons learned over time.

Within this section we present our experience providing digital data collection and GIS services, planning and
design of multi-benefit projects, and incorporating natural solutions into our community’s livable spaces. These
projects have been led by the key individuals assembled on our team, and who have experience related to providing the services required in the RFP. In addition, the lessons learned from past projects have facilitated a vision to modernize stormwater and empower our clients with tools and services to drive improved decision making and capital spending in the future. GHD has successfully executed
multiple Stormwater Master Plans, MODA Analyses,
Green Streets, Low Impact Development (LID) design,
and Regional Multi-benefit projects as demonstrated by
our selected sample projects. Our reference projects are testament to the quality of the services we provide.

Recent California Stormwater Projects
• City of Eureka Stormwater Resource Plan
• Windsor Storm Drain Master Plan
• MckInleyville CSD Water & Sewer Master Plan
• Del Norte Local Transportation Commission
Regional Transportation Mapping
• San Carlos Storm Drain Master Plan
• Berkeley All-Pipes Model Collection System
Master Plan
• Oceanside Stormwater Quality
• Los Cerritos Regional Stormwater BMP
• Napa Sanitation District Browns Valley Trunk
Sewer
Today, GHD is one of the world’s top engineering
firms and is recognized by ENR as the 10th largest
pure design firm globally, and ranked #26 on ENR’s
2021 Top 500 Design Firms list.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 2 Watershed Management, Planning, and Engineering
GHD provides a full range of planning and design services for a variety of watershed projects, including wetlands and habitat enhancement; fish passage design; stream restoration; flood control; storm drain collection; green infrastructure, low impact development, stormwater capture and reuse, conveyance and treatment systems, bridges and culverts, fluvial geomorphology, watershed assessments, and multi-benefit green infrastructure projects. Our water resource engineers and scientists have capabilities that encompass conceptual level planning and design, GIS/spatial sciences, hydrologic/hydraulic modeling, infrastructure plan development, specifications, opinions of probable cost, construction management, and broad field experience (remote sensing, drone imagery, stream gauge installation/analysis, creek conditions evaluation, post-construction wetlands monitoring, field inventories of flood control and stormwater systems, and construction monitoring). We continually track funding and grant mechanisms and understand how to marry projects with funding, as noted by over $105 million in grant awards we have secured for our clients. GHD has also prepared numerous hydrology and hydraulic modeling and analysis studies. This experience is supported by a wide range of modeling techniques, from simple analysis based on empirically derived formulas, to 1- and 2-D waterway and floodplain modeling in HEC-HMS, MIKE, HEC-RAS, PCSWMM, TUFLOW, to complex 3-D and Computational Fluid Dynamic (CFD) modeling.

Digital Technologies & Spatial Sciences
We embrace geographic information systems (GIS) as a dynamic, limitless, groundbreaking technology able to aid all disciplines of our work. As scientists and engineers, we value its capacity for analysis and that it is rooted in rational and empirical methodologies. As innovators, we appreciate it as a venue for developing original and creative solutions limited only by our imaginations. As cartographers, we enjoy using creative, artistic expressions to turn vast quantities of complex data into appealing maps easy to understand and fun to investigate.

With over a decade of GIS project experience, GHD is versed in working with an extensive spatial library covering coastal California and beyond.

We have used GIS to serve dozens of community service districts, cities, counties, state agencies, federal agencies, and private firms. GIS has served as the backbone of many of GHD’s projects, ranging from wetland delineations and habitat mapping to traffic accident analysis and municipal utility infrastructure investigations. Our GIS services include database management, master planning, 3-D analysis, siting studies, asset management, watershed assessment, automating land use analysis with remote sensing, viewshed analysis, and a variety of other mapping/ visualization techniques. GHD also specializes in field-based mobileGIS, which has proven to be an indispensable tool for a variety of applications, including cataloging existing infrastructure, field verification of remote sensing anaysis, as well as inventorying and documenting storm drain systems and best management practices.

Urban/Landscape Planning &
Design
GHD is well equipped to
tackle the challenges
associated with the
complexity of urban renewal
and urban development
projects. We strive to
achieve a sustainable
balance between the
environment, the community and the demands of
the built environment. Our urban planning projects
are products of a multidisciplinary skillset and a
collaborative approach to problem-solving. We
understand the significance of incorporating issues
that are important to a range of stakeholders, as
well as finding integrated solutions.

Advisory Services
GHD Advisory addresses the need for
business outcomes that challenge the status
quo in our rapidly changing environment.

Underpinning our approach is the unique
combination of creative thinking, sound
business acumen and 90 years real-world
experience in design, delivery and
operations. GHD Advisory partners with
clients throughout the business and asset lifecycle, leveraging our global network to deliver integrated solutions with long-term benefits. Implementing and improving asset management systems and processes, is essential to delivering efficiency gains and ultimately transforming into a leading organization that provides optimum customer value. Rapid technological changes are happening across the life cycle of assets, systems improvements and the decisions for acquiring, upgrading or replacing them requires careful planning to achieve the right outcomes.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 3 Project Name Project Reference Project Details
Eureka Area
Watersheds
Stormwater Resource
Plan
City of Eureka
Jesse Willor
T: 707.441.4031
E: [email protected]
The Eureka Area Watersheds Stormwater Resource Plan (SWRP) is a regional stormwater planning document that facilitates a watershed-based analysis of stormwater issues and opportunities within select watersheds draining to Humboldt Bay. GHD assembled, facilitated, and worked with a Technical Advisory Committee (TAC) comprised of staff from the City of Eureka, County of Humboldt, Humboldt County Community Services District, and the North Coast Regional Water Quality Control Board to guide the development of the SWRP, which is intended to maximize cooperation and collaboration among State, regional and local agencies, and nongovernmental organizations during the development and implementation of stormwater projects. A key component of the SWRP is a list of prioritized projects that address flooding and the water quality impacts from stormwater discharges while providing multiple benefits, such as public education and ecological enhancement within a local watershed. GHD identified project opportunities using a multiple-criteria spatial analysis and a 2-D hydraulic model. The spatial analysis provided a multi-benefit approach to selecting suitable locations for integrated stormwater management projects, configured as a semi-automated method that allowed the TAC to assess the project watershed as a whole based on characteristics such as ownership, proximity to existing stormwater infrastructure, and ground slope. Based on that analysis, GHD and the TAC ranked sets of parcels and roadway segments based on their suitability for a variety of low impact development (LID) projects. GHD created the 2-D hydraulic model using PCSWMM, a modeling package that combines stormwater hydrology, collection, and conveyance simulation with a GIS/CAD interface. With the City of Eureka, GHD determined model extents by available data; the model served as a tool to evaluate the City’s existing stormwater system, evaluate potential solutions to existing inefficiencies, and analyze potential impacts of sea level rise.

Windsor Storm Drain
Master Plan
Town of Windsor
Garrett Broughton
T: +1 707.838.1211
E: grbroughton@
townofwindsor.com
Windsor’s storm drainage system consists of 40 miles of pipelines 24-inches and larger and a total of 20 miles for seven creeks. For this project, GHD has developed an efficient approach to data reconnaissance and management that leverages Town aerial imaging, Digital Terrain Model (DTM) data, and planimetrics developed by others. This data creates the platform for development of the project’s Geographic Information System (GIS) geodatabase. A triple-coupled, 2D model (MIKE URBAN/Flood) is being used for the hydrologic/hydraulic modeling effort. The model will be based on the County Water Agency’s (SCWA) flood control design criteria and an evaluation of previous master planning efforts, FEMA mapping, Town land use data, available stream gauge, rainfall, and runoff information, legal and regulatory issues, and then run under various scenarios to simulate baseline conditions. Following the review of the baseline conditions with the Town and the SCWA, GHD will use the model to conduct a sensitivity analysis for various future scenarios, including anticipated effects of climate change.

Through this analysis, a 20-year CIP will be developed that incorporates not only system hydraulics, but also the various factors that are important for project development and scheduling, including: life cycle costs, risk, condition assessment, coordination with other Town CIP projects and regional projects that may be advanced by the SCWA, and community and environmental impacts.

MckInleyville CSD
Water & Sewer Master
Plan
McKinleyville Community
Services District
Pat Kaspari
T: +1 707.839.3251
E:pkaspari@
mckinleyvillecsd.com
Phase 3 of the Water & Sewer Main Line Rehabilitation Master Plans (Master Plans) are separate Master Plans which provide a schedule for implementing replacements, rehabilitation, and upgrades to the McKinleyville Community Service District’s (MCSD) water distribution and wastewater collection system main lines and appurtenances for the next 50 years. The Master Plans include analyses of all of the pipes and appurtenances (i.e. valves and manholes) in District’s water distribution and sanitary sewer system.

Phase 3 of the Master Plans provide the following:
• Determination of pipe condition through soil sampling and physical testing of pipe samples • Evaluation of prioritization based on risk considering all of the triple bottom line (social, environmental, and financial) categories • Discussion and comparison of performing construction work in-house or through contract with associated construction cost estimates • Updated yearly project cost based on the updated system requirements and financial analysis • Revised schedule for the first 50 years of main line replacement for the MCSD systems based on the risk assessment Regional
Transportation
Mapping
Del Norte Local
Transportation
Commission (DNLTC)
Tamera Leighton,
Executive Director
T: +1 707.465.3878
E: [email protected]
The Del Norte Local Transportation Commission (DNLTC), guided by representatives from tribal and local governments and stakeholders, required authoritative transportation-related spatial data to facilitate asset management and regional planning. With a variety of information needs across the stakeholders and varying access to geospatial software, a proposal for a common database and data access solution was requested. The GIS data would be used as a starting point for reporting of county and city mileage, and asset inventory and management for all agencies with the responsibility of maintaining roads and other related transportation assets including bridges, bus routes and stops, local trails, bike routes and lanes, sidewalks, curb ramps, driveways, drainage facilities, and the callbox system within the county. Data accessibility has now been optimized for each stakeholder through the initiation of an Esri ArcGIS Online Organization account administered jointly by GHD and DNLTC. This common clearing house of transportation data gives stakeholders immediate access to GIS software to view and analyze their own data, plus access to mobile tools and public facing applications.

Stormwater Green
Infrastructure Project
City of Trinidad
Becky Price-Hall
T: +1 707.499.6454
E: rpricehall@trinidad.
ca.gov
In 2004, the City of Trinidad received a letter prohibiting discharge of polluted water to Trinidad Bay and surrounding areas, which was declared an Area of Special Biological Significance (ASBS) by the State in 1974. The City’s existing stormwater system did not incorporate modern retention, treatment, or infiltration design features. The City’s long-term goal was to help protect the ASBS by making improvements to the City’s stormwater system, including implementation of Green Infrastructure and LID improvements that passively collect, treat, store, and infiltrate stormwater. A geophysical investigation and surface water and groundwater models were developed to design infiltration systems that would not affect existing septic systems and culturally sensitive areas.

GHD was successful in helping the City to develop a watershed-wide plan that resulted in protection of the Trinidad Bay ASBS. GHD worked with the City to obtain over $7.5 million in grant funds for the project, including a $500,000 State Board Proposition 50 Planning Grant, a $2.5 million Proposition 84 ASBS Implementation Grant, a $771,500 Ocean Protection Council Proposition 1 Grant, and a $4 million State Board Proposition 1 Stormwater Grant.GHD was successful in helping the City to develop a watershed wide plan that results in protection of the Trinidad Bay ASBS. The first phase of the project completed in 2014 resulted in a 36.4% reduction in stormwater discharges to the ASBS. The project was well received by residents and business owners in Trinidad, with some residents stating that since construction of the project, the drainage problems they had always had on their property during rain events no longer occur.

All-Pipes Model
Collection System
Master Plan
City of Berkeley
Daniel Akagi
T: +1 510.981.6349
E: dakagi@cityofberkeley.
info
An all-pipes (7,500+ pipes) dynamic hydraulic model was built and delivered using InfoWorks ICM software. The project team leveraged 100+ East Bay Municipal Utility Districts (EBMUD) flow meters in determining hydrologic parameters for the wet weather calibration effort. This allowed a very detailed depiction of infiltration and inflow source and response within the system. GHD is applying its proprietary asset management principles and methods to inform asset risk, asset life, and lifecycle costing within InfoAsset Planner to generate a phased and prioritized CIP. Although the City had been required as part of their 2014 Consent Decree to replace or rehabilitate all sewers constructed before 1986, the cost of this effort would have been over $75M. GHD’s risk based prioritization approach determined that only 20% of these pipes warranted significant R&R and proposed a CIP that targeted the highest risk assets, potentially saving the City $60M to be used for more beneficial projects such as illicit storm drain disconnection to sanitary system and in-line storage projects to better manage peak flows and meet regulatory requirements.

Oceanside
Stormwater quality
City of Oceanside
Paul Pham
T: +1 760.435.5030
E: [email protected].
ca.us
The MS4 permit for the San Diego Region (R9-2013-0001 NPDES No. CAS010266) was amended by Order No. R9-2015-0100 on November 18, 2015. The amendment required the San Diego County Municipal Storm Water Co-permittees (Co-permittees) to revise their respective Model BMP Design Manuals for the San Diego Region. The City of Oceanside needed assistance with oversight of their stormwater compliance program as well as revisions of their BMP Design Manual and associated Templates to comply with an amendment to their MS4 permit. GHD assisted the City of Oceanside with the update of the City of Oceanside’s BMP Design Manual and SWQMP Templates for Priority and Standard Development projects. The updated Oceanside BMP Design Manual and associated Templates were submitted to the San Diego RWQCB. GHD served as Oceanside’s expert reviewer for submitted SWQMPs. GHD verified that the proposed development was characterized correctly, and that aspects associated with the SWQMP were compliant. Comments and recommendations were provided for each SWQMP for the developers and/or the Planning Division Project Managers. GHD also provided weekly staff support, attended developer conference meetings on the City of Oceanside’s behalf, and coordinated with staff within the Planning Division, Engineering Division, and the Water Department. A unique feature of this project was the way in which reviews were tracked. GHD created an internal system that mirrored the City of Oceanside’s own system in order to efficiently track and collect review fees from separate project owners. This system allowed GHD to invoice the City of Oceanside on a task basis rather than a project contract basis. GHD reviewed SWQMPs for more than 130 projects during its contract with the City of Oceanside.

GHD Nevada County Transportation Commission Regional Transportation Plan Update 4 Project Manager
Amber Shows, GISP
Project Director
Steve Allen, PE
Project Resources
QA/QC Manager
Brett Vivyan, PE, QSD/P
Lead Hydraulic Engineer
Patrick Sullivan, PE
Project Engineer
Taylor Goodwyn
Water Quality
Nathan Towlerton,

PE, QSD/QSP, QISP
Risk Analysis
Jack Durdan, B.Comm
Ryan Johnson
Digital Data Collection & Analysis
Bhavin Bhayani, PhD
Daniel Jones
3b. Staff Experience
Project Team Organization
Our project team members have been carefully selected to excel in meeting the project requirements for experience and work approach to achieve the City’s goals for this project. Our Project Manager, Amber Shows, GISP, will serve as the City’s main point of contact for the duration of the project. In support of Amber will be our Quality Assurance and Quality Control Manager, Brett Vivyan. Brett has served on a multitude of storm water planning, modeling, design and implementation projects throughout the northern California coast and successfully secured grant funding for his clients.

Our organizational chart below identifies each member within our team structure. Resumes for key team members provided on the following pages highlight the multi-disciplined professionals within our project team and identify the project role and responsibilities assigned to them. Each individual on our team was selected based on their capability and experience in achieving success on similar projects, and their passion for providing solutions that empower clients with the ability to make quality decisions going forward.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 5 Amber Shows | Project Manager
T 707.267.2202 | E [email protected] www.ghd.com
Amber Shows GISP
Project Manager
Location
Eureka, CA
Experience
14 years
Qualifications/Accreditations
– MS, Natural Resource Science, Humboldt State University, Arcata, CA, 2014 – Graduate Certificate, Geospatial Sciences, Humboldt State University, Arcata, CA, 2013 – BS/BA, Biology, Environmental Studies and French, Northern Arizona University, Flagstaff, AZ, 2004 – GISCI Certified Geographic Information Systems Professional (GISP), 2022 Key technical skills
– Spatial Analysis, Mobile Mapping, Asset Inventory
– Esri ArcGIS Pro, Online, Enterprise & Mobile
– Watershed and Environmental Management
Memberships
– North Coast Geographic Information Systems User
Group
Relevant experience summary
Amber Shows is a project manager and spatial sciences professional with 14 years of experience in Geographic Information System (GIS), Global Positioning Systems (GPS), public infrastructure and asset inventory, and watershed and environmental management. She has experience managing spatial and non-spatial data, mobile mapping, and surveying on private and public lands, building and maintaining geodatabases, remote sensing and analysis, preparation of grant proposals, regulatory agency coordination, and field work ranging from aquatic to public utility. Amber possesses a diverse educational and professional background, making her a valuable asset to any project where spatial sciences and data management are required.

City of San Jose Curb Ramp Asset Management
Program
Project Manager
City of San Jose | San Jose, CA; Santa Clara County,
CA
The City of San Jose selected GHD to evaluate asset
management solutions for the management of their
30,000 curb ramps and to support the implementation of
their Americans with Disabilities Act (ADA) Transition
Plan. GHD consolidated the City’s GIS data, prepared it for import into an asset management software program,
and guided the City through change management of
office and field workflows.

Del Norte Regional Transportation Mapping
Project Manager
Del Norte Local Transportation Commission |
Crescent City, CA
This project standardized County, City, and Tribal
roadways, transit, and active transportation layers in GIS within Del Norte County. GHD coordinated the gathering
and developing of data and schema structure and
guided spatial and attribute editing to achieve an
accurate and dependable GIS system for the
stakeholders in Del Norte County. Through an ArcGIS
Online organization site administered by GHD, the
region has access to authoritative datasets, web
applications, and field data collection capabilities.

City of Carson Stormwater Inspection WebGIS
Project Manager
City of Carson | Carson, Los Angeles County, CA
The City of Carson required a solution to quickly
mobilize their commercial stormwater inspection
program and to easily provide progress updates to the
state regulatory body, the Water Resources Control
Board. Leveraging ArcGIS Online, GHD digitized the
City’s paper forms into digital forms using Survey123,
trained City staff in the collection of stormwater
information, supported the City in field operations,
ultimately inspected over 1,100 businesses in less than 6 months, and bringing the City into compliance under
Amber Shows | Project Manager
T 707.267.2202 | E [email protected] www.ghd.com
the Municipal Stormwater Program. The visualization of
project progress in an ArcGIS Dashboard was invaluable
to the City’s Public Works Director and to the Water
Board in accessing real-time data throughout the
process.

City of Eureka Stormwater Resource Plan
Asset Inventory, GIS Analyst
City of Eureka | Eureka, CA
The City of Eureka collaborated with the County and
Humboldt Community Services Districts to create a
stormwater resource plan, which will enable the partners to apply for funds for Low Impact Development (LID) and best management practices to alleviate flooding and
improve water quality of flows into Humboldt Bay.

Coordinated the collection of stormwater infrastructure in the field and assisted with data management and figures production for reports and public presentations. ESRI
Story Maps were used on this project to present findings in a way that were compelling and interactive.

Windsor Sewer Master Plan - Phase 3
Mobile GIS and Asset Inventory Lead
Town of Windsor | Windsor, CA
In her capacity as Mobile GIS and Asset Inventory Lead, prepared equipment, data, and field work, and
conducted four weeks of field work, then post-processed data for a sewer manhole depth and condition inventory.

Highly accurate GPS equipment allowed this data to be
used for modelling the gravity sewer system and to be
used as the basis for master planning by the Town. Was
successful in debuting a new piece of GPS equipment
that greatly improved accuracy and efficiency in the field.

The goal of this project was to assist the Town in
planning capacity for projected growth.

City of San Carlos Storm Drain Master Plan
Asset Inventory Lead
Wilsey-Ham | San Carlos, CA
Coordinated with staff from the City of San Carlos,
consultants, and GHD project leads to determine the
extent of spatial and attribute data do be collected during a six-week field inventory of storm drain features
throughout the City. Responsibilities included preparing the GPS equipment, liaising between field crew,
consultants and GHD, quality control of data, and postprocessing data used as the basis for modelling the system and alleviating flooding.

Town of Windsor Storm Drainage Master Plan -
Phase II
GIS Analyst
Town of Windsor | Sonoma County, CA
The Town of Windsor again selected GHD to perform
hydrological and hydraulic modelling to inform the
Town’s Storm Drainage Master Plan based on new land
use and stormwater infrastructure information.

Leveraged the County’s high-quality elevation and
hydrologic data (Sonoma VegMap 2013), to prepare
inputs that would inform and update the hydraulic model.

City of Anaheim Fee Study
GIS Analyst
City of Anaheim | Anaheim, CA
The City of Anaheim requested an evaluation of their
stormwater fee structure based on land use and
impervious surface ratios. GHD analyzed the City’s high resolution multispectral imagery using remote sensing
and image classification software to provide an updated impervious/pervious surface layer. Created an accuracy
assessment of the results utilizing random points and
multiple editors to determine error rates per land use
designation. This exercise provided the confidence the
City needed in adjusting their fee schedule based on the new impervious surface results.

National Pollutant Discharge Elimination
System (NPDES) Permit Renewal Assistance
Asset Inventory Lead
Mendocino Department of Transportation |
Mendocino County, CA
Acted as the Asset Inventory Lead for the Mendocino
Department of Transportation NPDES Permit Renewal
Assistance project. The project involved the creation of a custom data entry system satisfying both the permit
renewal and the asset management aspects of the
project, then the mapping of MS4 stormwater facilities
surrounding the incorporated communities of Ukiah and
Fort Bragg and resulted in the creation of stormwater
system maps and an asset management system for
Mendocino Department of Transportation’s future use.

City of Sebastopol Water and Wastewater
Mapping
GIS Analyst
City of Sebastopol | Sebastopol, CA
Coordinated the initial development of a water and
sewer GIS for the City of Sebastopol. This project
entailed the conversion of CAD modelling results and
as-built drawings into data-rich GIS layers for utility maintenance staff and master planning and Clean in
Place (CIP) development. Coordinated the process and
the implementation of data development, field data
collection with real-time survey grade GPS, and
integration into the City’s asset management software
via regional partners and ESRI’s Enterprise ArcGIS
environment.

Steve Allen | QA/QC Manager
T 707.267.2258 | E [email protected] www.ghd.com
Steve Allen PE
QA/QC Manager
Location
Eureka, CA
Experience
26 years
Qualifications/Accreditations
– BS, Environmental Resources Engineering, Humboldt State University, Arcata, CA, 1996 – Civil Engineer, CA #62021
Key technical skills
– Stormwater Management, Erosion and Sediment
Control Design, Grading Plans, Green Infrastructure
and LID Designs, Stormwater Conveyence and
Treatment.
– Municipal Engineering, Preparation of Bid Documents,
Construction Services, and Regulatory Compliance In
Sensitive Environments.

Memberships
– American Society of Civil Engineers (ASCE), North
Coast Branch, Past President and Director
– California Stormwater Quality Association (CASQA)
– Floodplain Management Association (FMA)
Relevant experience summary
Steven Allen brings over 26 years of experience to our team, overseeing projects involving a mix of municipal and civil infrastructure including stormwater management, green infrastructure, stormwater analysis and design, grading plans, erosion and sediment control design and plans, open channel water conveyance and flood control, water supply, water storage and distribution, construction services, wetland mitigation construction, stream bank protection, bioengineering techniques, and regulatory compliance in sensitive environments. Steven has served in a high-level leadership capacity for many projects on the North Coast (notably leading our Integrated Water Management Team) and has led habitat restorations, enhancements, and passage improvements for agencies throughout Northern California, such as the BCRAA, the Humboldt County Resource Conservation District (RCD), the California Water Service Company (Cal Water), the California Coastal Conservancy (CCC), California Department of Fish & Wildlife (CDFW), Humboldt State University, Humboldt and Del Norte Counties, the cities of Trinidad, Fortuna, and Eureka, and many local tribal entities.

Del Norte County Regional Airport Runway
Safety Area
Principal-in-Charge
Border Coast Regional Airport Authority | Crescent
City, CA
Served as Principal-in-Charge for the environmental
compliance aspects of the RSA improvements at the Del
Norte County Regional Airport. Environmental work for
this project included a wetland delineation, habitat
mapping, botanical and biological surveys, topographic
and cultural surveys, a special status plant species
management plan, a mitigation monitoring plan, a
stormwater pollution prevention plan, land acquisition
assistance, and a Supplemental EIR. GHD also
prepared wetlands mitigation plan specifications for
onsite and offsite agency required mitigation. Other
services involved full design, construction management, and biological monitoring during construction of the
offsite wetlands mitigation, as well as biological
monitoring and SWPPP compliance for the onsite RSA
mitigation. GHD assisted in obtaining permits from the
CCC, the USACE, the RWQCB, and the CADFW. The
project is within the coastal zone. GHD has also
commenced the agency-required post construction
monitoring.

Humboldt State University LID Retrofit Projects
Principal-in-Charge
Humboldt State University | Arcata, CA
Provided principal oversight for design of low impact
development retrofits for the City of Arcata’s 7th and G Steve Allen | QA/QC Manager
T 707.267.2258 | E [email protected] www.ghd.com
Street Parking Lot, Humboldt State University’s G13,
G14, FS6 parking lots, and Northern Humboldt Union
High School District’s Arcata High School campus. All
three projects were funded by a Proposition 84 grant.

Improvements included: bio swales, rain gardens,
infiltration trenches, and five different types of permeable pavement (grass pavers, concrete pavers, permeable
interlocking concrete pavement, pervious concrete, and
porous asphalt).

Area of Special Biological Significance (ASBS)
City Stormwater Improvement Project
Principal-in-Charge
City of Trinidad | Trinidad, CA
The project included six separate stormwater collection, treatment, and infiltration systems utilizing low impact development technologies. The objective of this project was to improve the water quality of the watersheds on
the Trinidad plateau that ultimately drain into Trinidad Bay. Responsible for overseeing planning (including an
extensive geotechnical field study and groundwater
model), CEQA, preparation of final plans and
specifications, bid period assistance, and construction support. Funding included $2.5 million Prop 50 ASBS
grant to complete the project.

Area of Special Biological Significance (ASBS)
HSU Stormwater Improvement Project
Principal-in-Charge
Humboldt State University | Telonicher Marine Lab,
Trinidad, CA
The project focused on the separation of the stormwater and seawater discharge system on the exterior of the
Telonicher Marine Lab. The objective of this project was to help simplify the lab’s discharges to comply with the ASBS discharge requirements. The design included
tying in the lab’s separated stormwater into the City’s stormwater system that captures, treats, and infiltrates stormwater. Responsible for overseeing preparation of
final plans and specifications, bid period assistance, and construction support.

Hall Park Storm Water Detention Basin
Principal-in-Charge
Town of Windsor | Windsor, CA
GHD performed a storm drainage improvement
feasibility study evaluating alternative scenarios for
conveyance improvements and detention basin locations
to mitigate flooding at an intersection in the Town of
Windsor. Once the detention basin site was selected,
GHD was selected to design a detention basin at Hall
Park. The Detention Basin at Hall Park will be located
upstream of the intersection to intercept storm drain flow into a designated area of the park thereby attenuating
larger storm runoff events, and slowly discharge back
into the storm drain. The GHD team will incorporate a
bioswale to treat runoff from nearby roads. The multi-use detention facility will allow full use of the park for most of the year and educational opportunities for the
neighboring elementary school. Served as Project
Manager for the design of the detention basin including preparation of Plans, Specifications, and Estimate
(PS&E), coordination of survey and geotechnical
subconsultants, and regulatory documentation.

Peacock Creek Fish Passage
Project Manager
Del Norte County Department of Public Works | Del
Norte County, CA
Responsibilities included initial scoping; grant writing; obtaining funding; coordination with regulatory agencies, California State Parks, and County Department of Public Works; conducting topographic surveys, and hydrologic
and hydraulic modelling; designing a new crossing;
obtaining all necessary permits; preparing plans and
specifications; and conducting construction oversight to remove the old culvert barrier and replace it with an
innovative 120-foot-long vortex pool and weir fishway.

Awards
– Consulting Engineers and Land Surveyors of
California (CELSOC) 2005 “Engineering Excellence
Honor” Award, Peacock Creek Fish Passage Project
– American Council of Engineering Companies 2005
Engineering Excellence Awards Competition, National
Recognition Award, Peacock Creek Fish Passage
– ASCE San Francisco Section 2007 Small “Project of
the Year” Award, Cedar Creek Fish Passage
Improvement Project
– ASCE Region 9 2008 Environmental “Project of the
Year” Award, Cedar Creek Fish Passage
Improvement Project
– ASCE San Francisco Section 2017 Airport / Port
“Project of the Year” Award, Border Coast Regional
Airport Authority’s Comprehensive Large-Scale
Wetland Creation
– ASCE San Francisco Section 2020 Flood
Management “Project of the Year” Award, Rohner
Creek Flood Control and Habitat Improvement Project
Brett Vivyan | Civil Engineer
T 707.267.2275 | E [email protected] www.ghd.com
Brett Vivyan PE, QSD/P
Civil Engineer
Location
Eureka, CA
Experience
11 years
Qualifications/Accreditations
– BS, Environmental Resources Engineering, Humboldt State University, Arcata, CA, 2011 – Civil Engineer, CA #84167
– Qualified Stormwater Pollution Prevention Plan (SWPPP) Developer/ Practitioner #25527 Key technical skills
– Hydrology & Hydraulics
– Construction Plan Set Development
– Coastal Resiliency
– Fish Passage Design
Memberships
– American Society of Civil Engineers (ASCE)
– Engineers without Borders, North Coast Professional
Chapter
– Floodplain Management Association
Relevant experience summary
Since joining GHD in May 2010, Brett Vivyan has served on a variety of environmental and civil engineering projects, acting as a project manager, project engineer, construction manager, and construction inspector, for project development, securing funding, and executing the design, hydrodynamic modeling, analyses, permitting and implementation of projects concerning river hydraulics, fish passage design, flood control, climate change vulnerabilities, stream and wetland restoration, water and wastewater treatment, hydraulic engineering, and transportation improvements. For the majority of GHD’s restoration projects in Northern California, Brett has served as a project engineer and lead hydraulic modeler, co-authoring and providing hydrologic / hydraulic services to support the California Environmental Quality Act (CEQA) Environmental Impact Reports (EIR’s), Mitigated Negative Declarations (MND’s) and Categorical Exemptions. Proficient in such software as ESRI’s ArcGIS, MIKE by DHI (MIKE 11, MIKE 21), AutoCAD Civil 3D, and US Army Corps of Engineer (USACE) Hydrologic Engineering CenterRiver Analysis System (HEC-RAS) and Hydrologic Modeling System (HEC-HMS), Brett has supported and led multi-discipline, multi-benefit improvement projects throughout California.

Stormwater Infrastructure Hazard Identification
Project
Project Manager
City of Fortuna | Fortuna CA
This ongoing project will provide the City with the
knowledge of its stormwater assets to make better
decisions (e.g., allocating financial and staffing
resources to maximize its level of service to the
community and minimize risk); identify the condition of its Stormwater infrastructure and determine risk; and
Identify where to focus resources as a defendable
method to secure additional funding to help address
priority projects.

Flood Reduction and Sea Level Rise (SLR)
Mitigation Project
Project Manager
City of Eureka | Eureka, CA
Serving as Project Manager for the hydraulic modeling,
design, and implementation of project within urbanized
coastal areas to reduce flooding, increase SLR
resiliency, and improve water quality in Humboldt Bay.

The project improves the capacity and conveyance of
the storm drain network to reduce flooding in
combination with new tide and flap gates to reduce flood impacts from SLR, Low Impact Development (LID)
features (e.g., rain gardens) along storm drain
improvements, and trash capture devices. Water quality
benefits achieved by reductions in peak flows and
associated reductions in peak runoff volumes that create Brett Vivyan | Civil Engineer
T 707.267.2275 | E [email protected] www.ghd.com
erosion and carry sediment loads to the bay. The LID
features will provide additional pollutant removal from the urban runoff that ultimately reaches Humboldt Bay.

Trash capture devices reduce pollutants entering the
Bay and help ensure that the system’s outfalls function properly by reducing interference from debris.

SLR Vulnerability and Capital Improvement
Adaptation Plan
Project Engineer
City of Eureka | Eureka, CA
This ongoing project is addressing the City's need to
develop a long-term climate adaptation plan, tailored to planning for coordinated capital improvement projects
within the Coastal Zone. The plan focuses on Eureka's
shoreline extending from Martin Slough to Eureka
Slough. The inundation depth, duration and volume will
be calculated and mapped, which provides an
advancement of the previously used "bathtub model"
approach that projected tidal still water levels across the landscape. Using the results, GHD is identifying tipping points or thresholds of action characterized by shoreline morphological response and/or asset. GHD is working
with the City to develop holistic adaptation strategies that reduce or accommodate the inundation
vulnerabilities.
12th Street Integrated Stormwater Improvement
Project
Project Manager
City of Fortuna | Fortuna, CA
Served as Project Manager for the preparation of the
65% design plans, cost estimate, and basis of design for this LID retrofit and pedestrian safety improvement
project. Design included LID retrofits of roadway to treat the 85th percentile, 24-hour storm.

Drainage Study and Concept Design to Support
the Cardiff State Beach Living Shoreline Project
Project Engineer
City of Encinitas | Encinitas, CA
Drainage study and develop concept design solution for
the erosion issues experienced within the Cardiff Beach Living Shoreline Project beach access ways and dune. A
hydrology and hydraulic study for the length of the
project along Highway 101 to develop concept designs
to prevent, reduce, and bridge erosion along beach
access pathways.

SLR Adaptation Plan for Transportation
Infrastructure in the Eureka Hydrologic Area –
Humboldt Bay
Project Engineer
County of Humboldt Public Works | Eureka, CA
As part of a study to identify shoreline vulnerability and adaptation projects to address SLR, shoreline erosion,
and sedimentation from coastal streams throughout a
3,000-acre study area—including the US Highway 101
corridor between Arcata and Eureka—helping to
determine vulnerabilities to SLR impacts and adaptation measures that will reduce long-term risk. The study
focuses on the geomorphic response to episodic storm
events and long-term increases in sea levels. Humboldt
County Department of Public Works leads the project,
partnered with Caltrans, Humboldt County Association of Governments (HCAOG), and City of Eureka. The project
is funded through a Caltrans Sustainable Communities
Grant Program.

Fortuna Boulevard LID Retrofit
Project Manager, Project Engineer
City of Fortuna | Fortuna, CA
Served as Project Manager and Project Engineer
responsible for the preparation of the 65% design plans, cost estimate, and basis of design for this LID retrofit project. Design included retrofit of existing medians and parkways (between sidewalk and curb) to treat the 85th
percentile, 24-hour storm.

Rohner Creek Flood Control, Seismic and
Habitat Improvements
Project Manager, Lead Hydraulic Engineer / Modeler,
Construction Inspector
City of Fortuna | Fortuna, CA
Served as Project Engineer and Lead Hydraulic
Engineer / Modeler for this ongoing project, which
requires a 2D hydrologic and hydraulic analysis of
Rohner Creek and the adjoining floodplain within the
City of Fortuna. GHD conducted an analysis of the
Rohner Creek watershed and identification of potential
flood reduction improvements to reduce the frequency of flooding events along the Rohner Creek channel.

Involvement entailed the hydrologic (HEC-HMS) and 2D
hydraulic modeling (MIKE by DHI) of Rohner Creek,
topographic survey, and development of potential flood
reduction alternatives. GHD’s analysis proposed such
flood reduction improvements as channel widening and
terracing with habitat improvements, diversion pipelines, and detention basins. The existing conditions model was used to assist Federal Emergency Management Agency
(FEMA) in re-mapping the Flood Insurance Rate Maps
through the Letter of Map Revision (LOMR) process.

The preferred alternative has been further designed and modeled for use in obtaining a Conditional Letter of Map Revision (CLOMR) and proposed LOMR footer project
construction. Also co-authored the CEQA MND for the
project.

Patrick Sullivan | Senior Engineer
T 707.267.2238 | E [email protected] www.ghd.com Patrick Sullivan PE
Senior Engineer
Location
Eureka, CA
Experience
25 years
Qualifications/Accreditations
– MS, Environmental Engineering, University of Vermont, Burlington, VT, 1999 – BS, Environmental Resources Engineering, Humboldt State University, Arcata, CA, 1996 – Civil Engineer, CA #69599
– Occupational Safety and Health Administration (OSHA) 40-Hour Hazardous Site Worker Training Key technical skills
– Stream / Wetland Restoration Design
– Hydrologic Run-Off Analyses
– Open Channel and Pipeline Hydraulic Design, Water
Treatment / Distribution Design, Erosion, And
Sediment Control
– Bridge / Culvert Design and Construction
Management
Memberships
– American Society of Civil Engineers, North Coast
Branch
Relevant experience summary
Patrick (Pat) Sullivan is a California-licensed civil engineer with over 25 years of experience as a design engineer and project manager, working with a wide range of clients, such as private landowners, special districts, Tribes, municipalities, and non-profit organizations, from project conception to completion. These two decades have broadly involved stream / wetland restoration design, hydrologic run-off analyses, open channel and pipeline hydraulic design, water treatment / distribution design, erosion and sediment control, bridge / culvert design, and construction management / oversight for all related projects. As Hydrogeology Service Line Coordinator for GHD’s West Coast, he specializes in water resources with an emphasis in numerical modeling (air, hydraulic, and hydrogeologic), mathematical optimization, and applied geostatistics. Pat has served the Environmental Protection Agency (EPA), Department of Defense, Department of Energy, local municipalities, and private clients in air, surface water, hydrology and hydraulic analysis, groundwater, environmental monitoring, river / wetlands restoration, and fish passage. Pat led all hydraulic / hydrologic modeling on the Bay Meadows and Pacific Shores portions of Border Coast Regional Airport Authority’s (BCRAA’s) Runway Safety Area (RSA) Improvements and Habitat Restoration project, which involved construction oversight, hydrological analysis, groundwater investigations, soil moisture studies, and post-construction hydrologic monitoring. He is also currently lead hydrologist for the Salt River Ecosystem Improvement project, within the Coastal Zone of Humboldt County.

City of San Carlos Storm Drain Master Plan
Project Engineer / Lead Hydraulic / Hydrology
Modeler
City of San Carlos | San Carlos, CA
GHD completed a storm drain master plan that included
developing a stormwater hydrology and runoff analysis.

The project entailed compiling historical data, storm
monitoring, and collecting extensive field data to develop a 2D stormwater runoff model. The data collection
included inventory and assessment of over 80% of the
entire City storm drain infrastructure. The model was
used to identify capital improvement areas and evaluate improvement alternatives. Was the lead modeler on the
project and also was responsible for facilitating meetings with the client. Upon completion of the project the City has retained GHD for further analysis of the tidally
influenced portions of the system and on-call support for storm drain and engineering services.

Patrick Sullivan | Senior Engineer
T 707.267.2238 | E [email protected] www.ghd.com Santa Venetia Storm Drain Master Plan
Project Engineer, Lead Hydraulic, Hydrology
Modeler
County of Marin | Marin County, CA
GHD completed a stormwater runoff analysis and
development of a storm drain master plan. The project
entailed compiling historical data and collecting
necessary field data to develop a 2D stormwater runoff
model. The model was used to identify capital
improvement areas and evaluate improvement
alternatives. Was the lead modeler on the project and
was responsible for facilitating meetings with the client and community outreach. After completion of this
project, presented this project with Marin County at
American Public Works Association Public Works
Conference and Floodplain Management Association
Conference.

Airport Storm Drainage Master Plan
Project Engineer
Guam International Airport Authority | Guam, CNMI
Assessed existing conditions and identified drainage
deficiencies and improvement projects. Developed
layout of storm drain collection system and conducted
hydrologic and hydraulic evaluation using Hydrodynamic
software to size the system to meet design criteria.

Developed stormwater treatment methods incorporating
LID techniques, such as bioswales and infiltration
basins. Developed planning level opinion of probable
construction costs to support Capital Improvement Plan.

Santa Ana River Bypass Settling Basin Design
Project Engineer, Lead Hydraulic, Hydrology
Modeler
San Bernardino Valley Municipal Water District |
Highland, CA
Served as Project Engineer and lead hydraulics and
hydrology modeler for an analysis of a Santa Ana River
diversion stilling basin. The analysis included building a combined 1D and 2D flow model to assess hydraulic
grade elevations, flow velocities, over land flow
pathways, and rock slope protection sizing.

Trinidad Area of Special Biological Significance
(ASBS) Stormwater
Project Engineer, Construction Manager
City of Trinidad | Trinidad, CA
The City of Trinidad is located on the Northern California coast. The City was ordered to discontinue its
stormwater discharge to Trinidad Bay, which was listed
as an ASBS. GHD was contracted to evaluate the site,
design and develop alternatives, prepare design and bid documents, and perform construction oversight. During
the site investigation stage of the project, led the
hydrology and hydrogeology studies. Studies included
installing 20 groundwater wells, geologic field mapping, geophysical imaging (seismic refraction / reflection and electrical resistance), and geotechnical slope stability modeling. The project design included the use Low
Impact Development (LID) stormwater design with
swales, rain gardens, treatment, and infiltration
chambers. The design required the development of
hydrology, hydraulics, 3D groundwater, and slope
stability models.

McKinleyville Community Services District
Water and Sewer Master Plans
Project Manager
McKinleyville Community Services District |
McKinleyville, CA
Served as Project manager and hydraulic engineer for a
multi-phase water and sewer master plans for the
McKinleyville Community Services District. Tasks
included data collection, system mapping, hydraulic
analysis, collection of soil samples and pipe samples
and laboratory testing to assess pipe condition. This
information was used to create a risk framework unique
to each system which was applied to all linear assets
and a prioritized rehabilitation plan, including planning level opinions of probable cost, was prepared, and
presented in master plan reports for each system over a 50-year planning horizon.
3rd and Y Sewer and Pump Station
Project Engineer
City of Eureka | Eureka, CA
Performed watershed flow analysis based on using a
GIS base to input water billing records to determine
base flows. Evaluated run time meters on pump stations
coupled with rainfall data to statistically generate
probable pump station operations under wet weather
conditions. Completed review of previous Infiltration / Inflow (I/I) investigations and completed statistical curve fitting to develop base and peak flows for design.

Analyzed flow pathways throughout Old Town using a
combination of computer modelling techniques verified
through hand calculations. Existing sewer lines were
evaluated based on existing operating characteristics,
and new flows. The potential to improve pump station
operation through rerouting force mains was also
investigated. The results were used in developing the
final force and gravity main sizes and alignment, as well as the pump station capacity, as well as future Old Town sewer improvements points.

MT
+1 519 616-5980 | E [email protected] www.ghd.com
Jack Durdan B.COMM
Risk Analysis
Location
Toronto, Ontario, Canada
Experience
5+ years
Qualifications/Accreditations
– Bachelor of Commerce (Honours) – Public Management,
University of Guelph, 2019
– Bachelor of Science (Minor) G.I.S. and Environmental Analysis, University of Guelph, 2019 Key technical skills
– Data/Spatial Analysis, Review & Reporting
– CMMS/EAMS Configuration & Implementation
– Stakeholder Engagement
– Financial Analysis
– Project coordination/management
Relevant experience summary
Jack brings a background in asset management, project management, CMMS implementation and financial services. His work has focused on data review and financial analysis and the configuration and deployment of CMMS/EAMS systems. Additionally, Jack supports project coordination and delivery, and develops enhanced KPI reporting for public sector clients. While in financial services, Jack focused on change management, process mapping and delivery of innovative reporting instruments. His contributions in both the public and private sector have led to recognition as a strong communicator and results driven individual.

In his Advisor role, Jack delivers strong results for clients leveraging his technical, analytical and financial skillsets.

He has supported both municipal and private sector clients with data analysis, review and reporting as well as configuration and deployment of CMMS/EAMS systems. Furthermore, Jack supports municipal clients with financial analysis, project scheduling and cost of service analyses for public works and utilities. Internally, he has supported development and deployment of both project management and reporting tools to streamline operations and drive client results.

Project experience
Development of a Comprehensive Asset
Management Program
Asset Management Analyst |
City of Carson | Carson, CA, United States |
May 2022-Ongoing
In the initial phases of the development of the City of Carson’s Asset Management Program, Jack has
focused on data quality reviews and subsequent gap
analysis. His recommendations help inform both the
client and internal business partners during subsequent tasks. His role will continue to evolve during
implementation, focusing on program analysis and
recommendations.

Rate Study to Establish Revenue Requirements
for the Village Water Utility
Rate Analyst/Project Coordinator |
Village of Skaneateles Water | Skaneateles, NY,
United States | April 2022-Ongoing
Jack acts as the lead analyst, working under a GHD
principal, to establish the revenue requirements for the Village’s water utility. Through this, Jack leads client and stakeholder relationships, completes financial modelling to establish utility needs. His role will expand to include greater stakeholder engagement with the wider
community and other interested parties.

Jack Durdan | Risk Analysis
MT+1 519 616-5980 | E [email protected] www.ghd.com
Asset Management Strategic Initiatives
Improvements Project
Business Analyst |
Port of Houston Authority | Houston, TX, United
States | June 2022-Ongoing
Supporting the Port Authority in the development of
Asset Management Improvements, Jack has been
involved in policy assessments, framework development
and stakeholder engagement. As the project evolves,
Jack will play an integral role in each phase of the
program.

Ann Arbor CMMS Services
Configuration Analyst |
City of Ann Arbor | Ann Arbor, MI, United States |
March-July 2022
Jack’s role with the City of Ann Arbor CMMS
Implementation involved many parts of the configuration and deployment of the CMMS system. Jack performed
data analysis and validation and played a large role in system configuration, QA and deployment. He also
assisted the Project Manager in project coordination and scheduling.

Sun Life Financial
Data Analyst & Operations Analyst |
Sunlife Financial | Toronto, ON | 2020-2022
Jack collaborated with internal stakeholders and
business partners to define and track change
management development and implementation of
financial reporting tools. His responsibilities included adoption and deployment strategy development, process
mapping, user acceptance testing, and oversight of the
change management process. Directly supported over
250 users across Canada, while continuing to advise
and support functions of Operations Analyst role.

As an operations analyst, Jack acted as the primary
point of contact and liaison between 500+ business
partners and a team of data scientists and business
intelligence professionals. His responsibilities included driving self-sufficiency and user adoption of reporting tools as well as defining reporting needs for leadership and team prioritization
GM BluePlan Engineering Ltd
Asset Management Specialist |
Various Clients | Hamilton, ON | 2019
Jack’s responsibilities as an asset management
specialist improving data quality and standards for a
large-scale municipal project driving efficiencies and
utilization. Furthermore, Jack integrated new metrics and infographics to improve client reporting. He also assisted in an asset classification exercise during an
implementation program
Municipal clients included: Halton Region, Region of
Waterloo, Town of Lincoln
Barrday Inc.

Accounting Administrator |
Internal | Cambridge, ON | 2018-2020
Jack acted in both accounts receivable and accounts
payable roles, where his responsibilities included being the accounting point of contact for over 75 customers
and 100 suppliers. He worked closely with leadership to resolve customer/supplier issues and supported
controller in financial planning.

Grand River Transit
Student Coordinator |
Region of Waterloo | Kitchener, ON | 2017
As a student coordinator, Jack led a process to enhance security measures at transit facilities across the region.

His responsibilities included project and expense
management, financial reporting and liaising with
multiple external stakeholders. Jack also participated in a review and automation of infrastructure needs during
bus route realignment process driving operation and
cost efficiencies.

Career history
2022 - present GHD, Advisor
2021 - 2022 Sun Life Financial, Data Analyst
2020 - 2021 Sun Life Financial, Operations Analyst
2019 - 2019 GM BluePlan Engineering Ltd., Asset
Management Specialist
2018 - 2020 Barrday Inc., Accounting
Administrator
2017 - 2017 Grand River Transit, Student
Coordinator
Nathan Towlerton | Water Resources Engineer
T 562.206.7983 | E [email protected] www.ghd.com Nathan Towlerton PE, QSD/QSP, QISP
Water Resources Engineer
Location
Roseville, CA
Experience
12 years
Qualifications/Accreditations
– BS, Chemical Engineering (Environmental Process), Oregon State University, Corvallis, OR, 2006 – Civil Engineer, CA #81643
– Qualified Stormwater Pollution Prevention Plan (SWPPP) Developer / Practitioner, CA #26239 – Qualified Industrial Stormwater Practitioner (QISP)
Key technical skills
– LID/Water Quality BMP Implementation
– Hydraulic & Hydrologic Analysis
– Municipal Separate Storm Sewer System (MS4)
Compliance Program Improvement
Memberships
– American Society of Civil Engineers (ASCE)
– California Stormwater Quality Association (CASQA)
Relevant experience summary
Nathan Towlerton is a licensed professional engineer with extensive experience on a variety of water quality, flood control, and integrated water management projects throughout California. His experience includes hydraulic & hydrologic analysis, green streets / complete streets design, MS4 compliance program improvement, Water Quality Management Plans (WQMP’s) and SWPPP development, regional Best Management Practice (BMP) implementation, land development, and structural BMP design. He specializes in water quality with particular emphasis on MS4 and Industrial General Permit compliance.

Dana Point Master Plan of Drainage Update
Project Manager
City of Dana Point | Dana Point, CA
Managed update of city-wide Master Plan of Drainage.

The project used the Rational Method module of the
Hydrowin 2014 software program to identify storm drain
deficiencies and propose corrective improvements. The
effort included hydrology/hydraulic analysis of the City’s system for the 10-, 25-, and 100-yr storm events,
identification of priority capital improvement projects, and cost estimating of those projects.

City of Oceanside Stormwater Quality
Management Plan Review
Project Manager
City of Oceanside | Oceanside, CA
Acted as expert reviewer of Stormwater Quality
Management Plans (SWQMPs) on behalf of the City of
Oceanside Engineering Division for projects subject to
the current San Diego Region National Pollutant
Discharge Elimination System (NPDES) MS4 Permit.

Also developed, in conjunction with the GHD team, the
City’s BMP Design Manual and SWQMP templates to
comply with the current permit. Additional responsibilities included City staff permit compliance training and
consultation with Capital Improvement Program (CIP)
staff for evaluation of current/future projects.

Hall Park and Dawn Way Stormwater
Improvements
Design Lead
Town of Windsor | Windsor, CA
Led design team for final engineering improvements
consisting of conversion of a Town park into a flood
mitigation basin and replacement of downstream
conveyance channels. The projects were identified as
part of the previously performed Master Plan of
Drainage completed by GHD and were implemented to
mitigate frequent flooding at multiple locations in
residential land use areas of the Town.

Nathan Towlerton | Water Resources Engineer
T 562.206.7983 | E [email protected] www.ghd.com La Palma Avenue and Richfield Road
Stormwater Infiltration
Project Engineer
City of Anaheim | Anaheim, CA
Provided hydrologic/hydraulic analysis and design of
grant-funded storm drain improvement/infiltration project.

The project included construction of new storm drain
lines to divert stormwater flows to existing regional
infiltration basins and mitigate local roadway flooding.

Project tasks included hydraulic modeling (PCSWMM),
system design, and construction support.

Kelly Drive and Park Drive Road Diet
Project Engineer
City of Carlsbad | Carlsbad, CA
Provided green streets design and SWQMP support for
multi-modal operational improvement project in
Carlsbad. The project consisted of a complete streets
approach with stormwater BMP’s, buffered bike lanes,
enhanced sidewalks, protected trails, and intersection
roundabouts.

Anaheim Alley Sewer Improvements
Project Engineer
City of Anaheim | Anaheim, CA
Designed City right of way stormwater BMP’s as part of
sewer improvement project for City of Anaheim
Department of Public Works. Project utilized grant
funding based on stormwater volume capture. Used
Orange County stormwater methodology to design
custom biochar BMP’s and permeable pavement to
meet volume capture requirements.

Lambert Road Water Quality Management Plan
Project Engineer
Orange County Department of Public Works |
Orange County, CA
Developed a water quality management plan for the
Orange County Public Works bikeway project.

Development included site evaluation, hydrologic
analysis, and specification and design of stormwater
BMP’s in accordance with Orange County Model Water
Quality Management Plan and US Environmental
Protection Agency’s (EPA’s) Green Streets Handbook.

Modjeska Park Detention and Infiltration
System
Project Engineer
City of Anaheim | Anaheim, CA
Provided hydrologic/hydraulic analysis, design, and
specification of large grant-funded regional infiltration basin project. Design tasks included hydrologic analysis, size optimization through dynamic modeling
(PCSWMM), product evaluation and specification, and
construction support.

State College Boulevard Regional BMP
Project Engineer
City of Anaheim | Anaheim, CA
Performed the analysis and feasibility study for
conversion of existing sanitary sewer to regional
stormwater BMP. Analysis included delineation of
contributing watersheds, evaluation of available storage volumes, and design/hydraulics of connections to
existing storm drain system.

Los Cerritos Channel Stormwater Capture
Project Engineer
Los Cerritos Channel Watershed Group | Long
Beach, CA
Performed hydraulic and hydrologic analysis for a 20-
acre-foot regional stormwater quality retention system at Long Beach Airport. Tasks included water surface
pressure gradient analysis of conveyance channel and
hydraulic analysis / sizing division channel including
large-scale dual hydrodynamic separators.

Live Oak and Trabuco Canyon Water Quality
Management Plan
Project Engineer
Trabuco Canyon Water District | Orange County, CA
Developed a water quality management plan for Orange
County Public Works safety improvement project along
rural highway in unincorporated Orange County. Tasks
included specification and design of green streets
stormwater BMP’s, development of long-term operation
and maintenance specifications, and Water Quality
Management Plan document and appendices.

Morton Salt Stormwater Improvements
Engineer of Record
Morton Salt | Newark, CA
Served as Engineer of Record for bioretention
stormwater improvements at an existing industrial
facility, utilized volume / flow-based design to conform to facility size constraints while still meeting provisions of the City’s Municipal Regional Stormwater Permit
Career history
2015 - present GHD, Water Resources Engineer
2013 - 2015 StormTrap, Stormwater Engineer
2010 - 2013 Contech Engineered Solutions,
Stormwater Design Engineer
T 707.267.2217 | E [email protected] www.ghd.com
Taylor Goodwyn
Graduate Water Resources Engineer
Location
Eureka, CA, USA
Experience

1.5 years
Qualifications/Accreditations
– B.S, Environmental Resources Engineering, Cal Poly Humboldt, Arcata, CA, 2022 – Minor in Physics, Cal Poly Humboldt, Arcata, CA, 2022 Key technical skills
– Hydrology and Hydraulic Modeling
– Stormwater and Wastewater Conveyance
– AutoCAD Civil 3D
Memberships
– North Coast Professional Chapter Engineers
Without Borders
Relevant experience summary
Taylor Goodwyn is a staff engineer with over one year of experience as a Graduate Water Resources Engineer.

Originally from the San Joaquin Valley, Taylor has a passion for drought resilience and preparedness, water quality, and water conveyance systems. They have educational and professional experience in hydraulic modeling and design, renewable energy systems, and waste water treatment facility design. Project experience includes hydrologic modelling and analyses for storm water conveyance, stormwater treatment design, grant writing for State and Federal project funding, and assistance in project management.

SOTF Fort Liberty Hydrology & Hydraulic
Deficiency Analysis
Project Engineer – Hydrology & Hydraulics (H&H)
Storm Water Conveyance Modeler and Designer
Zapata Inc. | Fort Liberty, NC | Oct-23 – Present
Project scope included modeling the existing drainage
system ‘base case’ in PCSWMM 2023 under various
design storm conditions for ~1400 acres of the SOTF
Compound. Based on base case results, proposed
drainage improvement projects with alternatives were
formulated to reduce volume and duration of flooding.

Created the H&H model for the base and proposed
conditions, developed drainage infrastructure
improvements and tested with proposed conditions
models, lead the report drafting for the H&H Deficiency Analysis, fostered client communication and integrated
feedback, delegated tasks, and supported the project
management.

Ferndale WWTP Improvements Project –
CWSRF Grant Procurement
Project Engineer – Assistant Project Manager and
Designer
Office of Water Programs | City of Ferndale, CA |
Aug-23 - Present
Project scope included the development and submittal
of the General, Technical, and Environmental
Packages for the Construction Clean Water State
Revolving Fund (CWSRF) grant application for the
upgrade of the WWTP equalization pond to stop
flooding during peak design storms of the equalization
basin into the adjacent Francis Creek. Key items
required for the grant submission included 30%
technical design and an Engineering Report analysing
project alternatives. Supported the project
management, task delegation, client communications,
technical report writing, and project design for the
upgrades to the equalization basin.

Mendocino City Community Services District
WWTP Upgrades and Distribution Project –
CWSRF Grant Procurement
Project Engineer – Grant Technical Writer
MCCSD | Mendocino City, CA | June-23 – Sept-23
Project scope included the development and submittal
of the General, Technical, Environmental, and
Financial packages for the Construction CWSRF grant
application for upgrades to the WWTP and the storage
and distribution of tertiary treated recycled water for community irrigation. Supported the technical writing,
client communications, grant application compiling and
submittal.

Old Arcata Road Hydrology & Hydraulics
Analysis
Project Engineer – Hydrology & Hydraulics (H&H)
Storm Water Conveyance Modeler |
City of Arcata | Arcata, CA | Mar-23 – May-23
Taylor Goodwyn | Graduate Water Resources Engineer
T 707.267.2217 | E [email protected] www.ghd.com
Project scope included modeling the existing drainage
system ‘base case’ in PCSWMM 2023 under various
design storm conditions for the stormwater
conveyance along Old Arcata Rd. Supported the
creation of the base case and proposed conditions
H&H models and the development of the H&H report.

Briceland Community Services District Water
System Improvements Project
Project Engineer – Assistant Project Manager and
Designer
BCSD | Briceland, CA | Apr-23 – Oct-23
Project scope included the specs, design and bid to
construct raw and treated water storage tanks with
accompanying distribution networks for the community
of Briceland. Project role included the assistance of
project management, specs, AutoCAD 3D design,
client communications, and bid processing of the
project.

ES Minerals Department of Energy Grant
Support
Engineering Intern |
Energy Source Minerals | San Diego, CA| 2022
Assisted in project coordination and grant writing for a $300 mil. award within a constrained time frame.

Tasks included client communication, application
development, and project coordination.

Manila Flood Reduction and Drainage
Enhancement
Engineering Intern |
Manila Community Services District | Manila, CA |
2022
Wrote the 30% Basis of Design Report and assisted in
hydrologic calculations for the 30% Design for the
drainage enhancement project.

Career history
March 2023 - present GHD, Graduate Water Resources Engineer June 2022 – March 2023 GHD, Engineering Intern
T 707.236.1538 | E [email protected] www.ghd.com
Ryan Johnson
Executive Advisor, AM
Location
Santa Rosa, CA
Experience
15 years
Key technical skills
– Asset Management (AM) Thought and Practice
Leader
– Project and Program Management
– Water and Wastewater Operations and
Maintenance Management
– Petro Chem, Water, Transportation and Municipal
Utilities AM − Culture change − Asset Reliability
Studies − Condition Assessment & Monitoring − Life
Cycle Costing & Planning
– CMMS and EAM systems development and
implementation − Maintenance & Capital Planning −
Reliability Centred Maintenance (RCM)
Memberships
– N/A
Relevant experience summary
Ryan holds over 15 years of Operations and Maintenance (O&M) program management experience in the water, wastewater, and energy - public and private sectors. With a focus on AM and maintenance performance optimization, Ryan is uniquely experienced to develop levels of service, and whole of business goals from an owner / operator perspective, driving tailored solutions with attainable goals. Ryan is also an experienced project director and liaison, with a focus on addressing needs and providing tailored solutions. He is a performance-driven and respected senior leader with an emphasis on optimization, AM program development and implementation, and program management. He thrives on driving organizational integrity and maintaining leadership oversight for strategic planning and execution standards while partnering with clients in defining long-term program initiatives, goals, and objectives.

West Coast AM Executive Advising
Project Director and Advisor
South Coast Water District; City of Oceanside; City
of Carson; City of San Jose Department of
Transportation; Aurora Water Company | Various
Locations
Leading GHD project teams in developing AM
programs, condition assessment and maintenance
optimization programs, Geographic Information
System (GIS) and Computerized Maintenance
Management System (CMMS) systems
implementations and organizational change
management.

Key Client Business Development and Delivery:
– King County, WA
– Southern California
– Mid Continent (Texas AMPSS Program, Colorado)
Port of Houston
Project Advisor
Port of Houston | Houston, TX
Advising on AM program development and
organizational optimization. Facilitated Industry Best
Practices Benchmarking Study with World Leading
Ports to develop Port of Houston AM and growth
strategies.

City of Pleasanton CMMS PSA
Project Liaison, Quality Assurance / Quality
Control (QA/QC)
City of Pleasanton | Pleasanton, CA
Facilitating and conducting configuration of City’s
CMMS solution, across all departments. Establishing
workflows, and business rules to deploy successful
implementation to all City departments, and integration with existing systems.

Ryan Johnson | Executive Advisor, AM
T 707.236.1538 | E [email protected] www.ghd.com
Veolia North America (350+ Wastewater and
Water O&M Projects)
Senior Director Asset Support North America
Various Clients | Boston, MA | 2010-2018
Developed and supported Veolia Water’s ongoing AM
Program, and O&M strategies for the North American
Municipal and Commercial business; focusing on
initiatives to improve their wastewater, water, and
stormwater AM program, including treatment plants
and lift stations.
– Drove all goals and objectives to improve the
accuracy and integrity of data collected, developing
processes and approaches for AM and capital
project work, and implemented advanced methods
and tools to enhance existing programs.
– Developed and implemented GIS, CMMS, and
underground AM maintenance tools and approach
for use the North American municipal and
commercial business.
– Owned responsibility for leading the implementation
of the company’s RCM training initiative across
North America, while also achieving over $40 million
in savings through RCM studies over a period of 24
months.

Clients included New York City Department of
Environmental Protection (DEP), Washington
Aqueduct and DC Water, City of Milwaukee, City of
Chicago, Pittsburgh Water and Sewer Authority British
Petroleum. Major projects included:
– New York City DEP Wastewater Treatment
Optimization Project
• AM Project Director - Facilitated all asset
management activities, liaison between New York
City DEP departments and multiple consulting
firms.
• Asset criticality, risk assessment and reduction,
and maintenance strategy development were key
initiatives.
• 13 Wastewater Treatment Facilities (WWTF’s) in
the New York City DEP
– Washington Aqueduct and DC Water Maintenance
Optimization and AM Project
• AM Project Director for Washington Aqueduct
and project Liaison to DC Water.
• Asset Register Development, Risk Analysis, and
AM program development were key initiatives.
• Washington Aqueduct, Washington DC, DC
Water, Washington DC
– Pittsburgh Sewer and Water Authority Water Master
Planning and O&M Optimization Project
• Project Director and Client Liaison - Facilitated all activities and delivery of products.
• Maintenance management optimization, CIP
development, and management oversight
optimization were key initiatives.
• Pittsburgh Sewer and Water Authority,
Pittsburgh, PA
– Milwaukee Municipal Sewerage District AM
Program Development
• Developed and implemented AM program, and
RCM program.
• Milwaukee and Jones Island WWTF, Milwaukee,
WI
– British Petroleum Whiting Refinery Reliability
Project
• RCM Facilitator, Project Director
• Led RCM of critical processes, to increase
availability and uptime of critical equipment.
– British Petroleum Refinery, Whiting, IN
T +1 315 802-0297 | E [email protected] www.ghd.com Bhavin Bhayani Ph.D.

Senior Data Scientist - Water
Location
Syracuse, New York, USA
Experience
10 years
Qualifications/Accreditations
– Ph.D., Bioprocess Engineering, 2013
– M.S., Civil Engineering, 2007
– B.S., Environmental Engineering, 2005
Key technical skills
– Advanced Analytics & Visualization
– Water/Wastewater Treatment & Compliance
– Resource Optimization
Memberships
– Air & Waste Management Association, Central New
York Chapter
– Green Belt Six Sigma, SUNY ESF, 2010
Relevant experience summary
Bhavin leads the development of Advanced Analytics offerings for GHD’s Water Treatment & Desalination, Wastewater Treatment & Recycling and Water Transmission & Distribution Service Line. These include software tools and analytical/statistical methodologies, whose collective goal is to support our technical teams and subject matter experts in all stages of a project.

Bhavin is a skilled ideator who is driven by an intrinsic curiosity about client challenges. By combining this drive with a deep knowledge of what is possible using the latest artificial intelligence and machine learning (AI/ML) technologies.

Bhavin has more than 10 years of diverse experience operations management and design of municipal and industrial water/wastewater, production, and processing projects, as well as renewable energy projects. Bhavin also has specialized experience managing, implementing facility operations and compliance systems for various environments including municipal, institutional, and industrial applications. Bhavin has also led the innovation in emerging contaminant treatment for a consulting firm with several years of completing various treatability studies.

Project experience – Data Science &
Stewardship
Sr. Data Scientist | Resolving Strategic Issues for
Buffalo Water | GHD
Managed the project from inception and provided thought leadership. Created the data analysis framework to predict the likelihood of Water Main Breaks and Lead Service Lines.

Additional layers to enhance the capital planning process were incorporated by analyzing historical cost data. The project resulted in providing basic (mean, mode, percentile
distribution) and advanced analytics (correlation, predictive capabilities etc.) of data resulting in an increased outreach effort and better utilization of capital allocation by more than 22%. The project client had significant requirement on
performing analytics to support the capital planning based on the principles of Environmental Justice (as described by EPA).

We performed analytics to identify the disadvantaged
communities and the opportunities that exist in their current service levels to provide equity. The analytics resulted in equity mapping of the entire city along with identification of customers that would benefit from affordability programs. Our analysis indicated that the city could increase its revenue by 7% without changing any of their rates if the identified households could be enrolled in an affordability program.

Sr. Data Scientist | Providing subject matter
expertise to several clients in Environmental
Justice | GHD
Developed framework to identify disadvantaged communities that could benefit from the infrastructure funding bill and provide thought leadership on allocation of resources and capital budget. The overall idea was to provide equity in service levels and resources for disadvantaged communities and increase the customer satisfaction and revenue for the client.

Sr. Data Scientist | WRD Automatic report
generation | GHD
Provided leadership and developed the framework of an
automatization process for report generation in an advanced wastewater treatment facility using an interface between Excel, SQL, and Python. Conducted Data Mining and stewarded the Bhavin Bhayani | Senior Data Scientist - Water
T +1 315 802-0297 | E [email protected] www.ghd.com creation of a tool and automation. The process includes data ingestion, normalization of multiple parameters, and automated chart generation. The process optimization curves were
developed and helped the client with their operations. Decay curves were developed to predict the performance with respect to time. The project resulted in providing regular (mean, mode, percentile distribution) and advanced analytics (correlation, predictive capabilities etc.) of data resulting in standardization of analytical approach and reducing project turnaround time.

Operations Process Engineer and Data Manager |
Several WTP’s and WWTP’s | Camden Group
Managed the data from several sources including SCADA,
laboratory, 3rd contractor party and operations. Conducted data analysis to remove noise and develop predictive process capabilities for two Water Resource Recovery Facilities (WRRF), analyzed data for non-compliance and for rebuttal of regulatory agency’s hypothesis, developed a multivariate model for process performance. The project resulted in
providing regular (mean, mode, percentile distribution) and advanced analytics (correlation, predictive capabilities etc.) of data resulting in a decrease of 7 percent in energy
consumption.

Operations Process Engineer and Data Manager |
Several WTP’s and WWTP’s | Camden Group
Prepared regulatory and monthly project status reports
conducted annual audit of industrial facilities for their conformance to standards/regulations and required treatment efficacy. Managed the environmental compliance of three facilities resulting in 5 percent reduction in non-compliance events. Developed a proprietary dashboard to enable efficient data collection, validation and analysis. Managed the
laboratory functions (sampling, QA/QC and data analysis) of 2 WRRF’s.

Sr. Data Scientist | Industrial Wastewater
Discharge | GHD
Developed the process of data digitization and analysis for an industrial client. Used python to analyze years’ worth of data and identified outliers and corrective actions. Identified anomalies and patterns in data helping the client perform Root Cause Analysis. The project resulted in providing regular (mean, mode, percentile distribution) and advanced analytics (correlation, predictive capabilities etc.) of data resulting in a decrease in turnaround time for project turnaround.

Sr. Data Scientist | Inflow and Infiltration Analysis
Tools | GHD
Provided domain expertise and project ownership, created the framework of a toolset for the analysis of Inflow and Infiltration in sewer systems integrating the different steps of the process, from the data ingestion to the analysis and report creation using Python.

Sr. Data Scientist | Several Sewage Authorities |
GHD
Provided leadership and developed the framework for
analyzing video footages and annotating the defects per the NASSCO PACP, WSO and European Standards. Analyzed
several CCTV footages for the defects in sewer lines and compared them with analysis from manual review
Project experience – Development
Co-Founder | Avatar Sustainable Technologies |
Venture owner and responsible for the development of
proprietary process and scaling it to meet customer’s
requirements. Efforts included collaborating with several stakeholders to develop a process master plan and logistics master plan to upgrading the waste and produce high value biochemicals. Performed data analysis of laboratory and scale up data to optimize the process, conducted client site
assessments, documented systems, prepared technical
memoranda of findings, prepared gap analysis, and prepared techno-economic documents to support making improvements to the client’s systems.

Project experience – Production
Optimization
Product Formulator | Car Freshener Corporation
Sustainably reformulated 3 product lines and decreased their environmental footprint, scaled the process resulting in increased sales volume by 8% on 70-year-old products.

Completed techno-economic analysis to understand the impact of reformulation on P&L, saved >$200,000 by optimizing
production lines resulting in decreased product loss. Set up collaboration with several material suppliers and production team to develop a comprehensive New Product Development Plan. Bhavin also developed strategies for environmental compliance and led the effort to meet permits globally.

Other Areas of Interest - Publications
• Bhayani, Bhavin V., and Bandaru V. Ramarao.
"Filtration‐Based Separations in the
Biorefinery." Separation and Purification
Technologies in Biorefineries (2013): 327-349.
• Bhayani, Bhavin Vijay. Studies of lignocellulosics
processing: Microfiltration, flocculation and
saccharification in biorefineries. State University of
New York College of Environmental Science and
Forestry, 2013.
• Bhayani, Bhavin. Investigations on the Efficiency of
Enhanced Porosity Concrete in Retaining
Vehicular Oil Spills: A Thesis. Diss. Clarkson
University, 2007.

Work history
2020 – Present
2017 – 2020
2016 – 2017
2013 – 2017
2014 – 2015
GHD, Syracuse, NY
Camden Group, Camden, NY
OBG
Avatar Sustainable Technologies
Car Freshener Corp
Daniel Jones | Location Intelligence Analyst
T 707.267.2283 | E [email protected] www.ghd.com
Daniel Jones
Location Intelligence Analyst
Location
Eureka, CA
Experience
11 years
Qualifications/Accreditations
– BS, Forestry Operations, Cal Poly Humboldt, Arcata, CA, 2020 – BS, Natural Resources (Geographic Information System (GIS) and Remote Sensing, Cal Poly Humboldt, Arcata, 2011
– Federal Aviation Administration (FAA) 107 Commercial Drone Pilot Key technical skills
– Spatial Analysis
– GIS and Data Management
Memberships
– Urban and Regional Information Systems Association
– North Coast Users’ Group
Relevant experience summary
Daniel Jones has a background in natural resources with an emphasis on spatial analysis, with a thorough knowledge of GIS, data management, electronic and manual field data gathering methods. He enjoys problem solving to provide practical answers and solutions for real-world application, as well as easily implemented tools for those with boots on the ground.

Fortuna Stormwater Infrastructure Hazard
Identification Project
GIS Analyst
City of Fortuna | Fortuna, CA
Performed a data gap analysis by
reviewing/comparing/contrasting various existing data
sources. Digitized new features from As-Builts. Prepared large format (48”x36”) figures for review/mark-up in
order to focus field collection efforts.

Del Norte Local Transportation Commission
Transportation Mapping
GIS Analyst
DNLTC | Del Norte County, CA
Using aerial imagery and Google Maps Streetview,
digitized city and county transportation assets within the right of way. Used sub-meter accuracy Global
Positioning System (GPS) units to verify and/or adjust
assets location and captured assets not identified during the desktop analysis. This project will help county and city transportation planners make more informed
decisions to target improvements across their
management areas.

Ferndale Drainage Technical Assistance Project
GIS Analyst
City of Ferndale | Ferndale, CA
Produced a figure set for California Environmental
Quality Act (CEQA) permitting. Provided web layers and
web map setup for field personnel and digitally
delineated a wetland survey in the project area. This
project will help the client treat stormwater runoff before discharging to a salmonid bearing watercourse.

Briceland Community Service District Water
Systems Improvement
GIS Analyst
Briceland CSD | Briceland, CA
Produced figures for various permitting reports. Provided web layers and web map set-up for field data collection.

Produced a wetland delineation figure set. Provided GIS layers in CAD format for construction design. This
project will provide a safe and reliable domestic water source for a rural community.

Daniel Jones | Location Intelligence Analyst
T 707.267.2283 | E [email protected] www.ghd.com
Department of Water Resources Sustainable
Groundwater Management Act (SGMA) Project
Analysis
GIS Analyst
California DWR | Sacramento, CA
Helped to deliver a public facing spatial analysis /
viewing tool. Compiled GIS and table-based ground
water resource and census data. Massaged and
manipulated data sets. Loaded latitude / longitude points from grant project locations. Scripted a semi-automated workflow to generate team specific grant metrics. Grant research and data entry, case study creation, and
Quality Assurance / Quality Control (QA/QC).

Susquehanna Best Management Practices
(BMP) Inspection and Reporting Workflow
Project
GIS Analyst
Susquehanna Twp Authority | Susquehanna, PA
A collaboration between Location Intelligence staff and the Susquehanna Township Authority led to a
streamlined digital solution for state mandated
environmental compliance. The Susquehanna BMP
Inspection and Reporting Workflow project uses a
nested digital information collection platform (Field Map and Survey123) and delivers a push-button reporting
function, replacing a more manual paper / PDF-based
information gathering and reporting process.

Flood Reduction and Sea Level Rise Mitigation
Project
GIS Analyst
City of Eureka | Eureka, CA
Updated a map book to serve as the central reference
for CEQA reports. Provided subcontractors with digital
data of project areas. Produced an aquatic resources
delineation figure set for the Del Norte and Commercial Streets Stormwater Outfall Tide Flap project; provided
web GIS layers and troubleshooting support for field
personnel; developed a python scripted process for
stormwater model comparison and set up a working map
for project staff to review data. This project will help safeguard utilities and infrastructure from rising sea
levels.

Collection System Evaluation Study
GIS Analyst
Redway Community Services District | Redway, CA
Digitized sewer system based on field collected manhole locations and connectivity diagrams, prepared data to
ready sewer network for flow modeling, met with client to ensure data correctness. This digital dataset brought
designs into the 21st century will help the District more efficiently manage their sanitary sewer system for years to come. The client was also provided with KMLs to
allow non-GIS folks to easily view spatial data through Google Maps.

McKinleyville Community Service District
Phase 3 Water Sewer Master Plans
GIS Analyst
MCSD | McKinleyville, CA
Performed proximity analyses for sewer and water
systems against roads, rivers, wetlands, all buildings, critical facilities, and each other. Developed custom
python script to eliminate duplicate records from land
use identity operation in a “winner take all” paradigm.

The records that were generated from the proximity
analysis aided modelers in assigning risk and prioritizing replacement of sewer and water pipes. The analysis is
part of the ongoing efforts to draft a Master Plan for the community.

Mobile GIS Data Collection System and
Procedures
GIS/MS Access Intern
Humboldt Bay Municipal Water District | Arcata, CA
Designed / implemented / troubleshooted / participated
in mobile GIS data collection system and procedures
utilizing Arc Online, ArcGIS Collector, Python scripts, and MS Access in a semi-automated workflow and
reporting system. Designed / implement Survey 123
collection system with Python processing and MS
Access reporting. Digitized water distribution system
from as-builts and field coordinate geometry and publish to KML.

Presentations
– CalGIS Conference, Long Beach, California, February
2020 – 1st Student Web App/Map
– CalGIS Conference, Long Beach, California, February
2011 – 1st Student Poster
– CalGIS Conference, Long Beach, California, February
2010
Career history
11/2020 - present GHD, Location Intelligence Analyst
2020 Hohman and Associates Forestry
Consultants, Staff Forester
2018 - 2020 HBMWD, GIS/MS Access Intern
2012 - 2014 Yurok Tribe Forestry, Planning
Forester
2011 - 2012 Yurok Tribe GIS, GIS Technician
2010 - 2011 BLM, Cartographic Aide
GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 26 Line 2:

Crescent City Storm Drain Master Plan
12588710
HIDE
Project
Director
Project
Manager QA/QC
Risk
Analysis
Risk
Analysis
Hydraulic
Eng.

Project
Development Water Quality
Equity
Analysis GIS Lead Support Support
Project
Specs GSI Lead
Steve Allen
Amber
Shows
Brett
Vivyan
Ryan
Johnson
Jack
Durdan
Patrick
Sullivan
Taylor
Goodwyn
Nathan
Towlerton
Bhavin
Bhayani Daniel Jones
Dagan
Short Jenn Court
$297 $161 $225 $257 $87 $181 $102 $194 $239 $99 $161 $99 $194 $135 Task1 Data Review & Collection 0 6 0 4 10 48 48 0 0 120 0 120 0 0 356 $40,248 $6,000 $1,044 $1,500 $600 $1,200 $0 $2,314 $12,658 $52,906 Task1S Subtask 1.1 Data Review & Gap Analysis 0 2 0 0 0 8 8 0 0 40 0 40 0 0 98 $10,519 $0 $0 $0 $0 $0 $0 $637 $637 $11,156 Task1S Subtask 1.2 Field Data Collection & GIS Update 0 4 0 0 0 40 40 0 0 80 0 80 0 0 244 $27,826 $6,000 $1,044 $1,500 $600 $1,200 $0 $1,586 $11,930 $39,756 Task1S Subtask 1.3 Condition Assessment Memo 0 0 0 4 10 0 0 0 0 0 0 0 0 0 14 $1,903 $0 $0 $0 $0 $0 $0 $91 $91 $1,994 Task2 Hydrologic & Hydraulic Models 0 0 16 0 0 60 400 8 0 0 0 0 40 8 532 $65,477 $0 $0 $0 $0 $0 $0 $3,458 $3,458 $68,935 Task2S Subtask 2.1 Hydrologic Model 0 0 8 0 0 20 80 0 0 0 0 0 0 0 108 $13,544 $0 $0 $0 $0 $0 $0 $702 $702 $14,246 Task2S Subtask 2.2 Hydraulic Model Existing Conditions Run 0 0 8 0 0 20 80 0 0 0 0 0 0 0 108 $13,544 $0 $0 $0 $0 $0 $0 $702 $702 $14,246 Task2S Subtask 2.3 Hydraulic Model Capacity Run 0 0 0 0 0 0 80 0 0 0 0 0 0 0 80 $8,120 $0 $0 $0 $0 $0 $0 $520 $520 $8,640 Task2S Subtask 2.4 Hydraulic Model Mitigation Run 0 0 0 0 0 20 160 8 0 0 0 0 40 8 236 $30,269 $0 $0 $0 $0 $0 $0 $1,534 $1,534 $31,803 Task3 Risk Analysis 0 8 0 26 42 0 0 0 0 16 0 0 0 0 92 $13,238 $0 $0 $0 $0 $0 $0 $598 $598 $13,836 Task3S Subtask 3.1 Level of Service Goals 0 8 0 12 16 0 0 0 0 0 0 0 0 0 36 $5,777 $0 $0 $0 $0 $0 $0 $234 $234 $6,011 Task3S Subtask 3.2 Probability of Failure Analysis 0 0 0 4 8 0 0 0 0 0 0 0 0 0 12 $1,728 $0 $0 $0 $0 $0 $0 $78 $78 $1,806 Task3S Subtask 3.3 Consequence of Failure Analysis 0 0 0 4 8 0 0 0 0 16 0 0 0 0 28 $3,315 $0 $0 $0 $0 $0 $0 $182 $182 $3,497 Task3S Subtask 3.4 Business Risk Exposure Identification 0 0 0 6 10 0 0 0 0 0 0 0 0 0 16 $2,418 $0 $0 $0 $0 $0 $0 $104 $104 $2,522 Task4 Project Prioritization & Costing 0 0 8 24 16 0 40 16 8 8 24 0 40 0 184 $30,894 $0 $0 $0 $0 $0 $200 $1,196 $1,396 $32,290 Task4S Subtask 4.1 Remaining Useful Life Estimation 0 0 0 8 8 0 0 0 0 0 0 0 0 0 16 $2,758 $0 $0 $0 $0 $0 $0 $104 $104 $2,862 Task4S Subtask 4.2 Risk Mitigation Strategy 0 0 0 8 8 0 0 0 0 0 0 0 0 0 16 $2,758 $0 $0 $0 $0 $0 $0 $104 $104 $2,862 Task4S Subtask 4.3 Equity Analysis 0 0 0 0 0 0 0 0 8 0 24 0 0 0 32 $5,785 $0 $0 $0 $0 $0 $200 $208 $408 $6,193 Task4S Subtask 4.4 Project Prioritization & Costing 0 0 8 8 0 0 40 16 0 8 0 0 40 0 120 $19,593 $0 $0 $0 $0 $0 $0 $780 $780 $20,373 Task5 Storm Drain Master Plan 0 16 10 12 24 18 24 12 2 64 16 0 0 16 214 $29,606 $0 $0 $0 $0 $0 $0 $1,391 $1,391 $30,997 Task5S Subtask 5.1 Draft Stormdrain Master Plan 0 8 10 4 16 10 16 8 2 56 8 0 0 8 146 $19,357 $0 $0 $0 $0 $0 $0 $949 $949 $20,306 Task5S Subtask 5.2 Final Stormdrain Master Plan 0 8 0 8 8 8 8 4 0 8 8 0 0 8 68 $10,249 $0 $0 $0 $0 $0 $0 $442 $442 $10,691 Task6 Project Management 16 140 4 4 2 4 2 2 2 2 0 0 0 2 180 $31,718 $0 $400 $200 $0 $0 $0 $1,170 $1,770 $33,488 Task6S Subtask 6.1 Internal Coordination and Administration 14 82 2 2 2 2 2 2 2 2 0 0 0 2 114 $20,436 $0 $0 $0 $0 $0 $0 $741 $741 $21,177 Task6S Subtask 6.2 Project Meetings and Coordination 2 58 2 2 0 2 0 0 0 0 0 0 0 0 66 $11,283 $0 $400 $200 $0 $0 $0 $429 $1,029 $12,312 Total Labor Hours 16 170 38 70 94 130 514 38 12 210 40 120 80 26 1558 $211,181 $211,181 x Estimated Project Total $4,757 $27,438 $8,543 $18,019 $8,208 $23,566 $52,171 $7,384 $2,868 $20,828 $6,456 $11,902 $15,545 $3,498 1558 $211,181 $6,000 $1,444 $1,700 $600 $1,200 $200 $10,127 $21,271 $232,453 Per Diem Total Disb.

GPS Gold
week AGOL yr Data Disb. Fee
Total
Description Hours Labor Total
Warning! The Client Summary total does not equal the total fee on the 'Single Year' tab. Ensure all rows with data have Tasks and subsequent Subtasks entered using the dropdowns provided in Col B and Col C on 'Single Year' tab Hotel night Travel
Estimated
Project Total
New Tab
3c. Cost
GHD has generated a cost proposal and fee schedule to achieve all of the requirements in this storm drain master plan (SDMP). This cost proposal and fee schedule matches the detailed scope of work presented in section 3d and is intended to be flexible, practical, and affordable. GHD understands that the City has a budget to meet for this project and we are prepared to negotiate the scope and fee in good faith if we are selected. 2023 Rate Schedule Notes

1. Rates are for employees of GHD companies.

2. An administration fee will apply to all invoices to cover in-house disbursements (Associated Project Costs) on a project. This will be charged at a rate of either:
• 6% of total professional fees
• Hourly rate of CAD $7.50 or USD $6.50

3. All travel will be invoiced at economy class rates. Lodging and meal expenses will be at cost plus agreed markup unless a per diem rate is negotiated.

4. All other project related disbursements, expenses and subcontractor costs will be invoiced with a markup of 15%.

5. Fee schedule is subject to change annually.

6. Leased and personnel vehicles, field equipment and disposable field supplies will be invoiced at established rates. Personal vehicle milage rates will be charged in accordance with government regulated standard rates. 3d. Project
Description
GHD understands that the City of Crescent City is
interested in developing a Storm Drain Master Plan
(SDMP) to guide the City’s planning for long term
financial and infrastructure needs. The SDMP will
identify projects that improve the level of service to
the community with an initial focus on low-income
residential areas of the City. The Storm Drain Master Plan will achieve the following:
– Understanding of the current state of the City’s
infrastructure and its future needs.
– Provide asset management and asset lifecycle
profiles to influence decisions intended to optimize
reinvestment and stewardship of city infrastructure
to meet service expectations.
– Utilize geographic information systems (GIS)
technology to proactively identify and visualize the
asset replacement and rehabilitation needs and plan
the budget and resources.
– Understand the probability and consequence of
failure of each asset class so that the City can
manage high risk assets before failure and minimize
the City’s overall risk profile;
– Minimize the life-cycle cost by incorporating the
latest technological advances in infrastructure to
develop efficient and effective preservation and
restoration strategies as well as monitoring strategies. – Develop a consistent and defendable methodology
for prioritizing work and budget expenditures by
directly linking strategic asset management and
community protection to strategic financial planning.
– Focus on high benefit-to-cost ratio to ensure the
budget is spent in the right place, for the right
reason, at the right time, at the right cost.
– Create transparency through easily understood
visualizations and information to ensure an alignment
of asset management procedures and needs.

GHD will focus our evaluation and efforts on the City’s most critical stormwater assets and areas that may pose risks to public health and safety, have the biggest impact to the systems functional goals, and exhibit the highest cost of repair (i.e. major intersections, roadways, chronic maintenance) while including the tenets of environmental justice to ensure equitable improvements across the City.

GHD is proposing to create replicable protocols for the City going forward. This will enable the City to progress its stormwater asset management and self-sufficiency in addressing capacity, water quality, and financial planning to achieve a resilient storm drain system.

Task 1. Data Collection and Watershed
Identification
Subtask 1.1 Data Review and Data Gap Analysis
In this first task, GHD will request and review relevant GIS and as-built data to identify any gaps in information required to perform the SDMP analyses. Available data
relating to the study area will be collated and integrated within a spatially enabled internal data repository for use by the project team throughout the lifecycle of the project. Datasets may include, though not be limited to:

1. Existing storm drain systems
a. Facility Type
b. Elevation (rim and invert/flowline)
c. Material
d. Size
e. Age
f. Condition

2. Parcel boundaries and Land Use (Residential,
commercial and industrial location)

3. Planning Zones, Administrative Overlays and
Regulatory Documents

4. Road Centerline with Functional Class

5. Building Footprints

6. Surface and Groundwater features

7. Topography, watershed boundaries and digital
elevation models

8. Critical Facilities (hospitals, schools, fire stations, etc.)
Subtask 1.2 GIS Data Collection, Field Survey,
and Watershed Delineation
Following the confirmation of locations and attributes for additional data gathering, GHD will conduct manual field inventories that will include addition or verification of assets and attributes, condition assessment and photo
capture. These identified facilities will be inventoried with a team of two GHD field staff using mobile tablets and
a centimeter grade GPS receiver to capture elevation.

GHD would request of the City to provide up to one
week of traffic control and lifting of grates and manhole lids to complete this subtask.

Watershed and subwatershed delineation will inform the
modeling described in Task 2. GHD’s modeling leads
will perform preliminary watershed delineation and field verify these boundaries and characteristics over three
field days.

Subtask 1.3 Asset Condition Assessment
The primary failure mode initially considered when
determining an asset’s probability of failure is physical mortality. Therefore, it is critical to evaluate and/or estimate the physical condition of assets. The condition rating score of 1 to 5 will be used to assess the condition of an asset along with the description of each score. In advance of field work, GHD will conduct a workshop
with City Staff to collect and review existing condition assessment data, reports, and relevant experiential data.

The final condition rating score will be a combination
of field visual assessment, installation and external
environmental factors, measured sediment, and age.

Task 1 Assumptions:
– 3 days field work for watershed delineation and
conditions
– 5 days field work with City assistance on lifting
lids/grates and traffic control
GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 27 Task 2. Hydrologic and Hydraulic
Modelling
A quantitative analysis of the existing storm drain system and improvement opportunities will be conducted
through methodologies described below.

Task 2.1 Hydrologic/Hydraulic Models
Under this task, a linked hydrologic/hydraulic model will be developed to identify

1. Existing constraints within the storm drain system,

2. Constraints and links to natural watershed processes that occur within the sub-watersheds, and

3. Opportunities for the implementation of multibenefit projects and quantification of their effect on capacity.

The model will be used to simulate different rainfall
events to evaluate water quality, system capacity, and
large event capacity - the 2-year, 10-year, and 50-year events respectively. Boundary conditions will include
current tidal cycles. It is anticipated that a 1-dimensional model will be developed and used to determine where
storm/flood waters move. For areas where the flows are
greater than the existing system’s carrying capacity, a 2-dimensional model is anticipated to be developed. The 2-dimensional model areas are anticipated to include
low lying areas, tidally influenced areas, and flood areas.

The final model parameters and approach will depend on
the data analysis and collection in previous tasks, but it is anticipated that PCSWMM modeling software will be
utilized.

The hydraulic response of the system under different
design storms and tidal conditions will be evaluated to better understand problem areas in the sub-watersheds,
including where existing capacity limitations in the storm drain system cause flooding. In addition to maps already provided, discussions with City maintenance staff will
be conducted to identify problem areas prior to model
development and verify model outputs.

Once the model is complete it will be used to develop
alternatives to achieve stormwater management goals.

The Alternatives Analysis will identify potential projects and model these to determine quantitative benefits.

Opportunities for multi-benefit low impact development
and water quality enhancements will be identified at
potential project sites.

Due to the data intensive requirements, a calibrated or verified model is not being proposed for this city-wide project. GHD has extensive experience in calibrated
modeling and would be happy to propose such on a
smaller scale or phased approach. We are confident a
planning level model will provide valuable insights into flood hazards and mitigations and serve as a reliable
planning tool.

Task 2 Assumptions:
– Planning level linked hydrologic/hydraulic model
in PCSWMM, using both 1D and 2D modeling
methods
Task 3. Vulnerability Assessment/Risk
Analysis
While the hydrological and hydraulic modeling in Task 2 look at current system capacity, Task 3 looks across the system to analyze risk that may be upcoming. In order
to determine which assets need to be addressed sooner
than others, GHD will perform a risk assessment that
focuses on the probability of failure and consequence of failure of an asset to determine the asset’s overall risk.

An initial workshop with GHD and relevant City staff will provide an overview of GHD’s risk framework, seek input on condition scoring and level of service goals that make sense for Crescent City, and review modes of failure
and consequences of failure specific to the area. The
City’s institutional knowledge and experience is vital
to capturing the nuances and context for stormwater
infrastructure planning.

After arriving at the appropriate risk framework, GHD
will apply these scoring indices and probability metrics to the storm drain system. GHD will again request a
workshop with the City to review the results of this
analysis. This is an opportunity for common sense and
gut reactions to how the framework categorizes high
and low risk infrastructure and to provide feedback
on how the framework may be adjusted to better
reflect conditions on the ground. After incorporating
feedback, GHD will finalize the risk analysis into the risk prioritization plan and the risk mitigation plan that will complement the capacity project prioritization results.

The risk framework components include:

Level of Service Goals (LOS)
Level of Service Goals identify the direct and indirect functional, business, public health and safety and service delivery goals of the storm drain facilities or assets.

These goals are the measuring criteria for the Probability of Failure and Consequence of Failure analyses and drive the total risk prioritization. Refer to Figure 1, page 29.

Probability of Failure Determination (POF)
This score will represent the likelihood, or probability of the asset failing, due to its operating demands,
environment, deterioration mechanisms present,
predominant failure modes and condition.

Consequence of Failure Determination (COF);
Consequence of Failure (COF) is often referred to
as “criticality”, and these terms (COF and criticality) are frequently used interchangeably. Asset COF is
evaluated based on estimating the social, financial, and environmental/regulatory impacts of an asset failure.

These three broad categories of consequence of failure
are often referred to as the Triple Bottom Line (TBL)
and go beyond simply assessing the direct financial
consequences of an asset’s failure (e.g. cost to repair or resource impacts). Refer to Figure 3, page 29.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 28 Business Risk Exposure (BRE)
The term “core risk” is defined as the product of
consequence of failure (COF) and the probability
of failure (POF) without adjusting for risk mitigation
measures that may be in place for the asset or
system. Once the core risk is calculated as a baseline
measurement, risk mitigation strategies can be
considered and/or developed that can reduce the level
of risk. Business risk exposure is closely related to the consequences associated with the total loss or failure
of the asset. It is noteworthy that critical assets may be in good condition and therefore unlikely to fail in the immediate future, but the asset remains critical to the provision of services.

Task 3 Assumptions:
– Availability of Key City Staff to participate in
workshops
Task 4. Prioritization of Improvement
Concepts and Costs
The following components will be analyzed and will
inform the final prioritization of projects.

Subtask 4.1 Remaining Useful Life (RUL)
Using the condition evaluations gathered, GHD will assign an estimated Remaining Useful Life (RUL) to qualifying
storm drain assets (i.e. an asset that meets the threshold of criticality and cost to warrant analysis), focusing on the highest risk assets identified in the activities above. This RUL estimation will be based on the qualifying asset’s
Goals and
Objectives
• Why are we
here?
• What is our vision
and what do we
want to achieve
Desired Level of
Service
• What Services
do we need to
support these
goals?
• At what level
fo we need to
provide them?
State of
Infrastructure
• How does our
infrastructure
support service
delivery?
• Where are the
current and
future risks?
Management
Strategy
• What do we
need to manage
then?
• What capital
and operating
investments are
needed?
Financial
Strategy
• What will this
cost and how
will we afford?
• What trade-offs
are needed
to make this
sustainable?
Verify
Stakeholder
Confirm
Goals
Define
Criteria
Set
Targets
Assess
Risk
Identify
Needs
Assign
Actions
Evaluate
Priorities
Develop
Plan
Produce
Forecast
Business
Objectives
Required
Outcomes
Failure
Mode
Likelihood
Consequences
Risk
Exposure
Risk
Acceptance
Activity
Prioritization
Capital
Investment
Replacement
Operations/
Maintenance
Investment
Risk
Mitigation
Severity
of
Impact
Extent
of
Impact
Stakeholder
Demands
Asset
Portfolio
Figure 1. Level of Service
Figure 2. Business Risk Exposure
Figure 3. Consequence of Failure
GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 29 ability to perform its desired function in its operating context, deterioration mechanisms and conditions that
affect its function, and its current physical condition.

Estimated useful life schedules will be created for the assets reviewed, as well as estimated “best” replacement intervals to prevent pre-mature failing of the assets.

Subtask 4.2 Risk Mitigation Strategy
Using the Vulnerability/Risks identified in Task 3, and the projected remaining useful life estimates from
Subtask 4.1, GHD will develop and prioritize the City’s non replacement actions and identify mitigants for
each of the vulnerabilities/risks identified. Applicable engineering and administrative controls, and operational and maintainability solutions will be evaluated.

Subtask 4.3 Equity Analysis
Crescent City has prioritized flood mitigation in areas heavily accessed by its low-income communities.

To this identified priority, GHD brings experience in
analyzing and advising municipalities in the equitable
distribution of infrastructure upgrade funding
and implementation. Using the most up-to-date
demographic data and block group scale spatial
resolution, we propose a transparent and reliable equity index to capture the impact of proposed projects to
communities of concern. A city-wide equity index may
be leveraged for federal grant funding sources for assets beyond the storm drain system.

The equity lens will be utilized both in terms of level of service goals and in capital improvement allocation. We will begin with the Environmental Protection Agency’s
(EPA’s) six tenets of Environmental Justice and tailor
these tenets to the unique community makeup of
Crescent City.
6 Tenets of Environmental Justice per the EPA:
– Age: less than 5, or more than 64
– Education: high school
– Income: low income = 2x Federal poverty level
– Race: bipoc (black, indigenous, people of color)
– House age: pre-1960
– Primary Language: other than English
Subtask 4.4 Project Prioritization & Costing
Combining the Risk Prioritization and Mitigation Plans
with the capacity improvement projects identified in
Task 2 will give the full picture of potential projects, their unique benefits and their importance in terms of level of service and criticality. For each, GHD will estimate cost of implementation to a planning level to further inform decisions and options in this Storm Drain Master Plan.

Identified projects will be listed and represented spatially with the attributes gathered and calculated throughout
this process.

Task 4 Assumptions:
– Validated condition assessment completed from
Task 1
Task 5 .Storm Drain Master Plan
GHD’s development of the Crescent City Storm Drain
Master Plan will progress with the completion of each
task mentioned previously. As tasks are completed, draft technical memorandums will be submitted to the City
for efficiency and timeliness of review and incorporation of feedback. In that sense, Task 5 will be on-going
throughout the project.

A final compilation of technical memorandums and
summaries will be organized into chapters and provided as a word document for review by the City. A final version in pdf will integrate the City’s feedback. To increase access to this document as a working planning resource, GHD will create a web application version of the Plan with tabbed sections and interactive maps where users can explore
results and the data that informed those results. GHD will host this web application for a 5-year period. The same spatial data displayed in the SDMP document and web
application will be provided to the City for use in MyGov and desktop GIS or AutoDesk software.

Task 5 Assumptions:
– City will review draft report and provide review
comments within two (2) weeks
Task 6. Project Management and
Coordination
This task will provide project management services
during the project to ensure good communication and
understanding of project progress, expenditure and
schedule. Reporting and fiscal requirements of the
Community Development Block Grant funding will be
noted and followed to facilitate the quick and easy
reimbursement to the City and GHD. Both internal and
external project management activities comprise our
standard approach. A virtual kickoff meeting will be
proposed and organized by GHD with the City and key
GHD staff. Internal Tasks kickoff meetings will occur to keep all project team members informed of the approach
and schedule.

Task 6 Assumptions:
– Most meetings between GHD and City staff can
be virtual, with the exception of two in-person
meetings by the Project Manager in Crescent City
– A grant administration fee of 7% (~$17,532) has
been removed from this scope and budget, GHD
can add it and will apply it across tasks as needed
if awarded a total project budget of $250,000.

Task 7 (Optional) – Water Quality
Enhancement and Sustainability
GHD’s Water Resources Team is comprised of civil,
structural, transportation, coastal, construction,
geotechnical, electrical, mechanical, automation
engineers as well as scientists, hydrogeologists, landscape architects, planners, digital technologists, economists, and everything in-between to provide a full-service
perspective to any program or project.

To further address water quality enhancement and
sustainability opportunities in this Storm Drain Master Plan, GHD would work with Crescent City to further
develop green stormwater infrastructure at storm drain
GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 30 project opportunity sites under this Task. As shown
on our resumes and project descriptions, we excel at
multi-disciplinary, complex projects with an overall effort for water quality, water supply, and flood management
benefits with a keen eye on nature-based solutions,
socio-economic considerations, and community
enhancement.

Some examples of the project development would have
done in the past and could offer are
– Capture, Retention, Treatment and Conveyance of
Water Resources
– Groundwater Recharge
– Recycled Water
– Multi-Purpose Watershed Management Facilities
– Low Impact Development Measures
– Engineered Wetlands
– Appropriate Landscaping
– Stream and Upland Habitat Creation and Restoration
– Trash Capture technology
GHD would offer design ideas that provide multi-benefit outcomes, protect and improve water quality, and
increase the attractiveness of grey infrastructure projects to funders.

Task 7 Assumptions:
– The City and GHD will develop a mutually
agreeable scope and fee for this work if requested,
as this task is not part of the proposed scope of
work.

Task 8 (Optional) – Stormwater
Resiliency Guide
Stormwater resiliency is unique to each community. On
the North Coast, stormwater resiliency may address
groundwater capacity, tidal surge and inundation
concerns, in addition to storm frequency and severity
changes. All these forces need to be managed against
community needs and development. GHD has provided
stormwater resiliency support to several North Coast
communities through the Eureka Storm Water Resources
Plan (2018), the Humboldt Bay Sea Level Rise Adaptation Plan (2020), and Trinidad Community Coastal Resilience
Action Plan (ongoing).

For this task we would consider these complex and
overlapping factors and provide a guiding document for
long-term and steady improvement including funding
resources such as grant program targeting and stormwater fee program development. Another resource that GHD
has provided communities is a standard planset for
region-appropriate green stormwater infrastructure such as tree well filters, or roadside bioretention features than can be planned alongside other capital improvement
projects. GHD would work with Crescent City on a
targeted scope and fee for this Task that best meets the City’s needs.

Task 8 Assumptions:
– The City and GHD will develop a mutually
agreeable scope and fee for this work if requested,
as this task is not part of the proposed scope of
work.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 31 3e. Deliverables
The final deliverable to Crescent City will be their Storm Drain Master Plan. Traditionally, these plans have been finalized as documents with supporting figures and
accompanying digital data files. Through our ongoing
relationships with our clients where these reports have been delivered, by GHD or others, we hear the hope that “these don’t sit on the shelf and collect dust.”
Our hope and goal for this master plan is that it is
easily accessible across the City and is relied upon as a reference and planning tool. To achieve this, we are
proposing an integrated document and web application
that allows for easy navigation and interaction with the components and supporting data for the Storm Drain
Master Plan through the use of interactive maps and
tabbed webpages.

The content, results, and data that comprise the Plan
will be provided in draft format as that Task concludes for timely review and feedback. Digital data such as
the hydrologic and hydraulic models and GIS data will
be provided directly to the City at Task completion.

The technical memorandums described below will
become chapters in the Plan. All the analyses, modelling, institutional knowledge, field and desktop research, and prioritization will result in a ranked list of the near term and long term storm drain assets to repair or replace or redevelop to best serve the City and its residents.

Task 1. Data Collection and Watershed
Identification
Task 1 Deliverables
– Draft Stormwater Infrastructure GIS (shapefile)
– Watershed GIS (shapefile and file geodatabase
Proof of Success
Leveraging our GIS and GPS experience
GHD’s Eureka office has been a regional hub for mobile GIS and GPS technology and spatial data support for over a decade. Our geospatial staff are experts in using the latest and most accurate mobile field devices, in particular the Eos Gold RTK paired with our Enterprise GIS integrated field data collection apps and tablets. Our experience with asset inventory, whether stormwater, signage, or other, has shaped us into an efficient and safety minded group. We then steward the data through post-processing, analysis and ultimately figure production and data delivery. We are familiar with the mapping component of MyGov and can provide data back to the City accurately, topologically correct, and information rich. GHD is an Esri Silver Business Partners and a recent (2022) recipient of Esri’s Special Achievement in GIS Award.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 32 Task 2. Hydrologic and Hydraulic Modelling
Task 2 Deliverables
– Draft Stormwater Infrastructure GIS (shapefile)
– Watershed GIS (shapefile and file geodatabase
Task 3. Vulnerability Assessment/Risk Analysis
Task 3 Deliverables
– Risk Framework Workshop including Condition Assessment Level of Service Goals, Probably and Consequence of Failure and Meeting Minutes
– Risk Assessment Results Workshop and Meeting Minutes
– Draft Technical Memorandum (MS Word/Excel) including
• Level of Service statement and Risk Evaluation Criteria • Probability of Failure Matrix and scoring
• Consequence of Failure matrix and scoring
• Prioritized Total Risk (Vulnerability) scoring matrix • Risk Prioritization Plan
• Condition Report (Condition Assessments and Condition Assessment Criteria) Proof of Success
From Concept to Reality
The GHD Team has executed hydrologic and hydraulic
modeling to assess and communicate flood risks to our
clients, regulatory agencies, and the public to improve their understanding of flood risk and identify flood reduction alternatives. Our experience modeling and design of the Copeland Creek Channel near Santa Rosa is an excellent
example of this process. The ultimate goal of flood hazard mitigation is to implement projects that reduce flooding.

Implementation requires a multitude of skill sets to balance hydraulics, habitats, community, and regulatory drivers. In Fortuna, GHD’s experience planning, designing, permitting, and implementing the Rohner Creek Flood Control and
Habitat Improvements Project that ultimately resulted in the remapping of the FEMA flood hazard zone, is an example
of the GHD Team’s ability to take a project from concept to reality in a challenging urban setting. The images below show the model results of the Rohner Creek project that reduced the 100-year special flood hazard zone to within the modified channel and high flow bypass.

San Francisco
2022
Engineering Excellence
GHD Inc.
for
Rohner Creek Flood Control, Seismic,
and Habitat Improvement Project
2022
Engineering Excellence Merit
GHD Inc.
for
Rohner Creek Flood Control, Seismic,
and Habitat Improvement Project
GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 33 Task 4. Development of Improvement
Concepts and Costs
Task 4 Deliverables
• Draft Equity Analysis Technical Memorandum (MS
Word)
• Draft Risk Mitigation Plan including Remaining
Useful Life Matrix (MS Word)
• Stormwater Infrastructure GIS (shapefile and file
geodatabase) with attributes developed in Tasks
1-4
• Projects GIS (shapefile and file geodatabase)
with prioritization, cost estimate and equity index
attributes
Task 5. Storm Drain Master Plan
Task 5 Deliverables
– Draft Storm Drain Master Plan (MS word)
– Final Storm Drain Master Plan (pdf) and public
ArcGIS Online web application hosted by GHD for 5
years
Task 6. Project Management and
Coordination
Task 6 Deliverables
– Monthly invoicing with project updates
– Agendas and Meeting Minutes with Action Items for
meetings with GHD and the City
Task 7 (Optional). Water Quality
Enhancement and Sustainability
Task 7 Deliverables
– No deliverables included as this task is not part of
the proposed scope of work.

Task 8 (Optional). Stormwater
Resiliency Guide
Task 8 Deliverables
– No deliverables included as this task is not part of
the proposed scope of work.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 34 Project Schedule
Our proposed schedule begins early December 2023, with desktop data review and equity analysis which will inform data collection in the field. Field work will be scheduled in as much as possible during a mild weather window. After field data has been collected and verified, GHD will commence modeling and risk analysis.

Project identification and prioritization will be the final step before finalization of the Storm Drain Master Plan, to be concluded by September 29th, 2024, or 10 months after notice to proceed.

SCHEDULE
TASK
2023
Dec
2024
Jan
2024
Feb
2024
Mar
2024
Apr
2024
May
2024
Jun
2024
Jul
2024
Aug
2024
Sep
Project Management
Data Review & Collection
Data Review & Gap Analysis
Field Data Collection
Condition Assessment
Hydrologic & Hydraulic Modeling
(All Subtasks)
Risk Analysis
(All Subtasks)
Project Prioritization & Costing
Equity Analysis
Project Prioritization & Costing
(All other Subtasks)
Storm Drain Master Plan
Draft Plan
Final Plan
Optional Water Quality Enhancement & Sustainability
Water Quality Enhancement Projects
Optional Stormwater Resiliency Guide
Resiliency Guide
GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 36

4. Insurance
GHD is an established consulting engineering firm, and confirms that we carry full insurance coverage for liability, workers’ compensation, and automobile. GHD will provide our Certification of Insurance upon request from the City, if and when selected for the Storm Drain Master Plan project.

GHD City of Crescent City Storm Drain Master Plan, Community Development Block Grant (CDBG) 36

CITY OF CRESCENT CITY

PROFESSIONAL SERVICES AGREEMENT EXHIBIT C

EXHIBIT C

BYRD ANTI-LOBBYING AMENDMENT CERTIFICATION
The undersigned certifies, to the best of his or her knowledge and belief, that:

1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement.

2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instructions.

3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly.

This certification is a material representation of fact upon which reliance was place when this transaction was made or entered into. Submission oof this certification is a prerequisite for making or entering into this transaction imposed by 31 USC § 1352.Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and nor more than $100,000 for each such failure.

The undersigned certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the undersigned understands and agrees that the provisions of 31 USC Ch. 38, Administrative Remedies for False Claims and Statements, apply to this certification and disclosure, of any.

Signature of Consultant’s Authorized Official Date
Print Name and Title
CITY OF CRESCENT CITY EXHIBIT D – PG. 1

PROFESSIONAL SERVICES AGREEMENT

EXHIBIT D

APPLICABLE CDBG PROGRAM TERMS AND CONDITIONS

1. Uniform Administrative Requirements. Consultant shall comply with the policies, guidelines and Administrative Requirements of 2 CFR Part 200 et seq., as applicable, as they relate to the cost principles, audit requirements, acceptance and use of federal funds.

2. Compliance with State and Federal Laws and Regulations. Consultant shall comply with all local, state, and federal laws, statutes, and regulations, as well as policies and guidelines established by the Department for the administration of the CDBG program.

3. Suspension and Debarment. By executing this Agreement, Consultant verifies and affirms that it has not been suspended or debarred from participating in or receiving federal government contracts, subcontracts, loans, grants or other assistance programs.

4. Equal Opportunity Requirements and Responsibilities. Consultant shall comply with all applicable federal laws and regulations described in Subpart K of 24 CFR Part 570 and specifically the following:
a. Title VI of the Civil Rights Act of 1964 (Public Law 88-352) prohibiting discrimination based on protected class, as amended;
b. the Civil Rights Restoration Act of 1987 (Public Law 100-259) requiring expanded compliance with civil rights laws for jurisdictions receiving federal funding; c. Section 104(d) regarding relocation and displacement and Section 109 of Title 1 of the Housing and Community Development Act of 1974 prohibiting discrimination in CDBG funded programs, as amended;
d. Section 504 of the Rehabilitation Act of 1973 prohibiting recipients of federal funds from discrimination against persons with disability;
e. the Americans With Disabilities Act of 1990 prohibiting all public discrimination against persons with disabilities;
f. the Age Discrimination Act of 1975 prohibiting age-based discrimination in federally funded activities;
g. Executive Order 11246 regarding fair employment, as amended by Executive Orders 11375, 11478 and 12086; and
h. HUD regulations heretofore issued or to be issued to implement these authorities relating to civil rights.

5. Environmental Compliance. Consultant must comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. 7401–7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. 1251–1387). Violations will be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency (EPA).

6. Drug-Free Workplace. Consultant must comply with the Drug-Free Workplace Act of 1988.

CITY OF CRESCENT CITY EXHIBIT D – PG. 2

PROFESSIONAL SERVICES AGREEMENT

7. Retention of Records. Consultant shall retain all books, records, accounts, documentation, and all other materials relevant to this Agreement for a minimum period of five (5) years after the Department notifies the Grantee (City) that the HCD contract has been closed according to the record retention requirements at 2 CFR 200.333.

8. Inspection of Records. Consultant shall permit the State, federal government, the state Bureau of State Audits, the Department (HCD), and/or their representatives, upon reasonable notice, unrestricted access to any or all books, records, accounts, documentation, and all other materials relevant to this Agreement for the purpose of monitoring, auditing, or otherwise examining said materials.

9. Inspections of Grant Activity. The City reserves the right to inspect any grant activity performed by Consultant hereunder to ensure that the grant activity(ies) is being and has been performed in accordance with the applicable federal, state and/or local requirements and this Agreement.

For all grant activity(ies) found by such inspections not to conform to the applicable requirements be corrected, the City will withhold payment to Consultant until it is so corrected.

10. Prohibited Conflicts of Interest. Pursuant to 24 CFR 570.489(h), no member, officer, or employee of the City, or its designees or agents, no member of the governing body of the locality in which the program is situated, and no other public official of such locality or localities who exercise or have exercised any functions or responsibilities with respect to CDBG activities assisted under this part, or who are in a position to participate in a decision making process or gain inside information with regard to such activities, including members and delegates to the Congress of the Unites States may obtain a financial interest or benefit from a CDBG assisted activity, or have a financial interest in any contract, subcontract or agreement with respect to a CDBG assisted activity or its proceeds, either for themselves or those with whom they have business or immediate family ties, during their tenure, or for one (1) year thereafter.

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
DATE: DECEMBER 4, 2023
SUBJECT: PHASE 2 OF CULTURAL CENTER / JOINT VISITOR’S CENTER

EVALUATION

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Direct City staff to bring back for Council approval an amendment to the Greenworks agreement and associated budget amendment in the not to exceed net cost to the City of $62,770 for Phase 2 of the Cultural Center evaluation to become a joint visitor center.

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.

In August 2022, the City was awarded an additional $3 million in Rural Recreation funding under Prop 68 to add the Amphitheater and Waterfront Plaza to the Beachfront Park improvement project.

Also in 2022, 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 team, however, stood out as being the right fit for this particular project. The GreenWorks team

EVALUATION OF CULTURAL CENTER
DECEMBER 4, 2023
2 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.

Through community economic development meetings and stakeholder discussions regarding Beachfront Park, the Redwood Parks Conservancy (a non-profit organization with a mission to promote and support the Redwood National and State Parks), State and National Parks staff, Del Norte Chamber of Commerce staff, and City staff have had mutual conversations about the possibility of consolidating and relocating the Redwood National and State Parks visitor centers to the Cultural Center. The Cultural Center already houses the Crescent City – Del Norte Chamber of Commerce Visitor’s Center.

This partnership would create a joint visitors center allowing for a central location for Del Norte County visitors to gather information on the vast array of amenities, activities, and recreational opportunities that Del Norte County has to offer.

The Cultural Center is located in the northeastern corner of Beachfront Park near Highway 101 and the entrance to the Park. Due to its location, it made sense to engage GreenWorks on this project as part of the larger Beachfront Park Project. It is important that any changes to the Cultural Center in its function or its structure are done with the intent of being part of the Beachfront Park experience as a whole. These two projects need to speak to each other and the best way to do that is to utilize the same design professionals on both projects.

Because GreenWorks has already been engaged on the Beachfront Park project and due to that engagement sits in a very unique position with being able to blend ancillary projects into the larger project, the City is able to add this additional scope to their contract without conducting an additional procurement process.

The first step (Phase 1) in the process is to evaluate the feasibility of using the Cultural Center for this purpose. What would the layout be? Could the building still be used for other purposes? What improvements would need to be made? And so on. The Redwood Parks Conservancy offered to partner with the City in this exploratory phase. Greenworks has completed this phase with the end recommendation being: Yes, “The existing Crescent City Cultural Center holds great potential to be transformed into the Del Norte Discovery Center” (See attached Del Norte Discovery Center Programming and Conceptual Design Report dated 8.15.23).

The contract amount for Phase 1 was not-to-exceed $48,116, with a $21,523 contribution from the Redwood Parks Conservancy, the net fiscal impact to the City’s General Fund was $26,593.

EVALUATION OF CULTURAL CENTER
DECEMBER 4, 2023
3 ITEM ANALYSIS
The completed Phase 1 report was submitted and reviewed by the partnering agencies staff (City, State / National Parks, Redwood Parks Conservancy, and Crescent City - Del Norte Chamber of Commerce). All partners unanimously supported the findings of the report and pledged commitment to completing the next phase. The draft proposal for the Phase 2 scope of work is attached, and includes the following deliverables:
• Kickoff meeting, site meeting, site and building assessment memo, 3-D model (in Revit), summary of jurisdictional requirements, summary of opportunities and challenges.
• updated program and concept design.
• Schematic design documents, virtual work session, specifications outline to provide cost estimate, next steps summary.

Upon completion of this phase staff believes we will be in a strong position to apply for future grants to complete the construction documents and implementation. Time is of the essence though as one of our first opportunities to acquirement grant funding for this project is through the CA Jobs First Grant (formerly known as CERF). Although the exact process and timeline is still unknown at this time, it is estimated that those grant proposals will start to be discussed by the working groups in January and will be submitted for funding in May 2024.

FISCAL ANALYSIS
If directed the contract amount that will be coming back to the Council will be a not-toexceed amount of $112,770. The Redwood Parks Conservancy and Redwood State Parks have both pledged $25,000 for a total of $50,000. This would leave the City responsible for $62,770 funded from the General Fund Reserve. The Chamber of Commerce is also committed to the project and considering funding for phase 2, however, this has not gone before their Board yet. If the Chamber does commit funds this would reduce the City’s contribution.

CEQA ANALYSIS
The action does not constitute a “project” under CEQA because it has no potential environmental effect.

STRATEGIC PLAN ASSESSMENT

EVALUATION OF CULTURAL CENTER
DECEMBER 4, 2023
4 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
B. Support community organizations that provide measurable services to the community.

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.

E. Create an environment that is conducive to attracting and retaining strong, sustainable businesses that reflect community needs and culture.

ATTACHMENTS

1. Del Norte Discovery Center Programming and Conceptual Design Report dated

8.15.23 2. Draft Proposal from Greenworks for Phase 2 (Discovery Center and Conceptual Design)

3. Letter of Agreement with Redwood Parks Conservancy

4. Letter of Agreement with California State Parks North Coast Redwoods District

5. Letter of Support from Crescent City / Del Norte Chamber of Commerce Landscape Architecture
Planning
Del Norte Discovery Center Programming and Conceptual Design August 15, 2023
1 This page intentionally left blank
2 BACKGROUND
Crescent City’s Beachfront Park sits at an incredibly unique, beautiful, and historic location where the land meets the sea in northern California. Few cities have their major parks right at the ocean shore, with a beautiful lighthouse, shoreline, protected harbor, wildlife, and incredible views.

In 2022, a design team led by GreenWorks was hired by the City of Crescent City as landscape architects to develop an updated General Development Plan and Phase 1 construction drawings for this dramatic 35-acre open space. Numerous resident and stakeholder interviews were conducted to assess how best to reshape a recent park master plan. Connections to water (Elk Creek and the Harbor), waves (especially the history of tsunamis, and Tolowa and European cultural influences), and wind (in dune forms and vegetation) were identified as organizing forms. The resulting General Development Plan is shown on the next page. 3 4
Located at the northeast corner of Beachfront Park, the existing Cultural Center looms large on the site. Built in 1972, the unique structure is currently used to house the Crescent City & Del Norte County Chamber of Commerce and occasional events. The GreenWorks design team suggested that the park renovation project created a unique opportunity for the Cultural Center structure to be evaluated along with other elements in the park. It was an opportune time to see if the building could be improved or play a more prominent role as a facility to welcome, orient, and inform visitors about the area.

The city of Crescent City and Chamber of Commerce seized upon this idea and had meetings with representatives of the National Park Service and California State Parks (who jointly operate Redwood National and State Parks), the Redwood Park Conservancy, and other community members who have an interest in helping to transform the Cultural Center to become the “Del Norte Discovery Center”. This was envisioned as a visitor-focused facility to help welcome and orient visitors to Beachfront Park, Crescent City Downtown, Del Norte County attractions and businesses, and the National and State Parks.

In October 2022, the GreenWorks team was authorized to bring FFA Architects of Portland onto the Beachfront Park design team. Because of their years of experience with National Park Service projects, and their expertise in evaluating existing structures for repurposing, FFA was uniquely qualified to accomplish the first two tasks authorized by the City: 1) conduct Visioning and Programming, and 2) develop Building Concepts. GreenWorks was a full partner in this work, also helping to develop a site plan that could integrate the re-envisioned Del Norte Discovery Center with the overall Beachfront Park improvements. 5 OVERVIEW OF BUILDING
The building exterior is unique. Its general form has a remarkable resemblance to Castle Rock, an offshore island and marine sanctuary very familiar to Crescent City residents.

From the front, the Cultural Center is a hidden facility that is not obviously welcoming to visitors, especially along its Front Street northern façade. A large intimidating staircase is the primary means of entry for visitors, and the building is hardly visible from the street. Access for people with disabilities is difficult, using a covered drive-through vehicle area and elevator, but even it requires navigating several steps. 6 The Cultural Center Building features a wide range of interior spaces, including an atrium with vaulted ceilings, multi-purpose room with stage and sound system, outdoor decks, kitchen, and office space. The Cultural Center is available to be rented for private events and gatherings. Also housed inside the Cultural Center on the upper floor is the Crescent City and Del Norte County Chamber of Commerce, serving the local community.
7 VISIONING AND PROGRAMMING PROCESS
On November 9th, 2022, representatives of FFA Architects and Abbaté Designs visited the site and toured the building with City staff. In the afternoon, FFA held stakeholder interviews with prospective partners to hear their broad vision and ideas for upgrades to the existing Cultural Center. The organizations that participated in these interviews included:
• Redwood Parks Conservancy (Sal Munez and Scott Larson) • 6 Degrees of Celebration (Billie Tygart)
• City of Crescent City staff (Eric Wier, Ashley Taylor, Bridget Lacey, others) • Del Norte County Chamber of Commerce and Visitor’s Bureau (Cindy Vosburg) • Redwood National and State Parks (Erin Getz, Steven Mietz, Patrick Taylor) These interviews were conducted separately, so that each partner could share their hopes and dreams, without being limited by others.

On the morning of November 10th, FFA and Abbaté Designs conducted a Visioning Kickoff meeting. Twenty people participated in this meeting, and you can find the meeting notes and attendees in Appendix A. Key findings included:
• A list of twenty independent interest groups or stakeholders • A recognition that the New Cultural Center needed to be attractive to local residents and visitors alike
• That this should be a place of Engagement – providing Education, Connection, as well as serving as an Economic Development Engine for the region.

There was widespread support for a re-visioning of the Cultural Center to become the single focal point of contact for visitors and local residents alike, helping visitors find and explore the features of Beachfront Park, the many local Crescent City tourist-friendly businesses, the Tolowa heritage of this part of the state, and the world-famous Redwood National and State Parks. A “Hub and Spoke” model was described, with the new Cultural Center serving as a hub, and the spokes being the various local and regional attractions you could be give information about and directed to.

Some specific goals for the transformation of the Center included:
• Rename the facility – “Del Norte Discovery Center”
• Improve the visibility and connection to US Hwy 101
• Improve the access to and welcoming nature of the building • Improve acoustics and lighting
• Improve HVAC and energy use
• Provide adequate space for partners, public and periodic events Following the November meetings, FFA followed up with partners who had expressed interest in being included in the new Del Norte Discover Center. They were given a Space Planning Questionnaire to help the design team determine the amount of area and types of facilities each partner would desire, and to see if all of the desires could be accommodated in the building. The Questionnaire is included as Appendix B.

The compilation of all of the partners’ desires for facilities and square footage is included as Appendix C. 8 BUILDING CONCEPTS & RECOMMENDATIONS
In January 2023, FFA presented their first building concept diagrams illustrating two alternative ways that the project needs could be accommodated in a remodeled Del Norte Discovery Center. These diagrams for the first and second floors are included on the following pages.

Both alternatives removed the front entry stairs and created a new entry on the ground floor of the building.

One major difference was the repurposing of the porte cochere (drive through area). 9 Alternative A left the footprint of the existing Cultural Center unchanged, with the current covered Porte Cochere remaining as is, and the current multipurpose space reduced to accommodate a meeting room:
10 Alternative B converted the Porte Cochere to interior space with a welcome area and bookstore, and expanded the exhibit space into the current multi-purpose room:
11 On April 15, 2023, a series of public meetings and open houses was held in Crescent City to get public feedback on three major elements included in GreenWorks’ General Development Plan:

1. New accessible Children’s Play Area

2. New Bike Pump Track

3. Transformation of Cultural Center into the Del Norte Discovery Center For the meeting focused on the existing Cultural Center, FFA developed refined floor plans, building cross section and sketches of the new Del Norte Discovery Center focused on the preferred Alternative B from the initial concept plan diagrams. These drawings, and diagrams marked the culmination of this phase of work on the Del Norte Discovery Center.
12 13
North View from Front Street
South View from Elk Creek
14 SITE PLAN
One of the most significant changes proposed by the FFA/GreenWorks team is a major reconfiguration of the building entry along Front Street. Removing the front steps, converting the current drive-through to enclosed exhibit space and the construction of a major new arrival plaza is envisioned. In addition, on street parking along Front Street is also proposed. The landscape around the Discovery Center will also be transformed.

The new Del Norte Discovery Center Entry plaza (12) will feature a Tolowa Basket pattern rendered in the colored paving. Visitors will be able to enter directly into the expanded Discovery Center building (14) at ground level. The Tolowa Interpretive Passage plaza (13) will be the location for the beginning of a 12’-wide interpretive walk that will feature stories of the Tolowa people. The east side of the building (15) will be landscaped to be reminiscent of the deep dark forest of the Redwoods. The area to the west and south of the Discovery Center Building will be the Tolowa Garden, with a central gathering area and native plantings grouped by their utilization by the Tolowa people: as Ceremonial (11), Medicines (10), and Edible (9) In addition, new accessible connections to the Tolowa Trail and Tolowa garden are anticipated from the covered south terrace of the building. It is anticipated that there will be some slight modifications to the extreme southeast corner of the building to allow for sufficient space for the 12’ wide Tolowa Trail to pass by the building.

FRONT STREET
15 NEXT STEPS
The existing Crescent City Cultural Center holds great potential to be transformed into the Del Norte Discovery Center, based on cursory observations and analysis of the existing building. However, a key next step is to conduct a thorough Building Condition Assessment with architects, structural engineers, electrical engineers, and mechanical engineers to determine if it is indeed feasible to upgrade the building’s systems to meet current building, structural and energy codes.

To provide a more accurate understanding of the costs for continued use of the existing building, we recommend a visual assessment of the existing conditions, including deficiencies of accessibility, seismic, egress, and energy conservation. A visual condition assessment of the existing facility will provide the City of Crescent City and their partners with the information necessary to develop funding strategies and define individual projects for reusing the existing structure. It will also help the team make recommendations as to the viability of remodeling the existing building.

Based on the findings of the Building Condition Assessment, the design team can develop Schematic Design documents for the preferred alternative and develop cost estimates for the work to upgrade the building. 16 APPENDIX A - Nov. 10, 2022 Visioning Meeting
17 18
19 20
APPENDIX B - Space Planning Questionnaire
21 22
23 24
25 APPENDIX C - Programming Compilation
26 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 2 November 27, 2023
Eric Wier
City of Crescent City
377 J Street
Crescent City, CA 95531
Re: Beachfront Park Master Plan
Contract Amendment #5
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-5: Discovery Center Evaluations and Conceptual Design (Phase 2)

3.1: Kickoff, Research and Assessment
Work with the City and key stakeholders to evaluate the existing Cultural Center building visually for its structural and mechanical conditions. Begin with virtual kick-off meeting. Hold an on-site meeting in early January 2024 to tour the facility and coordinate with local professionals with knowledge of the building. Review 1972 drawings and other existing documents and assess needed upgrades based on current California building code.

Review existing concept program with the City, stakeholders, and the design team (GreenWorks, Abbate’ Designs, Scott Edwards Architecture, KPFF, and PAE) to confirm design direction or to identify needed modifications. Create a 3-D model of the building to schematic design level based on the existing plans.

Deliverables: Kickoff meeting, site meeting, site and building assessment memo, 3-D model (in Revit), summary of jurisdictional requirements, summary of opportunities and challenges.

3.2: Programming and Concept Verification.

This virtual workshop will review the prior programming and conceptual design study, confirm space allocations and adjacencies, discuss what works well and what isn’t working well. The workshop will address removal of the existing front stairs, berm and planting, a redeveloped entry, and enclosure of the Porte Cochere to renovate the atrium. Prepare an updated programming and conceptual design following the workshop. Meet virtually with the City and stakeholders virtually to review and discuss.

Deliverables: Virtual meetings with SEA, updated program and concept design.

3.3: Schematic Design
SEA will prepare Schematic Design documents (plans, elevations, and perspective drawings). The SD documents with be prepared in coordination with the structural, MEP, and landscape architecture design team members in-person, other design team members virtually. After the Schematic Design review, Design team will make modifications and conduct virtual meeting to review with the City and stakeholders. Prepare a next steps summary, specification outline, and preliminary cost estimate.

Beachfront Park Design – Del Norte Discovery Center Evaluation City of Crescent City
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 2 of 2 Deliverables: Schematic design documents, virtual work session, specifications outline to provide cost estimate, next steps summary.

TERMS OF AGREEMENT
Fee Schedule
Professional fees include time and reimbursable expenses for the scope of work are as follows:

Task GreenWorks SEA KPFF PAE AD Totals

3.1 $6,000 $14,360 $6,000 $15,000 $3,500 $44,860

3.2 $1,500 $10,000 $0 $0 $900 $12,400

3.3 $1,800 $31,820 $5,590 $12,000 $1,200 $52,410
$9,300 $56,180 $11,590 $27,000 $5,600 $109,670
Task 3.1: Project Kickoff, Research and Assessment ...................................................$ 44,860 Task 3.2: Programming and Concept Validation ..........................................................$ 12,400 Task 3.3: Schematic Design ...........................................................................................$ 52,410 Subtotal .........................................................................................................................$109,670 Estimated Expenses........................................................................................................$ 3,100 Total for Amendment-5 .................................................................................................$112,770.

We appreciate this opportunity to be of further service to you on your project. If you have any questions, please call Paul Agrimis or Mike Abbaté.

Sincerely,
Paul Agrimis, PLA, PE
Principal
GreenWorks, P.C.
503-222-5612 | [email protected]
WWW.REDWOODPQRKSCONSERVQNCY.ORG
11/30/2023
Mayor Inscore and Members of the City Council
City of Crescent City
377 J Street
Crescent City, CA 95531
RE: Regional Discovery Center Evaluations and Conceptual Design Dear Mayor and Council,
Please accept this letter as formal support for the contract amendment to the Beachfront Park Master Plan scope, to include the Regional Discovery Center Evaluations and Conceptual Design. The Redwood Parks Conservancy has been working closely with City staff and key stakeholders over the past year to reenvision the current use of the Cultural Center/Visitor’s Center, with respect to the important role it is expected to play in the overall Beachfront Park Master Plan.

With projects such as the Front Street rehabilitation, Beachfront Park expansion, new Transit Center, and new Gateway currently underway, it’s clear that the location of the current Cultural Center/Visitor’s Center is on the verge of becoming a major hub of activity. We see the transition of this facility to a Regional Discovery Center, which would include all State and National Parks Visitor’s Centers, as a timely convergence of resources destined to create a more efficient way to connect visitors traveling along highway 101 to our local businesses, amenities, and endless opportunities for recreation. By bringing all State and National Parks Visitor’s Centers to Front Street, this location is expected to see an increase of over a million visitors per year.

We share in the City’s vision to help spur the local economy and create a stronger sense of connectivity to our local resources by bringing this ideal building to its full potential. We firmly believe that this project will help make Crescent City a true destination with lasting benefits to residents and visitors alike.

With this letter, the Redwood Parks Conservancy, pledges to contribute $25,000 towards the Regional Discovery Center Evaluations and Conceptual Design, similar to the contribution that was previously made towards the Cultural Center Feasibility Study. We sincerely value the partnerships that have formed through this process and look forward to seeing this project through to fruition.

Sincerely,
Sal Munoz
Interim Executive Director
State of California • Natural Resources Agency Gavin Newsom, Governor DEPARTMENT OF PARKS AND RECREATION Armando Quintero, Director 11/29/2023
Mayor Inscore and Members of the City Council
City of Crescent City
377 J Street
Crescent City, CA 95531
RE: Regional Discovery Center Evaluations and Conceptual Design Dear Mayor and Council,
Please accept this letter as formal support for the contract amendment to the Beachfront Park Master Plan scope, to include the Regional Discovery Center Evaluations and Conceptual Design. California State Parks has been working closely with City staff and key stakeholders over the past year to re-envision the current use of the Cultural Center/Visitor’s Center, with respect to the important role it is expected to play in the overall Beachfront Park Master Plan.

Crescent City has taken significant strides towards making this special coastal community a destination for tourists from around the world, and a thriving downtown hub for locals. With projects such as the Front Street rehabilitation, Beachfront Park expansion, new Transit Center, and new Gateway currently underway, it’s clear that the location of the current Cultural Center/Visitor’s Center has the opportunity to become the centerpiece of these exciting new developments. We see the transition of this facility to a Regional Discovery Center, which would include a jointly operated California State Parks, Redwood National and State Parks and Del Norte Chamber of Commerce Visitor Center, as a timely convergence of resources destined to create a more efficient way to connect visitors traveling along highway 101 to our local businesses, amenities, and endless opportunities for recreation. By bringing all partners to one central location on Front Street, this could allow for over a million visitors per year and our local community to embark on a journey of exploration to connect with the incredible resources that this area has to offer.

We share in the City’s vision to help spur the local economy and create a stronger sense of connectivity to our local resources by bringing this ideal building to its full potential. We firmly believe that this project will help make Crescent City a true destination with lasting benefits to residents and visitors alike.

With this letter, the California State Parks, in partnership with Redwood National and State Parks, pledges to contribute $25,000 towards the Regional Discovery Center Evaluations and Conceptual Design, similar to the contribution that was previously made towards the Cultural Center Feasibility Study. We sincerely value the partnerships that have formed through this process and look forward to seeing this project through to fruition.

Sincerely,
Victor Bjelajac
Superintendent
California State Parks North Coast Redwoods District
DocuSign Envelope ID: 17F80B19-33D2-4DB8-A797-EC261D6868E0 November 29, 2023
Mayor Inscore and Members of the City Council
City of Crescent City
377 J Street
Crescent City, CA 95531
RE: Redwood Discovery Center Support
Dear Mayor and City Council,
Please accept this letter as formal support for the contract amendment to the Beachfront Park Master Plan scope, to include the Redwood Discovery Center Evaluations and Conceptual Design. The Crescent City/Del Norte Chamber of Commerce has been working with City staff, Redwood National and State Parks, and the Redwood Parks Conservancy to re-envision the current use of the Cultural Center/Visitor’s Center, with respect to the important role it is expected to play in the overall Beachfront Park Master Plan.

With projects such as the Front Street rehabilitation, Beachfront Park expansion, new Transit Center, and new Gateway currently underway, it’s clear that the location of the current Cultural Center/Visitors Center has the potential to become a major destination for the thousands of tourists who visit our region.

We see the transition of this facility to a Redwood Discovery Center, combining the Redwood National and State Parks and the Crescent City Visitor Center as an opportunity to help increase the time visitors spend in Crescent City and Del Norte County and the opportunity to drive them to local eateries, lodging and retail shops. This will translate into more TOT and sales tax revenues for the City of Crescent City and
We share in the City’s vision to help spur the local economy and create a stronger sense of connectivity to our local resources by bringing this ideal building to its full potential. We firmly believe that this project will help make Crescent City a true destination with lasting benefits to residents and visitors alike.

Sincerely,
Cindy Vosburg
Executive Director
Crescent City/Del Norte Chamber of Commerce

C R E S C E N T CI T Y - DE L N O R T E

C H A M B E R OF C O M M E R C E
1 0 0 1 F r o n t S t r e e t ▪ C r e s c e n t C i t y , C A 9 5 5 3 1 (707) 464.3174 ▪ d i r e c t o r @d e l n o r t e . o r g w w w . v i s i t d e l n o r t e c o u n t y . c o m

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: DAVID YEAGER, PUBLIC WORKS DIRECTOR
DATE: DECEMBER 4, 2023
SUBJECT: TSUNAMI LANDING PLAZA DESIGN OPTIONS AND HOURS OF

OPERATION
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from Council
• Receive public comment
• Further Council discussion
• Direct City staff to pursue design options to provide more versatility of use by creating better access and more space for events.
• Direct City staff to pursue time-of-use restrictions.

BACKGROUND
The Tsunami Memorial Fountain and monument (bronze artwork) was commissioned by the City in 1965 in memory of the eleven lives lost during the 1964 tsunami. It was placed in the area that is now known as the Tsunami Landing Plaza. This Plaza and surrounding areas incorporated concrete walkways and a concrete central plaza, scalloped walls, seating, and an overhead cover over walking paths to the Plaza and surrounding businesses. In August of 2011 the City removed the Tsunami Landing walking cover due to age and seismic structural concerns.

In June 2021 the Council adopted the Economic Development Strategic Action Plan (EDSAP). The EDSAP considered four potential designs for the Plaza to increase use and make it more community friendly. These plans included family gathering places, vendor areas, or entertainment spaces with a stage at one end for music or weddings.

In 2023 the City received the Clean California Grant which includes some improvements to the parking lot adjoining the Plaza off of Front Street. These improvements include new sidewalk, landscaping, and a new bus loading zone on Front Street. Also in 2023, Redwood Coast Transit (RCT) received grant funding to improve this parking area by creating a transit hub. The RCT development will expand upon the bus loading zone included in the City’s Clean California Grant. They will provide additional walking paths,

TSUNAMI LANDING PLAZA DESIGN OPTIONS
DECEMBER 4, 2023
2 bus loading stalls for RCT buses, and the installation of a staffed ticket kiosk as well a public restroom.

On November 6, 2023, the Council discussed options regarding the repair of the Tsunami Memorial Fountain which included include functional and decorative features options.

Council voted to only authorize the reinstallation of the sculpture and to bring back at a future Council meeting further renovations to the Fountain / Plaza area pending further development of Beachfront Park and the adjacent parking lot designs.

ITEM ANALYSIS
Currently, due to the design and how the area has developed the Tsunami Landing Plaza is underutilized. It has potential to become an asset as the City looks to incorporate this space into the Beachfront Park and Front Street redevelopment. The City already has a Tsunami walking tour with informational kiosks. The Tsunami Memorial Fountain and surrounding Plaza has the potential to be the hub of this cultural walk.

The Plaza is also located between the Front Street / Beachfront Park revitalization and Third Street, which has long been considered the center of our downtown. The Plaza provides a potential key to bring locals as well as visitors from the Beachfront Park to our downtown. It is located on the main walking path between Kids Town/Cultural Center and Third Street. It is also located on the 2nd Street walking path uniting the current Redwood National Park Service California State Parks visitor center with this potential hub.

Another potential Plaza use is for farmers markets and vendor booths. Staff is exploring economic development in this area by potentially including a food truck plaza. This may also be incorporated into future Plaza use. Also, as mentioned in the EDSAP, the area could host entertainment, concerts, or public events, including a stage or other points of interest to encourage gathering.

As currently designed, the plaza is surrounded by the scalloped walls and underutilized seating areas. There is little public usage of this space other than those just passing through. The perimeter walls act as collectors for daily garbage. These walls also limit visibility, which is averse to providing a safe environment for the public and local businesses. The accumulated abandoned debris utilize an excessive amount of Public Works staff by requiring constant cleaning and trash removal. This daily regiment often requires the inclusion of the City’s police department in the handling of personal belongings, drug paraphernalia, graffiti, property damage, and human waste.

City staff would like Council to consider the elimination of some or all of the walls. This would open up the plaza for safer access with increased visibility and limit the barriers to additional uses by increasing the usable footprint for events. By increasing the potential for multi-purpose use of the space, we believe that the increased usage will reduce the accumulation of personal debris and public property damage. With future further development we can incorporate this space into an area to attract locals and visitors alike.

TSUNAMI LANDING PLAZA DESIGN OPTIONS
DECEMBER 4, 2023
3 Another item to be considered by Council to minimize the debris and property damage within the Plaza, would be to keep the hours of use consistent with the hour restrictions at the Beachfront Park. Currently all public parks within the City are closed between 11 p.m. to 5 a.m. This hour restriction has been extremely beneficial to both the Police Department and Public Works to be able to maintain a safe space for everyone to enjoy.

The change in the public hours of this space would require the adoption of an ordinance, which requires a public meeting for introduction, a public hearing for adoption, and then an additional 30 days for the ordinance to become effective. Overall, this process takes a minimum of 60 days.

FISCAL ANALYSIS
There would be costs associated with any of the demolition work. City staff is seeking direction as to the extent of efforts to pursue modifications to the Tsunami Landing Plaza.

Based on this direction, staff would return with a more defined scope and cost estimates for demolition and plaza repairs. Based on Council directives, City staff can prioritize efforts to seek out grant funding for both design and construction monies to expand upon the Plaza use reassessment.

Other than the staff time and publication costs, there is no cost associated with amending the ordinance and changing the hours of use for the Plaza. It is expected that the level of effort and calls for service would actually decrease for the Public Works crew and the Crescent City Police Department resulting in associated beneficial redistribution of those resources.

STRATEGIC PLAN ASSESSMENT
GOAL 1: SUPPORT QUALITY SERVICES, COMMUNITY SAFETY, AND HEALTH TO

ENHANCE THE QUALITY OF LIFE AND EXPERIENCE OF OUR RESIDENTS AND

VISITORS
E. Target economic development improvements that provide additional benefit by enhancing the quality of life for residents.

F. Incorporate health considerations into decision-making across departments and policy areas by:
d. 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.

ATTACHMENTS

1. Map of Tsunami Landing Plaza

2. EDSAP proposed potential designs for Plaza

CITY COUNCIL AGENDA REPORT
TO: MAYOR INSCORE AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ROBIN ALTMAN, CITY CLERK/ADMINISTRATIVE ANALYST
DATE: DECEMBER 4, 2023
SUBJECT: 2024 COUNCIL BOARD AND COMMITTEE APPOINTMENTS
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Confirm the Mayor’s appointments to 2024 Boards and Committees

BACKGROUND
Annually Council Members review Boards and Committees and make their preferences known for the following year to the Mayor. The Mayor will then make then bring back their recommended appointments to the Council as a whole to confirm said appointments.

There have been slight changes over the last year, and the list has been modified. The following changes have been made:
• The Coalition to End Homelessness in Del Norte County – removed, inactive • Humboldt/Del Norte Hazardous Materials Response Authority – removed until more information is obtained from Fire Chief Carey
• Intergovernmental Relations Committee (IGRC) – removed, inactive • Lighthouse Repertory Theater 2x2 – removed, inactive
• Ad hoc committees have been removed from the list as Council Members will be appointed when the ad hoc is active

ATTACHMENTS

1. Proposed 2024 Boards and Committees List with appointments

ORGANIZATION MEETING SCHEDULE CONTACT PERSON COUNCIL MEMBERS APPOINTED Auditor Committee As needed Linda Leaver, Finance
Director, 707-464-7483,
[email protected]
Ray Altman and Kelly Schellong
Alternate: Blake Inscore
Border Coast Regional Airport
Authority
Monthly on the first Thursday at 2pm
Ryan Cooley,
Airport Director
707-464-7288
Kelly Schellong;
Alternate: Blake Inscore
Chamber of Commerce Board of
Directors
Monthly on the 4th Friday at 12 pm
Cindy Vosburg, Executive
Director, 707-464-3174
[email protected]
Blake Inscore;
Alternate: Ray Altman
League of California Cities
Redwood Empire Division
To be discussed during Meeting
Sara Sanders, Regional
Public Affairs Program
Manager, 916-658-8243
[email protected]
To be discussed during Meeting
Crescent City Fire and Rescue 2x2 As needed Blake Inscore and Isaiah Wright; Alternate: Kelly Schellong
City / County 2x2 As needed Blake Inscore, Ray Altman
Alternate: Jason Greenough
Cultural Center Committee As needed Blake Inscore and Isaiah Wright; Alternate: Jason Greenough
Del Norte Local Transportation
Commission
Monthly on the first Tuesday at 3pm
Board Chambers
Tamera Leighton, Director,
707-465-3878,
[email protected]
Ray Altman, Jason Greenough, Blake
Inscore;
Alternate: Kelly Schellong / Isaiah
Wright
Del Norte Solid Waste Management
Authority
Monthly on the 3rd Tuesday at 4pm,
Board Chambers
Tedd Ward, Executive
Director, 707-465-1100,
[email protected]
Blake Inscore and Jason Greenough;
Alternate: Isaiah Wright / Ray Altman
Golden State Risk Management
Authority Board of Directors
Second Wednesday of Every Other
Month @ 6pm
Isaiah Wright
Last Chance Grade Stakeholder
Group
As needed John Driscoll, 707-407-3585 Jason Greenough; Ray Altman Alternate: Kelly Schellong
Lighthouse Cove RV Park Committee As needed Ashley Taylor, Economic Development and Recreation
Director
[email protected]
Isaiah Wright and Kelly Schellong
Alternate: Blake Inscore
Local Area Formation Commission Quarterly, or as needed, last Friday of the month at 4pm
George Williamson,
Executive Officer,
707-825-8260
Jason Greenough and Blake Inscore;
Alternate: Isaiah Wright / Ray Altman
[email protected]
Oversight Board to the Successor
Agency to the Crescent City
Redevelopment Agency
Twice a year, once in January and
once in July
Eric Wier, City Manager
707-464-7483
[email protected]
Jason Greenough and Eric Wier;
Alternate: Kelly Schellong
Pelican Bay State Prison Citizens
Advisory Committee Every other month on the 2nd
Wednesday at 3pm, in the Warden’s
office
Ray Altman and Robin Altman ;
Alternate: Jason Greenough
Redwood Coast Transit Authority
(RCTA)
Monthly on the fourth Monday at
5:15 p.m.

Joe Rye, 707-235-3078,
[email protected]
Ray Altman and Kelly Schellong;
Alternate: Jason Greenough / Isaiah
Wright
Tri-Agency Economic Development
Authority
As needed Eric Wier, City Manager,
707-464-7483,
[email protected]
Blake Inscore and Ray Altman;
Alternate: Jason Greenough / Kelly
Schellong
Visitors Bureau Monthly on the first Thursday at 1pm Cindy Vosburg, Executive Director, 707-464-3174;
[email protected]
Blake Inscore; Alternate: Ray Altman

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