Agenda, closed session, second session — Crescent City City Council, June 16, 2025 (part 2 of 2)

Open Projects
Authorized
from Sewer
Fund
Authorized
from Grant
Authorized
from Other
Total Budget
Authorized to
Date
Estimated
Expense
Through
FY 24-25
Estimated
Budget
FY 25-26
RBC gear box 62,000 62,000 - 62,000
Boiler 228,000 228,000 - 228,000
Influent gate 219,000 219,000 184,000 35,000
Primary influent valves 120,000 120,000 - 120,000
Influent screen 200,000 200,000 150,000 50,000
City sewer main projects 225,000 225,000 - 225,000
1,054,000 - - 1,054,000 334,000 720,000
78 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 / 919 Water Fund and Water CIP Fund
Dept: n/a Water Fund - All Cost Centers Combined
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties 1,024 20,757 28,511 21,945 21,945 21,945 - 0% Other Operating Sources 8,783 5,070 5,027 82,750 127,991 5,250 (122,741) -96% Operating Grants/Contributions 74,144 - 78,625 10,314 10,314 - (10,314) -100% Charges for Services 2,677,483 2,611,769 2,679,045 2,719,197 2,690,917 2,719,197 28,280 1% Subtotal 2,761,434 2,637,596 2,791,208 2,834,206 2,851,167 2,746,392 (104,775) -4% Financing Sources
Interest Income 5,324 83,890 210,115 67,500 181,557 117,500 (64,057) -35% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal 5,324 83,890 210,115 67,500 181,557 117,500 (64,057) -35% Capital Sources
Capital Leases/Rentals 18,678 19,132 19,132 24,648 24,648 24,648 - 0% Capital Grants/Contributions 138,525 90,789 478,666 775,000 76,583 775,000 698,417 912% Gain on Sale of Assets - (26,952) - - - - -
Subtotal 157,203 82,969 497,798 799,648 101,231 799,648 698,417 690% Internal Sources
Interfund Transfers In 1,003,314 771,221 1,011,334 870,019 870,020 610,200 (259,820) -30% Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 1,003,314 771,221 1,011,334 870,019 870,020 610,200 (259,820) -30% TOTAL SOURCES 3,927,275 3,575,676 4,510,455 4,571,373 4,003,975 4,273,740 269,765 7% Operating Uses
Wages, Salaries, Stipends 549,457 587,751 674,963 752,926 685,935 862,446 176,511 26% Employee Benefits 786,770 (110,906) 426,499 502,595 457,038 579,893 122,855 27% Utilities & Telephone 191,332 193,791 207,342 211,645 270,742 302,051 31,309 12% Materials & Supplies 121,292 182,781 205,856 280,326 249,644 285,272 35,628 14% Contracts & Services 398,267 314,229 251,627 450,755 291,097 438,898 147,801 51% Employee Support 8,694 9,868 13,006 38,154 21,802 25,755 3,953 18% Grants/Contributions to Others 74,144 - 77,418 - - - -
Other Operating Uses 16,984 17,717 18,883 21,100 23,574 21,100 (2,474) -10% Subtotal 2,146,940 1,195,231 1,875,594 2,257,501 1,999,832 2,515,415 515,583 26% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements 65,955 382,806 468,370 2,664,729 825,105 1,998,789 1,173,684 142% Loss on Sale of Assets - - - - - - -
Subtotal 65,955 382,806 468,370 2,664,729 825,105 1,998,789 1,173,684 142% Financing Uses
Debt Principal Repaid 350,000 350,000 175,000 - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal 350,000 350,000 175,000 - - - -
Internal Uses
Interfund Transfers Out 1,077,260 832,197 1,132,480 891,729 891,729 622,350 (269,379) -30% Interfund Loans Out - - - - - - -
Interfund Services Used 446,525 530,874 610,123 600,666 556,456 662,811 106,355 19% Subtotal 1,523,785 1,363,071 1,742,603 1,492,395 1,448,185 1,285,161 (163,024) -11% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 4,086,680 3,291,108 4,261,567 6,414,625 4,273,122 5,799,365 1,526,243 36% EST EFFECT ON WORKING CAP (159,405) 284,568 248,888 (1,843,252) (269,147) (1,525,625) (1,256,478) 467% WORKING CAPITAL 3,425,465 3,536,257 4,287,753 2,444,501 4,018,606 2,492,981 (1,525,625) -38% FUND BALANCE 10,948,847 11,722,617 12,307,067 12,803,544 12,538,025 12,686,189 148,164 1% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
79 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 000 Non Departmental
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties 1,024 20,757 28,511 21,945 21,945 21,945 - 0% Other Operating Sources 8,783 5,070 5,027 5,250 22,999 5,250 (17,749) -77% Operating Grants/Contributions 74,144 - 78,625 10,314 10,314 - (10,314) -100% Charges for Services 2,674,336 2,608,443 2,675,540 2,715,897 2,687,617 2,715,897 28,280 1% Subtotal 2,758,287 2,634,270 2,787,703 2,753,406 2,742,875 2,743,092 217 0% Financing Sources
Interest Income 14,862 66,246 138,996 67,500 102,900 67,500 (35,400) -34% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal 14,862 66,246 138,996 67,500 102,900 67,500 (35,400) -34% Capital Sources
Capital Leases/Rentals 18,678 19,132 19,132 24,648 24,648 24,648 - 0% Capital Grants/Contributions 138,525 90,789 476,461 75,000 76,583 75,000 (1,583) -2% Gain on Sale of Assets - (26,952) - - - - -
Subtotal 157,203 82,969 495,593 99,648 101,231 99,648 (1,583) -2% Internal Sources
Interfund Transfers In 14,878 - 435,628 - - 210,200 210,200 Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 14,878 - 435,628 - - 210,200 210,200
TOTAL SOURCES 2,945,230 2,783,485 3,857,920 2,920,554 2,947,006 3,120,440 173,434 6% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits 430,521 (503,341) 6,339 - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others 74,144 - 77,418 - - - -
Other Operating Uses - - - - - - -
Subtotal 504,665 (503,341) 83,757 - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out 1,077,260 832,197 696,852 891,729 891,729 412,150 (479,579) -54% Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal 1,077,260 832,197 696,852 891,729 891,729 412,150 (479,579) -54% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 1,581,925 328,856 780,609 891,729 891,729 412,150 (479,579) -54% NET 1,363,305 2,454,629 3,077,311 2,028,825 2,055,277 2,708,290 653,013 32% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
80 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 110 City Council
* Budgeted as internal service fund charge until FY 24-25 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends - - - 12,121 11,991 11,730 (261) -2% Employee Benefits - - - 22,709 23,279 15,115 (8,164) -35% Utilities & Telephone - - - 1,710 186 1,710 1,524 819%
Materials & Supplies - - - 592 215 592 377 175%
Contracts & Services - - - - - - -
Employee Support - - - 2,760 125 3,560 3,435 2748%
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - 39,892 35,796 32,707 (3,089) -9%
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - 14,385 14,715 10,041 (4,674) -32% Subtotal - - - 14,385 14,715 10,041 (4,674) -32%
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES - - - 54,277 50,511 42,748 (7,763) -15%
NET - - - (54,277) (50,511) (42,748) 7,763 -15%
Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
81 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 111 City Manager
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends 41,913 44,273 48,381 56,598 50,836 56,598 5,762 11% Employee Benefits 25,890 27,547 30,006 34,829 33,024 36,281 3,257 10% Utilities & Telephone 594 704 659 820 781 820 39 5%
Materials & Supplies 86 758 199 408 220 1,674 1,454 661% Contracts & Services - - - 1,000 - 1,000 1,000
Employee Support 2,284 1,981 2,560 3,518 3,263 3,318 55 2% Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 70,767 75,263 81,805 97,173 88,124 99,691 11,567 13% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used 25,087 28,225 35,734 33,747 31,341 34,739 3,398 11% Subtotal 25,087 28,225 35,734 33,747 31,341 34,739 3,398 11% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 95,854 103,488 117,539 130,920 119,465 134,430 14,965 13% NET (95,854) (103,488) (117,539) (130,920) (119,465) (134,430) (14,965) 13% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
82 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 112 Economic Development and Grants
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In 14,878 28,221 26,706 10,990 10,991 - (10,991) -100% Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 14,878 28,221 26,706 10,990 10,991 - (10,991) -100% TOTAL SOURCES 14,878 28,221 26,706 10,990 10,991 - (10,991) -100% Operating Uses
Wages, Salaries, Stipends 10,438 20,684 19,730 25,746 17,983 26,909 8,926 50% Employee Benefits 3,894 11,976 11,033 15,062 12,435 16,110 3,675 30% Utilities & Telephone 43 141 122 135 128 135 7 5%
Materials & Supplies 503 - - 510 11 185 174 1582%
Contracts & Services - 81 - 425 - 425 425
Employee Support - 500 716 875 - 875 875
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 14,878 33,382 31,601 42,753 30,557 44,639 14,082 46% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - 12,817 13,652 14,317 12,613 16,090 3,477 28% Subtotal - 12,817 13,652 14,317 12,613 16,090 3,477 28% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 14,878 46,199 45,253 57,070 43,170 60,729 17,559 41% NET - (17,978) (18,547) (46,080) (32,179) (60,729) (28,550) 89% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
83 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 113 City Clerk
* Budgeted as internal service fund charge until FY 24-25 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends - - - 26,874 27,019 27,044 25 0% Employee Benefits - - - 19,334 18,554 20,176 1,622 9%
Utilities & Telephone - - - 702 20 746 726 3630%
Materials & Supplies - - - 566 499 566 67 13%
Contracts & Services - - - 6,390 5,461 4,885 (576) -11% Employee Support - - - 88 132 88 (44) -33%
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - 53,954 51,685 53,505 1,820 4%
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - 17,237 16,166 17,661 1,495 9% Subtotal - - - 17,237 16,166 17,661 1,495 9%
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES - - - 71,191 67,851 71,166 3,315 5%
NET - - - (71,191) (67,851) (71,166) (3,315) 5%
Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
84 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 114 Human Resources
* Budgeted as internal service fund charge until FY 24-25 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends - - - - - 9,640 9,640
Employee Benefits - - - 921 883 7,197 6,314 715%
Utilities & Telephone - - - 266 22 328 306 1391%
Materials & Supplies - - - 415 227 445 218 96%
Contracts & Services - - - 11,383 10,625 2,699 (7,926) -75% Employee Support - - - 629 390 1,118 728 187%
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - 13,614 12,147 21,427 9,280 76%
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - 1,547 2,490 6,297 3,807 153% Subtotal - - - 1,547 2,490 6,297 3,807 153%
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES - - - 15,161 14,637 27,724 13,087 89%
NET - - - (15,161) (14,637) (27,724) (13,087) 89%
Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
85 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 120 Finance
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends 110,094 100,015 116,364 126,305 115,159 152,867 37,708 33% Employee Benefits 68,441 68,743 73,413 77,617 70,702 100,518 29,816 42% Utilities & Telephone 4,924 6,257 5,570 6,107 6,174 6,127 (47) -1% Materials & Supplies 15,248 17,876 21,292 24,165 20,490 29,035 8,545 42% Contracts & Services 53,246 54,272 63,590 72,207 48,098 78,439 30,341 63% Employee Support 1,925 1,075 3,104 6,690 5,719 4,552 (1,167) -20% Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 253,878 248,238 283,333 313,091 266,342 371,538 105,196 39% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used 74,352 78,088 95,392 75,690 70,667 94,772 24,105 34% Subtotal 74,352 78,088 95,392 75,690 70,667 94,772 24,105 34% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 328,230 326,326 378,725 388,781 337,009 466,310 129,301 38% NET (328,230) (326,326) (378,725) (388,781) (337,009) (466,310) (129,301) 38% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
86 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 130 Attorney
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends 9,906 21,443 22,208 24,849 24,682 26,704 2,022 8% Employee Benefits 6,696 12,765 13,212 15,004 14,421 16,048 1,627 11% Utilities & Telephone 51 389 360 455 392 455 63 16%
Materials & Supplies 469 143 246 585 157 685 528 336%
Contracts & Services 13,195 - - 1,000 - 1,000 1,000
Employee Support 825 1,144 946 2,094 1,103 2,144 1,041 94% Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 31,142 35,884 36,972 43,987 40,755 47,036 6,281 15% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used 8,508 13,202 15,453 14,605 13,473 15,990 2,517 19% Subtotal 8,508 13,202 15,453 14,605 13,473 15,990 2,517 19% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 39,650 49,086 52,425 58,592 54,228 63,026 8,798 16% NET (39,650) (49,086) (52,425) (58,592) (54,228) (63,026) (8,798) 16% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
87 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 371 Water Operations
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -

TOTAL SOURCES - - - - - - -
Operating Uses
Wages, Salaries, Stipends 351,280 375,893 442,067 461,938 416,177 530,274 114,097 27% Employee Benefits 234,120 255,230 277,835 305,541 271,571 356,409 84,838 31% Utilities & Telephone 185,720 186,300 200,631 201,450 263,039 291,730 28,691 11% Materials & Supplies 104,055 156,647 171,210 198,085 175,354 247,090 71,736 41% Contracts & Services 330,609 258,380 174,633 322,750 197,425 342,350 144,925 73% Employee Support 3,660 5,168 5,680 21,500 11,070 10,100 (970) -9% Grants/Contributions to Others - - - - - - -
Other Operating Uses 16,555 17,276 18,313 20,500 22,974 20,500 (2,474) -11% Subtotal 1,225,999 1,254,894 1,290,369 1,531,764 1,357,610 1,798,453 440,843 32% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid 350,000 350,000 175,000 - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal 350,000 350,000 175,000 - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used 325,712 384,592 433,714 417,563 383,831 454,984 71,153 19% Subtotal 325,712 384,592 433,714 417,563 383,831 454,984 71,153 19% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 1,901,711 1,989,486 1,899,083 1,949,327 1,741,441 2,253,437 511,996 29% NET (1,901,711) (1,989,486) (1,899,083) (1,949,327) (1,741,441) (2,253,437) (511,996) 29% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
88 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 419 Water Fund
Dept: 372 Community Service Districts
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - 77,500 77,500 - (77,500) -100% Operating Grants/Contributions - - - - - - -
Charges for Services 3,147 3,326 3,505 3,300 3,300 3,300 - 0% Subtotal 3,147 3,326 3,505 80,800 80,800 3,300 (77,500) -96% Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -
TOTAL SOURCES 3,147 3,326 3,505 80,800 80,800 3,300 (77,500) -96% Operating Uses
Wages, Salaries, Stipends 25,826 25,443 26,213 18,495 22,088 20,680 (1,408) -6% Employee Benefits 17,208 16,174 14,661 11,578 12,169 12,039 (130) -1% Utilities & Telephone - - - - - - -
Materials & Supplies 931 7,357 12,909 55,000 52,471 5,000 (47,471) -90% Contracts & Services 1,217 1,496 13,404 35,600 29,488 8,100 (21,388) -73% Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses 429 441 570 600 600 600 - 0%
Subtotal 45,611 50,911 67,757 121,273 116,816 46,419 (70,397) -60% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used 12,866 13,950 16,178 11,575 11,160 12,237 1,077 10% Subtotal 12,866 13,950 16,178 11,575 11,160 12,237 1,077 10% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 58,477 64,861 83,935 132,848 127,976 58,656 (69,320) -54% NET (55,330) (61,535) (80,430) (52,048) (47,176) (55,356) (8,180) 17% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Depreciation expense is not budgeted
89 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 919 Water CIP Fund
Dept: n/a Water CIP Fund - All Cost Centers Combined
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - 27,492 - (27,492) -100% Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - 27,492 - (27,492) -100%
Financing Sources
Interest Income (9,538) 17,644 71,119 - 78,657 50,000 (28,657) -36% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (9,538) 17,644 71,119 - 78,657 50,000 (28,657) -36% Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - 2,205 700,000 - 700,000 700,000 Gain on Sale of Assets - - - - - - -
Subtotal - - 2,205 700,000 - 700,000 700,000
Internal Sources
Interfund Transfers In 973,558 743,000 549,000 859,029 859,029 400,000 (459,029) -53% Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 973,558 743,000 549,000 859,029 859,029 400,000 (459,029) -53% TOTAL SOURCES 964,020 760,644 622,324 1,559,029 965,178 1,150,000 184,822 19% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements 65,955 382,806 468,370 2,664,729 825,105 1,998,789 1,173,684 142% Loss on Sale of Assets - - - - - - -
Subtotal 65,955 382,806 468,370 2,664,729 825,105 1,998,789 1,173,684 142% Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - 435,628 - - 210,200 210,200 Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - 435,628 - - 210,200 210,200
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 65,955 382,806 903,998 2,664,729 825,105 2,208,989 1,383,884 168% NET 898,065 377,838 (281,674) (1,105,700) 140,073 (1,058,989) (1,199,062) -856% Interfund Transfers between the Water Enterprise and Water CIP Funds are shown for transparency but are netted on the audit and for analysis Water CIP is combined with Water Fund on audited financial statements Depreciation expense is not budgeted
90 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 919 Water Capital Improvement Projects (CIP) Fund Dept: n/a All Cost Centers Combined
Summary of Water CIP Projects
Capital projects often take place over more than one fiscal year. The project is budgeted when approved, and the unspent budget amount carries forward until the project is complete. The following shows planned projects and their estimated budget amounts for this fiscal year. For projects that began in a prior year, the amount shown below is the estimated amount remaining at the time of budget preparation. The actual amount remaining for FY 25-26 will be updated when FY 24-25 is finalized.

Open Projects
Authorized
from Water
Fund
Authorized
from Grant
Authorized
from Other
Total Budget
Authorized to
Date
Estimated
Expense
Through
FY 24-25
Estimated
Budget
FY 25-26
Surge protection 712,000 200,000 912,000 91,854 820,146 Meter replacements 1,170,000 1,170,000 770,000 400,000
Water main replacements - annual 250,000 250,000 124,893 125,107 Ground source well 154,000 500,000 654,000 464 653,536
2,286,000 700,000 - 2,986,000 987,211 1,998,789
91 ** DRAFT **
Internal Service Funds
92 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 420 Information Technology Fund
Dept: 115 Information Technology
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - 487 - - - - -
Operating Grants/Contributions - - - 545 545 - (545) -100% Charges for Services - - - - - - -
Subtotal - 487 - 545 545 - (545) -100%
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In 14,932 4,500 15,750 90,104 90,104 34,000 (56,104) -62% Interfund Loans In - - - - - - -
Interfund Services Provided 267,949 351,369 404,892 464,374 464,374 547,152 82,778 18% Subtotal 282,881 355,869 420,642 554,478 554,478 581,152 26,674 5% TOTAL SOURCES 282,881 356,356 420,642 555,023 555,023 581,152 26,129 5% Operating Uses
Wages, Salaries, Stipends 112,349 151,856 160,364 175,000 175,000 214,902 39,902 23% Employee Benefits 65,130 85,790 94,402 113,005 113,005 138,590 25,585 23% Utilities & Telephone 7,186 13,922 13,068 15,329 15,329 15,615 286 2% Materials & Supplies 17,559 13,964 18,433 13,690 13,690 30,290 16,600 121% Contracts & Services 78,655 89,775 116,587 151,341 151,341 182,561 31,220 21% Employee Support 2,002 3,245 1,821 8,075 8,075 9,175 1,100 14% Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 282,881 358,552 404,675 476,440 476,440 591,133 114,693 24% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - 6,417 5,138 6,500 6,500 6,500 - 0% Other Financing Uses - - - - - - -
Subtotal - 6,417 5,138 6,500 6,500 6,500 - 0%
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 282,881 364,969 409,813 482,940 482,940 597,633 114,693 24% EST EFFECT ON WORKING CAP - (8,613) 10,829 72,083 72,083 (16,481) (88,564) -123% WORKING CAPITAL - (57,426) (36,342) 35,741 35,741 19,260 (16,481) -46% FUND BALANCE - (8,613) 2,216 74,299 74,299 57,818 (16,481) -22% 93 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 506 Building Maintenance Fund
Dept: 506 Building Maintenance
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - 1,353 1,353 - (1,353) -100% Charges for Services - - - - - - -
Subtotal - - - 1,353 1,353 - (1,353) -100%
Financing Sources
Interest Income - - - - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - 33,298 - - - 15,000 15,000
Interfund Loans In - - - - - - -
Interfund Services Provided 176,077 224,372 275,698 307,122 307,673 219,240 (88,433) -29% Subtotal 176,077 257,670 275,698 307,122 307,673 234,240 (73,433) -24% TOTAL SOURCES 176,077 257,670 275,698 308,475 309,026 234,240 (74,786) -24% Operating Uses
Wages, Salaries, Stipends 69,436 86,283 79,599 83,441 83,441 87,429 3,988 5% Employee Benefits 41,517 52,139 49,927 55,407 55,407 61,534 6,127 11% Utilities & Telephone 4,468 7,172 8,252 10,377 10,377 9,777 (600) -6% Materials & Supplies 16,891 28,714 28,302 26,000 26,000 27,200 1,200 5% Contracts & Services 43,765 83,362 110,169 133,250 133,250 48,300 (84,950) -64% Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 176,077 257,670 276,249 308,475 308,475 234,240 (74,235) -24% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 176,077 257,670 276,249 308,475 308,475 234,240 (74,235) -24% EST EFFECT ON WORKING CAP - - (551) - 551 - (551) -100% WORKING CAPITAL - - (551) (551) - - -
FUND BALANCE - - (551) (551) - - -
94 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 508 Equipment Fund
Dept: 508 Equipment
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - 8 3,542 - - - -
Operating Grants/Contributions - - - 802 802 - (802) -100% Charges for Services 4,870 11,805 8,167 12,000 12,000 12,000 - 0% Subtotal 4,870 11,813 11,709 12,802 12,802 12,000 (802) -6% Financing Sources
Interest Income (427) 760 6,470 - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (427) 760 6,470 - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions 101,281 263,265 180,976 - - - - Gain on Sale of Assets - 25,780 - 15,000 15,000 - (15,000) -100% Subtotal 101,281 289,045 180,976 15,000 15,000 - (15,000) -100% Internal Sources
Interfund Transfers In 211,818 188,658 252,232 169,000 169,000 115,400 (53,600) -32% Interfund Loans In - - - - - - -
Interfund Services Provided 338,515 386,500 292,157 425,227 425,227 409,984 (15,243) -4% Subtotal 550,333 575,158 544,389 594,227 594,227 525,384 (68,843) -12% TOTAL SOURCES 656,057 876,776 743,544 622,029 622,029 537,384 (84,645) -14% Operating Uses
Wages, Salaries, Stipends 129,234 122,086 79,258 119,752 119,752 131,008 11,256 9% Employee Benefits 81,306 79,015 68,883 89,823 89,823 97,382 7,559 8% Utilities & Telephone 12,666 15,871 15,805 15,480 15,480 23,480 8,000 52% Materials & Supplies 114,391 128,194 128,436 170,350 170,350 151,750 (18,600) -11% Contracts & Services 585 3,121 3,797 6,824 6,824 7,164 340 5% Employee Support 3,190 2,138 - 12,800 12,800 11,200 (1,600) -13% Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 341,372 350,425 296,179 415,029 415,029 421,984 6,955 2% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment 211,806 231,910 252,232 207,000 207,000 75,400 (131,600) -64% Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal 211,806 231,910 252,232 207,000 207,000 75,400 (131,600) -64% Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 553,178 582,335 548,411 622,029 622,029 497,384 (124,645) -20% EST EFFECT ON WORKING CAP 102,879 294,441 195,133 - - 40,000 40,000 WORKING CAPITAL 93,113 128,988 143,146 143,146 143,146 183,146 40,000 28% FUND BALANCE 1,215,276 1,573,211 1,815,025 1,817,025 1,817,025 1,727,425 (89,600) -5% Depreciation expense is not budgeted
95 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 620 Insurance Fund
Dept: 620 Insurance
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources 71,874 76,684 75,000 - 21,340 - (21,340) -100% Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal 71,874 76,684 75,000 - 21,340 - (21,340) -100% Financing Sources
Interest Income (187) 1,985 6,610 - 7,930 - (7,930) -100% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (187) 1,985 6,610 - 7,930 - (7,930) -100%
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided 326,367 382,704 567,046 654,026 654,026 866,559 212,533 32% Subtotal 326,367 382,704 567,046 654,026 654,026 866,559 212,533 32% TOTAL SOURCES 398,054 461,373 648,656 654,026 683,296 866,559 183,263 27% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services 326,366 382,704 567,046 654,026 654,026 866,559 212,533 32% Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 326,366 382,704 567,046 654,026 654,026 866,559 212,533 32% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out 129,475 59,946 25,750 156,791 156,791 82,786 (74,005) -47% Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal 129,475 59,946 25,750 156,791 156,791 82,786 (74,005) -47% Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 455,841 442,650 592,796 810,817 810,817 949,345 138,528 17% EST EFFECT ON WORKING CAP (57,787) 18,723 55,860 (156,791) (127,521) (82,786) 44,735 -35% WORKING CAPITAL 135,724 154,447 210,307 53,516 82,786 - (82,786) -100% FUND BALANCE 135,724 154,447 210,307 53,516 82,786 - (82,786) -100% 96 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 630 Other Post Employment Benefits Trust
Dept: n/a All Cost Centers Combined
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income 88 344 124 - - - -
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal 88 344 124 - - - -
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided 144,044 110,186 113,805 157,926 157,926 163,043 5,117 3% Subtotal 144,044 110,186 113,805 157,926 157,926 163,043 5,117 3% TOTAL SOURCES 144,132 110,530 113,929 157,926 157,926 163,043 5,117 3% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits 140,237 106,381 109,690 153,926 153,926 158,543 4,617 3% Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services 3,895 3,849 4,480 4,000 4,000 4,500 500 13% Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 144,132 110,230 114,170 157,926 157,926 163,043 5,117 3% Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 144,132 110,230 114,170 157,926 157,926 163,043 5,117 3% NET - 300 (241) - - - -
FUND BALANCE - 300 59 59 59 59 - 0%
WORKING CAPITAL BALANCE - 300 59 59 59 59 - 0%
97 ** DRAFT **
General
Capital Improvements
and
Public Safety
Vehicle Replacements
98 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 901 Capital Improvement Projects (CIP) Fund
Dept: n/a CIP Fund - All Cost Centers Combined
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income (14,942) 25,501 69,721 - 63,491 - (63,491) -100% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (14,942) 25,501 69,721 - 63,491 - (63,491) -100% Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions 682,226 81,378 1,194,282 9,885,348 2,827,224 7,058,175 4,230,951 150% Gain on Sale of Assets - - - - - - -
Subtotal 682,226 81,378 1,194,282 9,885,348 2,827,224 7,058,175 4,230,951 150% Internal Sources
Interfund Transfers In 1,539,635 1,239,336 2,199,192 890,706 890,706 952,000 61,294 7% Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 1,539,635 1,239,336 2,199,192 890,706 890,706 952,000 61,294 7% TOTAL SOURCES 2,206,919 1,346,215 3,463,195 10,776,054 3,781,421 8,010,175 4,228,754 112% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements 172,091 1,414,377 2,591,911 13,064,884 4,619,679 9,278,970 4,659,291 101% Loss on Sale of Assets - - - - - - -
Subtotal 172,091 1,414,377 2,591,911 13,064,884 4,619,679 9,278,970 4,659,291 101% Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
Transfer Pebble Beach balances to new fund (146,270) (146,270) TOTAL USES 172,091 1,414,377 2,591,911 12,918,614 4,473,409 9,278,970 4,805,561 107% NET 2,034,828 (68,162) 871,284 (2,142,560) (691,988) (1,268,795) (576,807) 83% FUND BALANCE 1,453,401 1,385,239 2,256,523 113,963 1,564,535 295,740 (1,268,795) -81% 99 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 901 General Capital Improvement Projects (CIP) Fund Dept: n/a All Cost Centers Combined
Summary of General CIP Projects
Capital projects often take place over more than one fiscal year. The project is budgeted when approved, and the unspent budget amount carries forward until the project is complete. The following shows planned projects and their estimated budget amounts for this fiscal year. For projects that began in a prior year, the amount shown below is the estimated amount remaining at the time of budget preparation. The actual amount remaining for FY 25-26 will be updated when FY 24-25 is finalized.

Open Projects
Authorized
from City
Fund
Authorized
from Grant
Authorized
from Other
Total Budget
Authorized to
Date
Estimated
Expense
Through
FY 24-25
Estimated
Budget
FY 25-26
City Hall (design) 355,000 355,000 214,705 140,295
Fire Hall facility improvements 127,269 127,269 15,561 111,708 City Gen Fund, Measure S Police Department facility improvements (design) 295,000 295,000 170,501 124,499 City Gen Fund, Measure S Street preservation projects FY26 and FY27 1,737,286 1,737,286 29,478 1,707,808 Measure S Front Street (between G Street and I Street) 616,609 2,879,186 3,495,795 3,440,287 55,508 City Gen Fund, Measure S, AR Beachfront Park improvements 8,450,000 8,450,000 2,118,144 6,331,856 Prop 68, Health Care District Tolowa Interpretive Walk 712,952 712,952 430,344 282,608 Prop 68, Coastal Conservancy Pedestrian improvements 25,000 225,000 250,000 312 249,688 HSIP, Measure S Pool roof 275,000 275,000 275,000 City Gen Fund, Measure S 3,431,164 12,267,138 - 15,698,302 6,419,332 9,278,970
100 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 902 Beachfront Park Donations
Dept: 470 Parks
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income (88) 167 439 - 342 - (342) -100%
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (88) 167 439 - 342 - (342) -100%
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions 7,616 - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal 7,616 - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -
TOTAL SOURCES 7,528 167 439 - 342 - (342) -100%
Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -

TOTAL USES - - - - - - -
NET 7,528 167 439 - 342 - (342) -100%
FUND BALANCE 8,598 8,765 9,204 9,204 9,546 9,546 - 0%
101 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 903 Pebble Beach Drive
Dept: 364 Streets
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income - - - - 85,832 - (85,832) -100%
Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal - - - - 85,832 - (85,832) -100%
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - 14,345,463 4,901,068 9,444,395 4,543,327 93% Gain on Sale of Assets - - - - - - -
Subtotal - - - 14,345,463 4,901,068 9,444,395 4,543,327 93% Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -
TOTAL SOURCES - - - 14,345,463 4,986,900 9,444,395 4,457,495 89% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - 14,168,248 4,754,798 9,413,450 4,658,652 98% Loss on Sale of Assets - - - - - - -
Subtotal - - - 14,168,248 4,754,798 9,413,450 4,658,652 98% Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
Transfer Pebble Beach balances to new fund 146,270 146,270 TOTAL USES - - - 14,314,518 4,901,068 9,413,450 4,512,382 92% NET - - - 30,945 85,832 30,945 (54,887) -64%
FUND BALANCE - - - 30,945 85,832 116,777 30,945 36%
102 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 930 Fire Vehicle & Equipment Replacement Fund
Dept: 230 Fire
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income (1,498) 2,867 13,633 - 26,907 - (26,907) -100% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (1,498) 2,867 13,633 - 26,907 - (26,907) -100% Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In 98,000 38,000 245,500 335,500 335,500 155,500 (180,000) -54% Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 98,000 38,000 245,500 335,500 335,500 155,500 (180,000) -54% TOTAL SOURCES 96,502 40,867 259,133 335,500 362,407 155,500 (206,907) -57% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - 270,000 147,161 90,000 (57,161) -39% Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - 270,000 147,161 90,000 (57,161) -39%
Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES - - - 270,000 147,161 90,000 (57,161) -39%
NET 96,502 40,867 259,133 65,500 215,246 65,500 (149,746) -70% FUND BALANCE 151,199 192,066 451,199 516,699 666,445 731,945 65,500 10% 103 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 940 Police Vehicle Replacement Fund
Dept: 240 Police
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes - - - - - - -
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal - - - - - - -
Financing Sources
Interest Income (818) 1,313 729 - 1,117 - (1,117) -100% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (818) 1,313 729 - 1,117 - (1,117) -100%
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In 115,000 190,000 80,000 80,000 80,000 - (80,000) -100% Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal 115,000 190,000 80,000 80,000 80,000 - (80,000) -100% TOTAL SOURCES 114,182 191,313 80,729 80,000 81,117 - (81,117) -100% Operating Uses
Wages, Salaries, Stipends - - - - - - -
Employee Benefits - - - - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services - - - - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal - - - - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment 58,780 243,453 98,831 80,000 78,485 - (78,485) -100% Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal 58,780 243,453 98,831 80,000 78,485 - (78,485) -100% Financing Uses
Debt Principal Repaid - - - - - - -
Debt Interest Paid - - - - - - -
Other Financing Uses - - - - - - -
Subtotal - - - - - - -
Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 58,780 243,453 98,831 80,000 78,485 - (78,485) -100% NET 55,402 (52,140) (18,102) - 2,632 - (2,632) -100%
FUND BALANCE 73,699 21,559 3,457 3,457 6,089 6,089 - 0% 104 ** DRAFT **
Fiduciary
Funds
105 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund: 991 RDA Successor Agency
Dept: n/a All Cost Centers Combined
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2025-26 Var Var Actual Actual Actual Budget Estimated Proposed $ %
Operating Sources
Taxes 87,000 95,000 165,419 165,419 45,387 45,387 - 0%
Special Assessments - - - - - - -
Licenses & Permits - - - - - - -
Fines & Penalties - - - - - - -
Other Operating Sources - - - - - - -
Operating Grants/Contributions - - - - - - -
Charges for Services - - - - - - -
Subtotal 87,000 95,000 165,419 165,419 45,387 45,387 - 0% Financing Sources
Interest Income (1,499) 4,052 3,196 - 3,615 - (3,615) -100% Debt Proceeds - - - - - - -
Other Financing Sources - - - - - - -
Subtotal (1,499) 4,052 3,196 - 3,615 - (3,615) -100%
Capital Sources
Capital Leases/Rentals - - - - - - -
Capital Grants/Contributions - - - - - - -
Gain on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Internal Sources
Interfund Transfers In - - - - - - -
Interfund Loans In - - - - - - -
Interfund Services Provided - - - - - - -
Subtotal - - - - - - -
TOTAL SOURCES 85,501 99,052 168,615 165,419 49,002 45,387 (3,615) -7% Operating Uses
Wages, Salaries, Stipends 1,720 - 1,341 - - - -
Employee Benefits 648 4 320 - - - -
Utilities & Telephone - - - - - - -
Materials & Supplies - - - - - - -
Contracts & Services 1,772 - 1,800 - - - -
Employee Support - - - - - - -
Grants/Contributions to Others - - - - - - -
Other Operating Uses - - - - - - -
Subtotal 4,140 4 3,461 - - - -
Capital Uses
Capital Leases/Rentals - - - - - - -
Capital Equipment - - - - - - -
Capital Improvements - - - - - - -
Loss on Sale of Assets - - - - - - -
Subtotal - - - - - - -
Financing Uses
Debt Principal Repaid 18,704 155,296 90,000 165,419 165,419 45,387 (120,032) -73% Debt Interest Paid 35,977 3,975 3,300 - - - -
Other Financing Uses - - - - - - -
Subtotal 54,681 159,271 93,300 165,419 165,419 45,387 (120,032) -73% Internal Uses
Interfund Transfers Out - - - - - - -
Interfund Loans Out - - - - - - -
Interfund Services Used - - - - - - -
Subtotal - - - - - - -
Extraordinary Items
Extraordinary Item - - - - - - -
Subtotal - - - - - - -
TOTAL USES 58,821 159,275 96,761 165,419 165,419 45,387 (120,032) -73% NET 26,680 (60,223) 71,854 - (116,417) - 116,417 -100%
FUND BALANCE (558,440) (463,367) (301,513) (136,094) (252,511) (207,124) 45,387 -18% 106 ** DRAFT **
Cost
Allocations
107 ** DRAFT **
City of Crescent City
Information Technology
FY 25-26 Allocation
Fund Dept Project Cost Center
Budgeted
Wages &
Benefits Dept %
Fund
Share Allocation
001 110 Council 26,710 0.4% 605
001 111 Administration 84,985 1.3% 1,926
001 112 Econ Dev / Comm Supp / Grants 171,973 2.6% 3,896 001 113 City Clerk 46,055 0.7% 1,043
001 114 Human Resources 91,573 1.4% 2,075
001 120 Finance 279,702 4.3% 6,337
001 130 City Attorney 80,340 1.2% 1,820
001 230 Fire 1,344,242 20.6% 30,457
001 240 Police 2,580,044 39.6% 58,458
001 250 Code Enforcement 49,271 0.8% 1,116
001 251 Building Inspection 140,657 2.2% 3,187
001 313 Planning 70,189 1.1% 1,590
001 350 Public Works Admin 136,369 2.1% 3,090
001 364 Streets 75,960 1.2% 1,721
001 364 10023 Street Lights 66,329 1.0% 1,503
001 364 10024 Street Sweeping 19,248 0.3% 436
001 364 10025 Street Maintenance 164,458 2.5% 3,726
001 470 Parks 338,884 5.2% 7,678
001 471 Cultural Center 61,666 0.9% 1,397
001 480 Pool 691,508 10.6% 15,668
General Fund Total 6,520,164 27.0% 147,731
110 Housing Authority 562,934 2.0% 10,943
412 RV Park 245,466 5.0% 27,358
413 110 Council 27,285 1.9% 3,423
413 111 Administration 93,647 6.5% 11,748
413 112 Econ Dev / Comm Supp / Grants 47,825 3.3% 5,999 413 113 City Clerk 52,115 3.6% 6,538
413 114 Human Resources 15,800 1.1% 1,982
413 120 Finance 278,872 19.4% 34,984
413 130 City Attorney 47,305 3.3% 5,934
413 351 Sewer Lab 261,082 18.1% 32,752
413 352 WWTP Operations 87,890 6.1% 11,026
413 353 Collection System 162,271 11.3% 20,356
413 353 35019 City Lift Stations 69,208 4.8% 8,682
413 356 35020 Oregon Lift Station 8,043 0.6% 1,009
413 356 35022 CSA Lift Stations 134,477 9.3% 16,870
413 357 Major Maintenance 153,513 10.7% 19,258
Sewer Fund Total 1,439,333 33.0% 180,560
419 110 Council 26,845 1.9% 3,361
419 111 Administration 92,879 6.4% 11,627
419 112 Econ Dev / Comm Supp / Grants 43,019 3.0% 5,385 419 113 City Clerk 47,220 3.3% 5,911
419 114 Human Resources 16,837 1.2% 2,108
419 120 Finance 253,385 17.6% 31,720
419 130 City Attorney 42,752 3.0% 5,352
419 371 Water Operations & Maint. 886,683 61.5% 111,000 419 372 41028 Bertsch Oceanview 19,975 1.4% 2,501
419 372 41029 Churchtree 6,372 0.4% 798
108 ** DRAFT **
City of Crescent City
Building Maintenance
FY 25-26 Allocation
Fund Dept Project Cost Center
Budgeted
Wages &
Benefits Dept %
Fund
Share Allocation
001 110 Council 26,710 0.4% 250
001 111 Administration 84,985 1.3% 795
001 112 Econ Dev / Comm Supp / Grants 171,973 2.6% 1,608 001 113 City Clerk 46,055 0.7% 431
001 114 Human Resources 91,573 1.4% 856
001 120 Finance 279,702 4.3% 2,615
001 130 City Attorney 80,340 1.2% 751
001 230 Fire 1,344,242 20.6% 12,570
001 240 Police 2,580,044 39.6% 24,126
001 250 Code Enforcement 49,271 0.8% 461
001 251 Building Inspection 140,657 2.2% 1,315
001 313 Planning 70,189 1.1% 656
001 350 Public Works Admin 136,369 2.1% 1,275
001 364 Streets 75,960 1.2% 710
001 364 10023 Street Lights 66,329 1.0% 620
001 364 10024 Street Sweeping 19,248 0.3% 180
001 364 10025 Street Maintenance 164,458 2.5% 1,538
001 470 Parks 338,884 5.2% 3,169
001 471 Cultural Center 61,666 0.9% 577
001 480 Pool 691,508 10.6% 6,466
General Fund Total 6,520,164 28.0% 60,970
110 Housing Authority 562,934 1% labor 1,490
412 RV Park 245,466 5.0% 10,888
413 110 Council 27,285 1.9% 1,383
413 111 Administration 93,647 6.5% 4,746
413 112 Econ Dev / Comm Supp / Grants 47,825 3.3% 2,424 413 113 City Clerk 52,115 3.6% 2,641
413 114 Human Resources 15,800 1.1% 801
413 120 Finance 278,872 19.4% 14,133
413 130 City Attorney 47,305 3.3% 2,397
413 351 Sewer Lab 261,082 18.1% 13,232
413 352 WWTP Operations 87,890 6.1% 4,454
413 353 Collection System 162,271 11.3% 8,224
413 353 35019 City Lift Stations 69,208 4.8% 3,508
413 356 35020 Oregon Lift Station 8,043 0.6% 408
413 356 35022 CSA Lift Stations 134,477 9.3% 6,815
413 357 Major Maintenance 153,513 10.7% 7,780
Sewer Fund Total 1,439,333 33.5% 72,946
419 110 Council 26,845 1.9% 1,358
419 111 Administration 92,879 6.4% 4,697
419 112 Econ Dev / Comm Supp / Grants 43,019 3.0% 2,176 419 113 City Clerk 47,220 3.3% 2,388
419 114 Human Resources 16,837 1.2% 852
419 120 Finance 253,385 17.6% 12,815
419 130 City Attorney 42,752 3.0% 2,162
419 371 Water Operations & Maint. 886,683 61.5% 44,844
419 372 41028 Bertsch Oceanview 19,975 1.4% 1,010
419 372 41029 Churchtree 6,372 0.4% 322
419 372 41030 Meadowbrook 6,372 0.4% 322
Water Fund Total 1,442,339 33.5% 72,946
109 ** DRAFT **
City of Crescent City
Equipment
FY 25-26 Allocation
Proposed Base Budget
Fund Dept Project Cost Center Units %
Base
Allocation
Fuel
Allocation
Parts
Allocation
Total
Allocation
001 110 Council - 0.0% - - - -
001 111 Administration 0.90 0.8% 2,280 674 855 3,809
001 112 Econ Dev / Comm Supp / Grants - 0.0% - - - -
001 113 City Clerk - 0.0% - - - -
001 114 Human Resources - 0.0% - - - -
001 120 Finance - 0.0% - - - -
001 130 City Attorney - 0.0% - - - -
001 230 Fire 17.00 15.7% 43,071 43,071
001 240 Police 11.00 10.2% 27,870 27,870
001 250 Code Enforcement - 0.0% - - - -
001 251 Building Inspection - 0.0% - - - -
001 313 Planning - 0.0% - - - -
001 350 Public Works Admin - 0.0% - - - -
001 364 Streets - 0.0% - - - -
001 364 10023 Street Lights - 0.0% - - - -
001 364 10024 Street Sweeping - 0.0% - - - -
001 364 10025 Street Maintenance 16.73 15.5% 42,387 12,532 15,895 70,814 001 470 Parks 12.70 11.7% 32,177 9,513 12,066 53,756
001 471 Cultural Center - 0.0% - - - -
001 480 Pool - 0.0% - - - -
General Fund Total 58.33 147,786 22,719 28,815 199,320
110 Housing Authority 0.50 0.5% 1,267 375 475 2,116
412 RV Park 0.80 0.7% 2,027 599 760 3,386
413 110 Council - 0.0% - - - -
413 111 Administration - 0.0% - - - -
413 112 Econ Dev / Comm Supp / Grants - 0.0% - - - -
413 113 City Clerk - 0.0% - - - -
413 114 Human Resources - 0.0% - - - -
413 120 Finance - 0.0% - - - -
413 130 City Attorney - 0.0% - - - -
413 351 Sewer Lab - 0.0% - - - -
413 352 WWTP Operations 2.00 1.9% 5,067 1,498 1,900 8,465 413 353 Collection System 17.33 16.0% 43,908 12,981 16,465 73,353 413 353 35019 City Lift Stations - 0.0% - - - -
413 356 35020 Oregon Lift Station - 0.0% - - - -
413 356 35022 CSA Lift Stations - 0.0% - - - -
413 357 Major Maintenance - 0.0% - - - -
Sewer Fund Total 19.33 48,975 14,479 18,365 81,819
419 110 Council - 0.0% - - - -
419 111 Administration - 0.0% - - - -
419 112 Econ Dev / Comm Supp / Grants - 0.0% - - - -
419 113 City Clerk - 0.0% - - - -
419 114 Human Resources - 0.0% - - - -
419 120 Finance - 0.0% - - - -
419 130 City Attorney - 0.0% - - - -
419 371 Water Operations & Maint. 29.14 27.0% 73,830 21,828 27,685 123,342 419 372 41028 Bertsch Oceanview - 0.0% - - - -
419 372 41029 Churchtree - 0.0% - - - -
419 372 41030 Meadowbrook - 0.0% - - - -
Water Fund Total 29.14 73,830 21,828 27,685 123,342
Total units 108.10
Units for fuel and parts 80.10
Total fund expenses 497,384
Vehicle replacements - funded by transfers in from the funds to benefit 75,400 Other revenue 12,000
ISF to allocate 409,984
110 ** DRAFT **
City of Crescent City
Insurance
FY 25-26 Allocation
Fund Dept Project Cost Center
Budgeted
Wages &
Benefits Dept %
Fund
Share Allocation
001 110 Council 26,710 0.4% 958
001 111 Administration 84,985 1.3% 3,050
001 112 Econ Dev / Comm Supp / Grants 171,973 2.6% 6,171 001 113 City Clerk 46,055 0.7% 1,653
001 114 Human Resources 91,573 1.4% 3,286
001 120 Finance 279,702 4.3% 10,037
001 130 City Attorney 80,340 1.2% 2,883
001 230 Fire 1,344,242 20.6% 48,237
001 240 Police 2,580,044 39.6% 92,583
001 250 Code Enforcement 49,271 0.8% 1,768
001 251 Building Inspection 140,657 2.2% 5,047
001 313 Planning 70,189 1.1% 2,519
001 350 Public Works Admin 136,369 2.1% 4,893
001 364 Streets 75,960 1.2% 2,726
001 364 10023 Street Lights 66,329 1.0% 2,380
001 364 10024 Street Sweeping 19,248 0.3% 691
001 364 10025 Street Maintenance 164,458 2.5% 5,901
001 470 Parks 338,884 5.2% 12,161
001 471 Cultural Center 61,666 0.9% 2,213
001 480 Pool 691,508 10.6% 24,814
General Fund Total 6,520,164 27.0% 233,971
110 Housing Authority 562,934 2.0% 17,331
412 RV Park 245,466 5.0% 43,328
413 110 Council 27,285 1.9% 5,421
413 111 Administration 93,647 6.5% 18,606
413 112 Econ Dev / Comm Supp / Grants 47,825 3.3% 9,502 413 113 City Clerk 52,115 3.6% 10,354
413 114 Human Resources 15,800 1.1% 3,139
413 120 Finance 278,872 19.4% 55,406
413 130 City Attorney 47,305 3.3% 9,399
413 351 Sewer Lab 261,082 18.1% 51,871
413 352 WWTP Operations 87,890 6.1% 17,462
413 353 Collection System 162,271 11.3% 32,240
413 353 35019 City Lift Stations 69,208 4.8% 13,750
413 356 35020 Oregon Lift Station 8,043 0.6% 1,598
413 356 35022 CSA Lift Stations 134,477 9.3% 26,718
413 357 Major Maintenance 153,513 10.7% 30,500
Sewer Fund Total 1,439,333 33.0% 285,964
419 110 Council 26,845 1.9% 5,322
419 111 Administration 92,879 6.4% 18,415
419 112 Econ Dev / Comm Supp / Grants 43,019 3.0% 8,529 419 113 City Clerk 47,220 3.3% 9,362
419 114 Human Resources 16,837 1.2% 3,338
419 120 Finance 253,385 17.6% 50,237
419 130 City Attorney 42,752 3.0% 8,476
419 371 Water Operations & Maint. 886,683 61.5% 175,798 111 ** DRAFT **
Transfers
112 ** DRAFT **
City of Crescent City FY 2025-26 Budget
Fund To/From Purpose Transfers In Transfers Out
General Fund
001 General Fund
Transfer in from Gas Tax Fund To reimburse General Fund for street maintenance 172,685 Transfer in from Insurance Fund To reimburse General Fund for safety expenditures 48,786 Transfer out to Internal Service Funds To cover Internal Service Fund costs 646,197 Transfer out to Equipment Fund To cover contribution for vehicle and equipment purchases 87,250 Transfer out to Capital Improvement Fund To cover contributions for general capital improvements 950,000 Transfer out to Fire Vehicle & Equipment Replacement Fund To cover contribution for fire vehicle and equipment replacements 155,500 Transfer out to Volunteer Firefighter Support Fund To cover contribution for volunteer firefighter support program 10,448 Transfer out to Police Department Facility Debt Service Fund To fund future debt service payment 132,000 Transfer out to Building Fund To cover roof repair 15,000 Special Revenue Funds
104 CDBG Program Income
Transfer in from CDBG Rehab Loan Fund To transfer program income earned in current year 2,000 Transfer out to General CIP Fund To transfer prior year defederalized program income 2,000 107 CDBG Loan Fund
Transfer out to CDBG Program Income Fund To transfer program income earned in current year 2,000 110 Housing
Transfer out to Internal Service Funds To cover Internal Service Fund costs 31,880 115 Gas Tax
Transfer out to General Fund To reimburse General Fund for street maintenance 172,685 121 Volunteer Firefighter Support Fund
Transfer in from General Fund To cover contribution for volunteer firefighter support program 10,448 Debt Service Funds
301 Police Department Facility Debt Service Fund
Transfer in from General Fund To fund future debt service payment 132,000 Enterprise Funds
412 RV Park
Transfer out to Internal Service Funds To cover Internal Service Fund costs 84,960 413 Sewer
Transfer in from Sewer CIP Fund To return disencumbered CIP to operating fund 194,074 Transfer out to Internal Service Funds To cover Internal Service Fund costs 617,087 Transfer out to Sewer CIP Fund To cover CIP costs 75,000 Transfer out to Equipment Fund To cover contribution for vehicle and equipment purchases 16,000 419 Water
Transfer in from Water CIP Fund To return disencumbered CIP to operating fund 210,200 Transfer out to Internal Service Funds To cover Internal Service Fund costs 662,811 Transfer out to Water CIP Fund To cover CIP costs 400,000 Transfer out to Equipment Fund To cover contribution for vehicle and equipment purchases 12,150 Internal Service Funds
420 Info Tech Services
Transfer in from various funds To cover Information/Technology services 547,152 Transfer in from Insurance Fund To cover safety expenditures 34,000 506 Building Services
Transfer in from various funds To cover building services 219,240 Transfer in from General Fund To cover roof repair 15,000 508 Equipment Services
Transfer in from various funds To cover equipment services and vehicle and equipment purchases 525,384 620 Insurance Services
Transfer in from various funds To cover insurance services 866,559 Transfer out to General Fund To cover safety expenditures 48,786 Transfer out to IT Fund To cover safety expenditures 34,000 Capital Improvement Funds
901 General CIP Fund
Transfer in from General Fund To cover contributions for general capital improvements 950,000 Transfer in from CDBG Program Income Fund To transfer defederalized program income 2,000 930 Fire Vehicle & Equipment Replacement Fund
Transfer in from General Fund To cover fire vehicle and equipment replacements 155,500 913 Sewer CIP Fund
Transfer in from Sewer Fund To cover CIP costs 75,000
Transfer out to Sewer Fund To return disencumbered CIP to operating fund 194,074 919 Water CIP Fund
Transfer in from Water Fund To cover CIP costs 400,000
Transfer out to Water Fund To return disencumbered CIP to operating fund 210,200 TOTAL 4,560,028 4,560,028
113 ** DRAFT **
Authorized
Position Control
114 ** DRAFT **
City of Crescent City
Position Control
Authorized Positions & Pay Ranges FY 25-26
Effective 07.01.25
Bargaining
Unit Min Annual Max Annual Min Annual Max Annual
Current
Auth FTE Change
Proposed
FTE Notes
Administration
City Manager Contract 116,425 148,766 116,425 148,766 1.00 1.00 City Attorney Contract 110,604 138,663 110,604 138,663 1.00 1.00 City Clerk / Administrative Analyst CCMEA 68,868 83,721 68,868 83,721 1.00 1.00 Grants and Economic Development 1.00 1.00
Grants and Economic Development Manager CCMEA 75,935 92,300 75,935 92,300 Grants and Economic Development Coordinator CCMEA 65,600 79,736 65,600 79,736 HR Manager CCMEA 59,483 72,320 59,483 72,320 1.00 1.00
IT Management 1.20 0.30 1.50 Temp 1/2 FTE for cross training Information Systems Administrator CCMEA 78,593 95,525 78,593 95,525 Information Technology Manager CCMEA 75,935 92,300 75,935 92,300 IT / GIS Technician CCMEA 51,396 62,472 51,396 62,472 1.00 1.00 Finance
Director of Finance Contract 102,437 128,424 102,437 128,424 1.00 1.00 Finance Analyst 1.00 1.00
Finance Analyst 2 CCMEA 65,600 79,736 65,600 79,736
Finance Analyst 1 CCMEA 59,483 72,320 59,483 72,320
Finance Technician 2.00 2.00
Finance Technician - PR/Benefits CCMEA 53,968 65,600 53,968 65,600 Finance Technician - AP CCMEA 51,396 62,472 51,396 62,472 Account Clerk 2.00 0.50 2.50 Temp 1/2 FTE for cross training Account Clerk 2 CECC 42,291 51,398 42,291 51,398
Account Clerk 1 CECC 38,354 46,617 38,354 46,617
Office Technician Unrepresented 38,354 46,617 38,354 46,617 0.48 0.48 File Clerk Unrepresented 35,693 43,385 35,693 43,385 -
Fire
Fire Chief Contract 126,093 158,080 126,093 158,080 1.00 1.00 Career Fire Captain *** Unrepresented 70,986 86,284 70,986 86,284 3.00 3.00 Fire Dept Admin Specialist CECC 48,932 59,488 48,932 59,488 1.00 1.00 Police
Chief of Police Contract 102,437 128,424 102,437 128,424 1.00 1.00 Lieutenant CCPOA 96,026 110,809 96,026 110,809 - -
Sergeant CCPOA 76,794 95,289 76,794 95,289 4.00 4.00
Police Officer / Recruit 10.00 10.00
Police Officer CCPOA 56,676 75,712 56,676 75,712
Police Officer - Limited Term CCPOA 56,676 75,712 56,676 75,712 Police Recruit CCPOA 41,750 41,750 41,750 41,750
Exec Assistant, Records Specialist 1.50 1.50
Executive Assistant to the Chief CECC 48,932 59,488 48,932 59,488 Records Specialist CECC 46,617 56,654 46,617 56,654
Planning, Building & Code Enforcement
Planning Technician CCMEA 51,396 62,472 51,396 62,472 - - Building Inspector & Code Enforcement Officer 1.46 1.46 Building Inspector & Code Enforcement Officer * CCMEA 56,656 68,868 56,656 68,868 Building Inspector & Code Enf Officer Extra Help (Retired Annuitant) Unrepresented 56,656 68,868 56,656 68,868 Com Dev Spec, Office Tech ** 1.00 1.00
Community Development Specialist CECC 42,291 51,398 42,291 51,398 Office Technician CECC 38,354 46,617 38,354 46,617
Recreation
Recreation Director / Events Coordinator Contract 83,427 101,400 83,427 101,400 1.00 1.00 Economic Development and Recreation Assistant Unrepresented 36,875 44,829 36,875 44,829 0.48 0.48 RV Park Supervisor CCEA 44,398 53,968 44,398 53,968 1.00 1.00 Campground Attendant Unrepresented 33,724 40,993 33,724 40,993 - - Aquatics Supervisor CCMEA 51,396 62,472 51,396 62,472 1.00 1.00 Relief Supervisor / Lesson Coordinator CCEA 44,398 53,968 44,398 53,968 2.00 2.00 Part-time Lifeguard 6.07 1.03 7.10
Return to full staffing plus 0.25
for training
Lifeguard - Designated Head Lifeguard Unrepresented 34,840 39,520 34,840 39,520 Lifeguard - Part-Time Unrepresented 33,800 39,520 33,800 39,520 Aquatic Specialty Program Instructor Unrepresented 35,880 39,520 35,880 39,520 Water Safety Aide Unrepresented 34,320 36,400 34,320 36,400 Public Works
Director of Public Works Contract 102,437 128,424 102,437 128,424 1.00 1.00 Engineering Project Manager CCMEA 65,600 79,736 65,600 79,736 2.00 0.50 2.50 Temp 1/2 FTE for cross training Engineering Technician CCMEA 51,396 62,472 51,396 62,472 - - Public Works Maintenance Manager 1.46 (0.46) 1.00 Remove retired annuitant Public Works Maintenance Manager CCMEA 79,736 96,906 79,736 96,906 Interim Public Works Maintenance Manager (Retired Annuitant)Unrepresented 79,736 96,906 79,736 96,906 Public Works Parks / Buildings / Maintenance Worker & Equipment Operator 12.96 12.96
Senior Public Works Maintenance Worker CCEA 53,968 65,600 53,968 65,600 Senior Bldgs & Parks Maintenance Worker CCEA 44,398 53,968 44,398 53,968 Maintenance Worker 3 CCEA 44,398 53,968 44,398 53,968
Maintenance Worker 2 CCEA 40,273 48,940 40,273 48,940
Maintenance Worker 1 CCEA 38,350 46,622 38,350 46,622
Maintenance Worker 1 (Seasonal) Unrepresented 38,350 46,622 38,350 46,622 Equipment Operator 2 CCEA 48,940 59,483 48,940 59,483
Equipment Operator 1 CCEA 42,289 51,396 42,289 51,396
EMOT 4.00 4.00
Senior Electrical Mechanical Operations Technician CCEA 72,320 87,892 72,320 87,892 Electrical Mechanical Operations Technician 2 CCEA 62,472 75,935 62,472 75,935 Electrical Mechanical Operations Technician 1 CCEA 53,968 65,600 53,968 65,600 Utility Mechanic CCEA 44,398 53,968 44,398 53,968
Laboratory Director CCMEA 68,868 83,721 68,868 83,721 1.00 1.00 Laboratory Assistant / Tech 1.00 1.00
Laboratory Technician 2 CCEA 56,656 68,868 56,656 68,868 Laboratory Technician 1 CCEA 46,622 56,656 46,622 56,656 Laboratory Assistant CCEA 38,350 46,622 38,350 46,622
Fleet Mechanic 2.00 2.00
Senior Mechanic CCEA 62,472 75,935 62,472 75,935
Mechanic 2 CCEA 48,940 59,483 48,940 59,483
Mechanic 1 CCEA 40,273 48,940 40,273 48,940
Office Technician Unrepresented 38,354 46,617 38,354 46,617 0.48 0.48 Housing Authority
Housing Authority Director Contract 96,322 120,783 96,322 120,783 1.00 1.00 Housing Authority Inspector CCEA 44,398 53,968 44,398 53,968 - - Tenant Services Technician CECC 46,617 56,654 46,617 56,654 2.00 2.00 Office Technician CECC 38,354 46,617 38,354 46,617 1.00 1.00 Totals 79.09 1.87 80.96
* Split between Building/Code Enforcement and Housing Authority ** Split between Planning and Public Works
*** Annual wages based on 48/96 schedule including scheduled FLSA overtime Pay ranges do not include special pay, i.e. certifications, longevity, merit, etc.

Min and max annual pay ranges are equivalent to base hourly rate times 2,080 hours per year (except for Fire Captains). Actual hours for positions may be different.

Pay Range - Current Pay Range - Update
115 ** DRAFT **
Appropriations Limit
116 ** DRAFT **
CITY OF CRESCENT CITY RESOLUTION NO. 2025-XX Page 1
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY, CALIFORNIA SELECTING THE ANNUAL ADJUSTMENT FACTORS FOR THE CALCULATION OF THE 2025-26

APPROPRIATIONS LIMIT FOR THE CITY OF CRESCENT CITY
WHEREAS, Article XIII B of the California Constitution does specify that the Appropriations Limit for cities may increase annually if selection of the adjustment factors for calculation thereof has been made; and
WHEREAS, the net change in the total county population or the net change in the total city population may be selected for the population adjustment factor; and WHEREAS, the change in California per capita personal income or the change in the local assessment roll due to local non-residential construction may be selected for the inflationary adjustment factor.

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

1. The net change in total city population and the change in California per capita personal income are hereby selected as the annual adjustment factors for calculation of the 2025-26 Appropriations Limit for Crescent City, California.

2. The annual appropriations limit for fiscal year 2025-26 is $39,864,867.

BE IT FURTHER RESOLVED, that in the absence of the data necessary to calculate the increase in the non-residential assessed valuation, the fiscal year 2025-26 Appropriations Limit for Crescent City is hereby adopted on a provisional basis using the alternative factor of per capita income for the inflationary adjustment and may need to be adjusted once the assessment data is available.

The above and foregoing Resolution No. 2025-XX was introduced by Council Member ________________, seconded by Council Member _______________ and passed and adopted at a meeting of the City Council of the City of Crescent City held on the 16th day of June 2025 by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

Ray Altman, Mayor
ATTEST:

Robin Altman, City Clerk
117 ** DRAFT **
% Change
over prior year
A. Price Factor
Per capita personal income 2025-26 6.44%
Population Factor
City 2025-26 -0.69%
County 2025-26 -1.32%
B. Calculation
Per capita personal income ratio 1.0644
Population ratio 0.9931
Calculation of factor for FY 2025-26 A times B 1.0571
2024-25 2025-26 2025-26 2025-26 2025-26 2025-26
Limit Limit Proceeds of
Taxes
Exclusions Appropriations
Subject to Limit
Under (Over)
Limit
General Fund 7,399,573 7,821,760 7,886,347 (1,007,000) 6,879,347 942,413 Special Revenue Funds 7,226,820 7,639,151 - - - 7,639,151 Enterprise Funds 18,487,744 19,542,574 - - - 19,542,574 Internal Service Funds 2,129,665 2,251,174 - - - 2,251,174 Public Financing Authority 1,807,091 1,910,196 - - - 1,910,196 Fiduciary Funds 662,228 700,012 - - - 700,012
37,713,121 39,864,867 7,886,347 (1,007,000) 6,879,347 32,985,520 APPROPRIATIONS LIMIT: Fiscal Year 2025-26
118 ** DRAFT **
May 2025
Dear Fiscal Officer:

Subject: Price Factor and Population Information
Appropriations Limit
California Revenue and Taxation Code Section 2227 requires the Department of Finance to transmit an estimate of the percentage change in population to local governments. Each local jurisdiction must use their percentage change in population factor for January 1, 2025, in conjunction with a change in the cost of living, or price factor, to calculate their appropriations limit for fiscal year 2025-26. Attachment A provides the change in California’s per capita personal income and an example for utilizing the price factor and population percentage change factor to calculate the 2025-26 appropriations limit. Attachment B provides the city and unincorporated county population percentage change along with the population percentage change for counties and their summed incorporated areas. The population percentage change data excludes federal and state institutionalized populations and military populations.

Population Percent Change for Special Districts
Some special districts must establish an annual appropriations limit. California Revenue and Taxation Code Section 2228 provides additional information regarding the appropriations limit.

Article XIII B, Section 9(C) of the California Constitution exempts certain special districts from the appropriations limit calculation mandate. The code section and the California Constitution can be accessed at the following website: http://leginfo.legislature.ca.gov/faces/codes.xhtml.

Special districts required by law to calculate their appropriations limit must present the calculation as part of their annual audit. Any questions special districts have on this requirement should be directed to their county, district legal counsel, or the law itself. No state agency reviews the local appropriations limits.

Population Certification
The population certification program applies only to cities and counties. California Revenue and Taxation Code Section 11005.6 mandates Finance to automatically certify any population estimate that exceeds the current certified population with the State Controller’s Office. Finance will certify the higher estimate to the State Controller by June 1, 2025.

Please Note: The prior year’s city population estimates may be revised. The per capita personal income change is based on historical data.

If you have any questions regarding this data, please contact the Demographic Research Unit at (916) 323-4086.

JOE STEPHENSHAW
Director
By:

ERIKA LI
Chief Deputy Director
Attachment
119 ** DRAFT **
May 2025
Attachment A
A. Price Factor: Article XIII B specifies that local jurisdictions select their cost of living factor to compute their appropriation limit by a vote of their governing body. The cost of living factor provided here is per capita personal income. If the percentage change in per capita personal income is selected, the percentage change to be used in setting the fiscal year 2025-26 appropriation limit is:

Per Capita Personal Income
Fiscal Year Percentage change
(FY) over prior year
2025-26 6.44
B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2025-26 appropriation limit.
2025-26:

Per Capita Cost of Living Change = 6.44 percent
Population Change = 0.28 percent
Per Capita Cost of Living converted to a ratio: 6.44 + 100 = 1.0644 100
Population converted to a ratio: 0.28 + 100 = 1.0028
100
Calculation of factor for FY 2025-26: 1.0644 x 1.0028 = 1.0674

120 ** DRAFT **
FISCAL YEAR 2025-26
Attachment B
Annual Percent Change in Population Minus Exclusions*
January 1, 2024 to January 1, 2025 and Total Population January 1, 2025 City County Percent Change 24-25
Population Minus
Exclusions 1-1-24
Population Minus
Exclusions 1-1-25 Total Population 1-1-25
Crescent City Del Norte -0.69 4,064 4,036 6,056
Balance of County Del Norte -1.44 20,738 20,439 20,488
Incorporated Del Norte -0.69 4,064 4,036 6,056
County Total Del Norte -1.32 24,802 24,475 26,544
*Exclusions include residents on federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes. 121 ** DRAFT **
Measure S
Oversight Committee
Recommendations
122 ** DRAFT **
123
** DRAFT **
124
** DRAFT **
125
** DRAFT **
126
** DRAFT **

CITY COUNCIL AGENDA REPORT
TO: MAYOR ALTMAN AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: MARTHA D. RICE, CITY ATTORNEY
DATE: JUNE 16, 2025
SUBJECT: CRANDALL ARAMBULA CONTRACT AMENDMENT NO. 2
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions for staff
• Receive public comment
• Council discussion
• Approve and authorize the City Manager to sign Amendment No. 2 to the Professional Services Agreement with Crandall Arambula P.C. • Approve and adopt Resolution No. 2025-27, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT AMENDING THE FY 25-26

BUDGET OF THE CITY OF CRESCENT CITY

BACKGROUND
On January 16, 2024, the City Council directed staff to prepare two applications for Economic Development Administration (EDA) funding. The first was for a Comprehensive Economic Development Strategy (CEDS) and the second was for a Downtown Specific Plan. On December 4, 2024, staff were notified that the City was receiving a conditional award in the amount of $186,000 in EDA funds for the Downtown Specific Plan.

The City issued an RFP the Fall of 2024 to select a professional planning and design firm to create the Downtown Specific Plan. On December 4, 2024, a selection panel, consisting of City staff, downtown business stakeholders, and economic development professionals, unanimously selected Crandall Arambula P.C. and their team of economists, planners, and landscape architects to serve as the contractor for the Downtown Specific Plan.

On December 16, 2024, the City entered into a contract with Crandall Arambula. The contract was amended on March 17, 2025 because part of the agreed upon scope of work was inadvertently omitted from the original contract.

CRANDALL ARAMBULA
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2 EDA funding has been in a holding pattern since late January due to the changes in administration. Federal representatives have been unable to confirm if or when our award will move forward to contract execution. Our consultant, Crandall Arambula, has now been under contract and ready to begin for six months. Crandall Arambula and their subcontractors are no longer able to postpone this work, as they have other commitments to honor.

In an effort to keep the Downtown Specific Plan momentum moving forward with the chosen consultant and their team, City staff submitted a request to begin incurring preaward costs associated with the Downtown Specific Plan to EDA on April 21, 2025. The objective would be to spend the City's matching funds first, as Phase I, then if or when a contract is executed for the full EDA award amount of $186,000, spend those funds in Phase II. On May 20, 2024 EDA responded to the request stating that if the City begins spending before contract execution, it will be at our own risk. If we move forward with a contract, EDA will still need to review and approve the pre-award costs before they can be considered part of the City's grant match.

ITEM ANALYSIS
After meeting with Crandall Arambula, we were able to create a phased approach to the project with functional deliverables in both phases. In order to complete Phase I with only City funds, the City will need to contribute an additional $18,000 from the existing Economic Development budget and an additional $22,000 from the RV Park fund to include this asset into the overall plan for downtown. With the phased approach, the City can move forward with the project and still be assured that we will have what we need to get us to the next step of this project at the end of Phase I.

The proposed Amendment No. 2 will do three things. First, it will add an analysis of the cost of doing business downtown to the scope. This is something that should have been included in the previous amendment, as part of the original scope. Second, it will add new scope to include planning and design work for the Lighthouse RV Park. Lastly, it will break all of the work up into two phases due to the fact that the entire project is only partially funded, with the City's grant match, at this point. The City did not receive 2024 CDBG funding for the project, but staff are planning to make another application for 2025 CDBG funding in 2025.

Approving this amendment and resolution will permit Crandall Arambula to proceed with Phase 1 of the scope of work with functional deliverables. Phase 2 of the scope of work will not begin until the City receives the necessary funding from either EDA or CDBG.

FISCAL ANALYSIS
The previously approved project budget is $280,000. The EDA award is $186,000 and the City's grant match is $94,000. The proposed phased approach would amend the budget as follows:

CRANDALL ARAMBULA
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3 Phase I
City match approved (Cal Endowment Economic Resiliency Grant) $30,000 City match approved (Defederalized CDBG Program Income) $64,000 Addt'l City match proposed (FY25 Economic Development Budget) $18,000 Addt'l City match proposed (FY25/FY26Lighthouse Cove RV Park Budget)$22,000 Subtotal: $134,000
Phase II
EDA grant $186,000
New project total: $320,000
There are currently sufficient funds remaining in existing FY25 Economic Development and RV Park budgets to cover the additional costs occurring in FY25. In FY26, City staff simply propose transferring the Cal Endowment and Defederalized CDBG PI portion of the match to the Economic Development budget, so that it is ready to spend from the most appropriate budget line item. Additionally, a budget amendment is necessary to appropriate $12,000 within the FY26 RV Park Fund to be used for the additional RV Park scope to be completed during that fiscal year.

STRATEGIC PLAN ANALYSIS
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
o E: Target economic development improvements that provide additional benefit by enhancing the quality of life for residents
• GOAL 2: PROMOTE A THRIVING LOCAL ECONOMY
o D: Collaborate with other jurisdictions and non-profits to maximize regional effectiveness and amplify funding opportunities
o E: Create an environment that is conducive to attracting and retaining strong, sustainable businesses that reflect community needs and culture o F: Expand on the success of grant funding by maximizing utilization of opportunities with corresponding community needs

ATTACHMENTS

1. Amendment No. 2 to Professional Services Agreement with Crandall Arambula

2. Resolution No. 2025-27 (budget amendment)

3. Letter from EDA

AMENDMENT NO. 2 TO THE PROFESSIONAL SERVICES AGREEMENT

WITH CRANDALL ARAMBULA, PC
This Amendment No. 2 to the Professional Services Agreement for the development of a downtown specific plan dated December 16, 2024 and amended March 17, 2025 is hereby entered into by and between the City of Crescent City (“CITY”) and Crandall Arambula, PC (“CONSULTANT”) for the purposes of amending the scope of work and compensation.

NOW, THEREFORE, CITY and CONSULTANT agree to amend the Agreement as follows:

1.0 SCOPE OF WORK. Exhibit A to the professional services agreement is hereby replaced with the Exhibit A attached hereto and incorporated herein by this reference.

2.0 COMPENSATION. The not-to-exceed amount for compensation set forth in paragraph 3(a) is amended to the not-to-exceed amount of $310,000. Exhibit C to the professional services agreement is hereby replaced with the Exhibit C attached hereto and incorporated herein by this reference.

3.0 OTHER TERMS. All other terms and conditions of the professional services agreement dated December 16, 2024, as amended remain unchanged by this Amendment No. 2.

IN WITNESS WHEREOF, the parties have executed this Amendment No. 2 to the professional services agreement this 16th day of June 2025.

CITY OF CRESCENT CITY CRANDALL ARAMBULA, PC
By: Eric Wier, City Manager By: Don Arambula, Principal APPROVED AS TO FORM:

Martha D. Rice, City Attorney

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DOWNTOWN SPECIFIC PLAN SCOPE OF SERVICES

PHASE I TASKS

1. PROJECT MANAGEMENT AND COORDINATION
Approach
Crandall Arambula will utilize its experience throughout North America collaboratively managing complex planning efforts. The firm will utilize its awardwinning downtown coordination processes where the firm has managed numerous jurisdictions, teams comprised of a variety of disciplines, advisory committees, and diverse stakeholder groups. The firm will ensure that all work task deliverables meet the highest standards of quality and are provided on time and on budget. Crandall Arambula understands that the collaboration between the City of Crescent City and our team project manager Don Arambula is essential. To facilitate this collaboration, project management tasks are integrated into each of the tasks throughout the process of the work scope.

1.1 Project Management Team
A Project Management Team (PMT) comprised of the City’s Project Manager, other City technical staff, other project partners, and the Crandall Arambula Project Manager and Project Coordinator will provide overall guidance for the project.
• The PMT will meet at a minimum monthly in person or by teleconference to coordinate logistics of the project and to give feedback to Crandall Arambula on the progress of work scope tasks.

PMT meetings are an opportunity to proactively identify potential impacts to project scope, schedule, or budget and to discuss potential measures to resolve issues.
• We shall communicate information to the Crescent City Project Manager, via utilization of available cloud-based document-sharing services, such as SharePoint for iterative review and updating of draft Specific Plan deliverables prior to distribution to stakeholders and the public.

1.2 Project Team Coordination and Project Management Plan (PMP) Crandall Arambula will provide a PMP for how the City and the Crandall Arambula Project Manager will coordinate with the project team meetings, regular phone and email check-ins, and other communications to ensure that the Plan stays on schedule and within budget.

Within 14 days of the Notice to Proceed, Crandall Arambula will deliver a PMP that:

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• Formalizes how monthly project progress reports and invoices will be submitted.
• Establishes a project schedule with key milestones, a contact reporting system, and an issue tracking system.
• Identifies attendance dates for PMT meetings and tentative Technical Working Group meetings and prepare agendas,
appropriate presentation materials, and meeting summary formats for all meetings.

Deliverables: PMP Plan Document.

1.3 Invoicing and Contracts
Crandall Arambula will provide invoices and quarterly reports based on procedures and expectations established as part of the Project Management Plan. Crandall Arambula shall comply with all grant requirements including the expenditure deadline and reporting requirements.
• Crandall Arambula will provide monthly invoices to the City. • Quarterly reports will include a summary of project progress and a budget update.

Deliverables: Monthly Invoices and Quarterly Reports.

1.4 Kick-Off Meeting
The Crandall Arambula Project Manager Arambula, Project Coordinator Konkol, and other key team members will attend a virtual kickoff meeting hosted by the City of Crescent City staff. The primary objectives will be to review the scope, schedule, project goals, and key issues. In addition, the PMT will discuss recently completed or ongoing projects, preliminary sitespecific issues, or potential preliminary concepts that have been identified.

Deliverables: Meeting Notes and Materials for Kickoff Meeting.

2. COLLECT AND ANALYZE DATA
Approach
Crandall Arambula team members will gather and assess the necessary information to form the technical framework that will form the foundation for the development of the Downtown Specific Plan. Phase I tasks will focus on the Downtown Core identified in Exhibit A. Plan area analysis will be informed by:
• The pioneering research, advocacy, and nationally recognized best practices for retail and multifamily land use, complete street walking and biking transportation facility, and park and plaza planning and design.

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• Relevant peer city downtown revitalization project examples that Crandall Arambula team members have planned, designed, and implemented over the last 25 years.
• The analysis and assessment will be summarized in a series of brief memorandums and PowerPoint slide shows summarized as ‘Opportunities and Constraints.’

2.1 Literature Review.

The City of Crescent City staff shall provide Crandall Arambula team members with hard copies or electronic links to all documents, studies, development plans, market studies, transportation studies, master plans, or other relevant planning materials created for the Downtown Plan area over the last 10 years. At a minimum, Crandall Arambula team members shall review the countywide Comprehensive Economic Development Strategy (CEDS), Crescent City Economic Development Strategic Action Plan (EDSAP), General Plan Land Use Map, Housing Element, and Harbor District Strategic Development Plan or other relevant documents.

Deliverables. Crandall Arambula team members shall provide a brief memorandum of all reviewed documents. Findings will be presented to the committee meetings. All information will be provided for online review by the public.

2.2 Base Mapping.

Crandall Arambula shall create a Plan area map(s) suitable for all project work tasks. The City of Crescent City shall provide Crandall Arambula with all necessary GIS, AutoCAD, aerial photographs, or other mapping source materials. Phase I mapping will focus on the Downtown Core identified in Exhibit A and the Lighthouse Cove RV Park.
• Upon project selection, Crandall Arambula’s graphic staff shall coordinate with Crescent City staff to identify the necessary required mapping layers, e.g., building footprints, curb lines, and methods of delivery to the consultant team.
• Mapping information may be updated using field observation and measurements gathered throughout the planning process.

Deliverables. Base maps that are suitable for printed or electronic documents, meeting boards, and displays. Mapping information to be incorporated into city administered regulatory or policy documents will be created as, or created to be converted as GIS mandatory or other shapefiles by the City.

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2.4 Retail Market Analysis and Business Inventory.

Johnson Economics shall identify and provide a short-term (1-5 years) and long-term (more than 5 years) assessment of potential market segments that might be strengthened or provided to fill gaps of unmet local or regional demand, including:
• Identification of the types of Downtown retail, entertainment, specialty retail, or similar use gaps and niches that potentially could prosper in the downtown, should the ‘business environment’ be improved through financial incentives, streetscape improvements, façade improvement programs, or other catalytic implementation strategies. A range of potential building square footage shall be estimated.
• Collaborate with Crandall Arambula to provide an inventory of Downtown existing retail use type, site area, and building area, and assess the condition (vacant, underutilized, occupied) of business. • Assess current Downtown retail lease rates and position of competitiveness with comparable local Del Norte County and other regional retail centers, main streets, and downtowns.

2.5 Commercial Market Analysis.

Johnson Economics shall analyze employment and service market and demographic conditions, including utilization of all existing market analysis and data prepared for countywide CEDS and EDSAP, along with other market analysis sources. The market assessment shall be at a minimum:
• Identification of the types of Downtown employment use gaps and niches that potentially could prosper in the downtown area should investment conditions be improved. A range of potential building square footage shall be estimated.
• Collaborate with Crandall Arambula to provide an inventory of Downtown employment and service use types, site area, building area, and condition (vacant, underutilized, occupied) of business.

2.6 Housing Market and Gap Analysis.

Johnson Economics will prepare a downtown-wide assessment of existing housing types and identify gaps. Johnson will identify where the supply and demand of the market rate and affordable housing opportunities are not balanced, based on future growth and demographic trends. The analysis will include:
• Types and amounts. All general occupancy and age-restricted (i.e. senior) housing projects in the Downtown, including any subsidized, affordable, and market-rate units.

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• ‘In the Pipeline.’ Inventory any developments under construction, pending, or in the planning phases and assess their impact on the market.
• Other information. Provide any other information that may inform housing decisions.

Deliverables. Detailed memorandum and PowerPoint presentation suitable for presentation to committees and the community. All market analysis tasks shall be completed and invoiced by June 30, 2025.

2.7 Land Use and Regulation Assessment.

Crandall Arambula will assess and identify existing land uses, site conditions, and potential constraints and opportunities for retail, employment, civic uses, and residential development. Phase I assessment will focus on the Downtown Core identified in Exhibit A, including:
• Regulatory Evaluation. Review existing General Plan policies, Zoning Ordinance FAR, densities, permitted uses, parking requirements, site and building development standards, and design guidelines for all areas within the project area that support or deter implementation of the Downtown revitalization vision.
• Existing Condition Assessment. Map ‘anchor’ individual or cluster of uses such as grocery stores, hardware stores, or downtown frequently visited uses, nodes of multi-family housing, amenities, and key destinations for year-round use such as the Beachfront Park that can be strengthened or built upon.
• Incompatibility. Identify nuisance uses that detract or are inconsistent with a walkable and bikeable downtown. Inactive uses or uses that impact the creation of an ’18-hour’ active downtown environment such as industrial uses that create noise, traffic, or odors that deter residents and visitors from downtown use. • Character. Identify unique, special, or quirky uses that distinguish Downtown Cresent City’s identity and should be featured as assets.

Deliverables. Detailed memorandum and PowerPoint presentation suitable for presentation to committees and the community.

2.8 Mobility/Active Transportation Analysis and Assessment.

Crandall Arambula team members will provide analysis, mapping, and documentation of mobility/activity of primary and secondary connections through the Downtown and Lighthouse Cove RV Park planning areas for all modes including, regional and local truck and automobile, pedestrian, and bicyclist routes through Downtown and to Downtown businesses and residences, and Lighthouse Cove RV Park. This task shall include an analysis

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of current conditions and potential future travel behavior of those who are using corridors, especially those who walk and bike within the Downtown today or choose not to walk or bike because they do not feel safe.

Traffic Counts & Forecasts. Crandall Arambula shall review all existing traffic data collected by the City for the General Plan Transportation Element and other City, Del Norte County, Caltrans plans, or other sources. No additional traffic analysis or modeling shall be provided. Phase I assessment will focus on the Downtown Core identified in Exhibit A. The data shall be used to:
• Determine where ‘bottlenecks’ — congestion or delays occur by assessing existing AM and PM peak period vehicle, pedestrian, and bicycle volume and operations at key signalized intersections.

Understand how existing and forecasted traffic volume impacts the livability (e.g., noise, air quality, and pedestrian safety) and economic viability (e.g., necessary drive-by storefront visibility) of motor vehicles that use H Street, Third, Fifth, Highway 101 couplet, and other key streets.
• Understand which surrounding ‘cut through’ routes provide parallel alternative street connections through the district and the volume of traffic along these routes.
• Understand where potential land use changes may negatively or positively impact roadway traffic volume and in turn residential livability and economic development opportunities of new uses along retail ‘main streets’ and parallel neighborhood routes.

Complete Streets Analysis. Crandall Arambula and team member Green Works will provide an assessment of the walking, biking, and bus transit street network. Phase I assessment will focus on the Downtown Core identified in Exhibit A. The analysis shall be based upon Crandall Arambula’s proven best practice complete street criteria for assessing walking and bicycle facilities for all users regardless of age or physical condition. It will include, as necessary, a field survey and mapping of key existing conditions, designed, and funded improvements, including:
• Review of existing collision data. Crandall Arambula team member Planwest will map and analyze the most recently available collision data set obtained from the City or other traffic reporting sources. • Inventory. Team member Green Works will conduct field observations, take aerial photographs, and use other methods to assess and map the current and planned pedestrian sidewalks and bicycle routes along key routes to determine whether the sidewalk widths, crosswalk locations, and bicycle lanes or trails provide safe, direct, and convenient access through Downtown to important destinations for pedestrians and cyclists.

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• Identify opportunities and constraints to provide alternative routes, fill gaps, or improve or better utilize existing facilities.

Parking Analysis and Assessment. Crandall Arambula will provide a highlevel analysis of the supply and demand of existing on- and off-street downtown parking serving the Downtown commercial blocks. Phase I assessment will focus on the Downtown Core identified in Exhibit A. The assessment shall include:
• Regulatory review of existing parking requirements for off-street parking.
• Review of Business Survey, parking supply, and usage data provided by business owners.
• Summary of parking inventory versus parking demand generated within the Downtown commercial area by business activity. • Mapping location, inventory, and utilization of existing on-street and off-street parking.

Deliverables. Detailed memorandum, PowerPoint presentation suitable for presentation to committees and the community.

3. PUBLIC OUTREACH/VISIONING:

Approach
Crandall Arambula will work with the City to provide an inclusive and meaningful public outreach and engagement process and will provide:
• Traditional Outreach— at key project milestones, the firm will provide outreach and conduct all in-person meetings. The firm will provide any necessary project outreach collateral materials such as meeting announcements, project information sheets, or other promotional materials suitable for distribution by the city. If needed, Crandall Arambula can provide outreach materials translated into Spanish or other languages as an additional service.
• Non-traditional Outreach— We will emphasize ‘going to’ the public rather than having them ‘come to us’ in as many engagement opportunities as the project budget allows. The firm will provide approaches that are consistent with all City Diversity, Equity, and Inclusivity policies. At a minimum, Crandall Arambula will conduct virtual meetings to supplement traditional in-person engagement.

For each engagement session, Crandall Arambula shall provide:
• Facilitation— we will organize and conduct all meetings and workshops to ensure that we gain a clear understanding of stakeholders and the general

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public’s views and integrate that feedback into the Specific Plan concepts and redevelopment strategies. Regular, informed involvement helps stakeholders, and the public have a complete understanding of the project and will keep the project moving forward.
• Multi-media Presentations— for all engagement sessions, the firm will use the appropriate visual aids such as PowerPoint presentations, pictures, maps, diagrams, charts, and graphic display boards. Presentations will be cogent, entertaining, and free of planning jargon. Presentations will be audio recorded and available for uploading to project websites. • Education— the firm will provide stakeholders, the public, and elect official ‘decision-makers’ with the necessary ‘tools’ for making informed and educated choices. The tools will include summaries of analysis of essential planning transportation/ walkability, stormwater, business inventory, parking, and other background assessments; Downtown-applicable best practice examples in land use, urban design, active transportation, economic development planning; and any other relevant greater Crescent City and region-specific information or analysis.
• Measurable Results— at each engagement session, the firm will gather and record feedback using ‘response sheet’ polls to ensure that all stakeholders and citizens, not just the most vocal meeting attendees—are heard. We will summarize and report back to the community how the information will or will not be used to shape the sub-area plan. Adhering to this proven process ensures that the plan is supported by the community and is politically defensible.

3.3 Community Workshops and Open Houses.

Phase I community meetings will focus on the Downtown Core identified in Exhibit A and the Lighthouse Cove RV Park. Crandall Arambula will facilitate two (2) 1-1/2 hour-long in-person community meetings at the first two milestones of the planning process (see schedule) to gather feedback from the public on project work scope tasks. Each workshop shall include a PowerPoint presentation of meeting agenda items followed by ‘break-out’ table discussions. Handout materials may include educational and background information, summary or concept descriptive maps, illustrative graphics, and text and tables. Feedback will be gathered through ballots, questionnaires, mapping exercises and recorded ‘flip chart,’ and verbal testimony. All materials will be formatted for online websites or electronic distribution for those who cannot attend in-person meetings. • Visioning Community Workshop. The workshop is intended to establish an overarching Vision Statement and identify goals and objectives that will drive the planning process. Community input will be informed by Task 2 technical analysis along with a draft of any

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existing vision elements, goals, and objectives for the Downtown as described in the General Plan other policy and regulatory documents, Task 3.2 stakeholder feedback, and Task 2.3 Property and Business Owner Survey results.
• Alternative Concept Drawings Workshop. The workshop is intended to gather feedback on the Task 4.1 Alternative Concept Drawings. Meeting attendees will be provided educational ‘best practice’ downtown land use and mobility/active transportation planning examples and criteria, along with technical analysis data to enable informed decisions. Alternative will be assessed qualitatively as to how well each addresses the project’s Vision, goals, and objectives.

Deliverables. Printed and electronic meeting agendas and meeting text, graphics, and diagrams. PowerPoint presentations. Summary memoranda.

4. DEVELOP CONCEPT DRAWINGS
Approach
The public, along with appointed and elected officials, will actively review, comment, and assess concepts. To assess work products, we will provide decisionmakers with the necessary ‘tools’ for making informed decisions, including return on investment analysis. Other tools for evaluation will be the Downtown vision, analysis of meaningful Downtown Crescent City-specific background information, technical analysis, and Crandall Arambula’s ‘Revitalization Series’ resources for best practices for urban design and active transportation planning.

Public Realm Placemaking. While we will provide a comprehensive public realm plan of the entire Downtown Specific Plan area, we shall provide an emphasis on the ‘placemaking’ of key street corridors, open spaces, and development sites that serve the ‘heart’ of the Downtown. To create a place of civic pride and environment that draws developer interest, the design concepts must:
• Be real. Enhancement of streetscapes, open spaces, and buildings must be authentic. We shall create concepts that build upon, strengthen, and possibly recreate elements of Downtown Crescent City that were present prior to the 1964 Tsunami or Redwood State and National Park-related themes, rather than importing themes, concepts, materials, and styles from elsewhere that are inconsistent with the history, culture, and environment of Crescent City.
• Emphasize active transportation safety and ’18-hour’ activity. The team shall design Downtown as a pedestrian and bicycle-oriented district that recalibrates and balances the needs of pedestrians, bicyclists, and motor

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vehicles. We shall ensure that active transportation routes are direct, convenient, and have minimal conflicts with cars and trucks. The design will ensure that there is activity during all business hours of the day and throughout all four seasons of the year.
• Be equitable. The team will ensure that design elements create an environment that is welcoming for all people regardless of age, physical condition, economic or social standing, or ethnicity. Moreover, the public realm will be designed for the needs of the most vulnerable— children and the elderly in mind.
• Be durable and long-lasting. Design concepts will incorporate materials, design, and construction techniques that ensure that maintenance and replacement costs are minimized.

Retail Revitalization. The foundation of all successful downtowns is a thriving retail environment that serves visitors/tourists and Crescent City residents and employees. Downtown Crescent City retail development must address changes in consumer preferences and competition from online and big box retailers like Amazon and Walmart. To compete with or provide a complementary retail niche requires disciplined adherence to an infill/redevelopment land use framework and building design concepts based upon proven downtown retail revitalization strategies that we have provided for dozens of downtowns (similar to Downtown Crescent City) which have resulted in billions of dollars of new investment, improved livability, preservation of historic character, and establishment of a source of community pride. While we avoid formulaic ‘one-size-fits-all’ solutions, we shall utilize our ‘recipe’ of fundamental, time-tested retail revitalization urban design and land planning requirements as part of this planning process, including:
• Essential Retail Concepts. Phase I design concepts will focus on the Downtown Core identified in Exhibit A. Crandall Arambula shall maintain and strengthen existing Downtown retail by identifying one or two retail streets (e.g. H Street and Third Street) as the organizing commercial spine of the Downtown. We will provide a design framework in which daily and weekly visited retail shops and specialty stores are located along corridors with new streetscape ambiance. Along these corridors, we will identify locations for new infill buildings and redevelopment or improvements of existing structures to meet any additional market demand. For selected sites where public investment may be proposed, we shall provide a high level Return on Investment analysis as part of the Task 5.1 Implementation Action Plan. Detailed proforma analysis shall be provided, if necessary, as an additional service.
• Experiential Retail Concepts. Crandall Arambula shall provide a framework for filling latent demand or creating new market niches for unique retail experiences including adventure tourism uses not found elsewhere in Del Norte County. We will build upon current dining and entertainment uses (e.g., SeaQuake Brewing) and Beach Front Park visitor and tourism

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improvements to develop clusters of unique and complementary uses that draw consumers as a regional destination.
• Start-Up Business Recruitment. Concepts for attracting local entrepreneurs will be developed that capitalize upon Downtown’s existing underutilized or vacant building stock that could be used by emerging small businesses looking for main street ambiance. Because the cost of upgrading commercial and retail space in this area might be higher than creating new space in other areas and may discourage development, we will identify ways to make Downtown more competitive and attractive for investment. This might include providing incentives such as storefront improvement grants, development fee waivers, or other financing strategies to reduce up-front costs that will be identified in Task 5.1 Implementation Action Plan.

Additionally, marketing, recruitment, and grant application one- two page summary brochures, graphics or materials will be developed as part of the Task 5.2 final specific plan deliverables.

Affordable and Market Rate Housing Preservation and Development. Phase I housing concepts will focus on the Downtown Core identified in Exhibit A. Coupled with strategic infrastructure improvements in complete streets, open spaces, and revitalized retail corridors, we believe that we can create an ‘investment environment’ that draws sustained and long-term private sector development of both affordable and market-rate housing. Crandall Arambula will create an infill and redevelopment framework for a ‘mixed income’ Downtown housing district where:
• Displacement and gentrification are discouraged. We will provide policies and strategies for the preservation of existing Downtown residences an integral component of the district’s unique identity.
• Significant new housing stock is provided. Sites will be identified, infill concepts for a diverse array of housing types and residential densities will be created, and an implementation strategy will be developed for their delivery.
• Development Barriers are Removed. We will provide recommendations to improve, remove, or reduce regulations and policies that unintentionally restrict or discourage housing development. Moreover, we identify methods to streamline review and approval processes for housing development. • The City ‘Primes the Pump’. Identify potential sites for possible public acquisition or Public Private Partnerships (PPP) for multi-family or mixed-use multi-family housing investment. For selected sites where public investment may be proposed, we shall provide a high level Return on Investment analysis as part of the Task 5.1 Implementation Action Plan. Detailed proforma analysis shall be provided, if necessary, as an additional service.

We will provide conceptual sites and building concepts that can be used as a basis for preparing RFPs, and assist with the selection of developers, if necessary.

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4.1 Public Realm— Streetscape, Park, and Plaza Design Concept Drawings.

The team will lead the community in the development of concepts that will improve the livability, aesthetic character, safety, and comfort of residents, employees, and visitors and provide new opportunities for civic engagement, rest, and relaxation. Phase I public realm concepts will focus on the Downtown Core identified in Exhibit A. In Phase II, public realm design concepts will include safe, direct, and convenient active transportation access to destinations throughout the Downtown and include routes that link to existing (e.g., Beach Front Park) and planned open space and multi-modal transportation improvements (e.g., Front Street and Transit Station). Crandall Arambula and team member GreenWorks shall collaborate to provide:

Alternatives. A minimum of two (2) sketch-level’ concepts will be provided that describe a range of design scenarios for Phase I. Illustrated plans, sketches, and diagrams that describe the network of roadways, pedestrian, and bicycle facilities and open spaces for the Downtown planning area will include:
• Transit concepts— Adjustments to or alternative concepts for existing and planned bus transit facilities will be explored.

Alternatives may be provided for transit routes, and station facility adjustments to better support transit-oriented development sites or improve transit access to/from existing key rider destinations. • Bicycle facility concepts— Protected bikeway and/or bike lane concepts that complete the bicycle network within Downtown and connect it to adjacent neighborhoods will be developed. Concepts for Downtown bicycle infrastructure will be explored including onstreet bike parking ‘corrals,’ storefront bike stations, or potential bike share hubs.
• Pedestrian streetscape and walkway facility concepts— Concepts will ensure that the pedestrian is prioritized over all modes. Pedestrian routes and necessary streetscape or mid-block mall, or other enhancements needed to create safer, more inviting sidewalks, trails, and crosswalks along key corridors will be explored.
• Park and plaza concepts— The Crandall Arambula team will develop concepts for a downtown multipurpose ‘living room’ public plaza/park area designed as the centerpiece of downtown Crescent City. The design concepts for a plaza will promote daily and yearround use, capitalize upon its location and relationship to existing development in the downtown area, maximizing opportunities for adjacent new private sector development, and foster an active ’18- hour environment’ for all Crescent City residents and visitors.

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• Wayfinding concepts. Wayfinding concepts shall consider and incorporate gateway appropriate elements that have been developed as part of Beach Front Park project.

Deliverables. Concept descriptive text, rich illustrative sketch level plan and sketch-level 3-D perspective graphics, and PowerPoint presentations.

4.2 Architectural— Multifamily Residential, Commercial, and Public Facility Concept Drawings.

Phase I concept drawings will focus on the Downtown Core identified in Exhibit A. At a minimum, the concepts shall respond to market analysis forecasts for potential land uses. Architectural form, massing, and use concepts shall be developed to illustrate how and where to fill the gaps of missing essential uses and services for existing and future residents and draw visitors and tourists into the downtown. Architectural concepts will contribute to the livability and safety of Downtown by creating an ’18-hour active environment’ of pedestrian-oriented activity throughout all months of the year downtown. Moreover, the Concepts will complement Public Realm Concepts and support, strengthen, and build upon existing and planned Downtown improvements including the Beachfront Park, Front Street, Transit Center, Gateways, and other recent public realm improvements.

Crandall Arambula shall provide:

Alternatives. A minimum of two (2) ‘sketch-level’ architectural land use concepts will be provided that describe a range of design scenarios for presentation, review, and selection by City staff, SC, property owners, stakeholders, the community, and appointed and elected officials. These concepts will include differences in types or presence of uses, densities, FARs, heights, or other significant variables. Illustrated plans, sketches, and diagrams will be employed that describe land use concepts including:
• Downtown Housing alternatives that include a range of mixed-use, high-density, market-rate and affordable housing
• Downtown Employment locations for new or enhanced existing clusters (including office space, live/work units, etc.) • ‘Main Street’ Retail and Commercial corridors that complement and enhance existing conditions or capitalize on new opportunities.

In particular, sites for ‘anchor’ retail uses or clusters such as those identified in the market analysis.
• Downtown Parking concepts that address existing uses and provide an adequate supply for new development while fostering an increased active transportation mode split.

EXHIBIT A
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• Arts, Cultural, Educational, Civic, and other key use enhancements
Deliverables. Concept descriptive text, rich illustrative plan and 3-D perspective graphics, and PowerPoint presentation
4RV. LIGHTHOUSE COVE RV PARK PLANNING AND DESIGN SERVICES Approach
Crandall Arambula shall provide planning and design services for the Lighthouse Cove RV Park site.

The outcome of the tasks is to identify an innovative yet realistic concept that maximizes the site’s economic development potential while ensuring that public benefits are provided. Moreover, the concepts shall ensure that any redevelopment complements and integrates the site with Downtown and adjacent Harbor District.
4RV.1 Analysis of Existing Conditions
• Identify and collect all background data from the City. • Review existing policies, regulations, or restrictions on current or future uses. • Inventory existing facilities, including permanent and temporary structures. • Assess existing internal and perimeter walking, biking, and motor vehicle routes, parking, and other transportation facilities.
• Assess open space and other existing public amenities. • Summarize the analysis as opportunities and constraints. 4RV.2 Sketch Level Redevelopment Concept(s)
• Identify a range of the types, amounts and character potential land uses based on site opportunities and constraints and real estate market demand. • Provide a conceptual diagram that describe a ‘fundamental development framework’ of uses, amenities, and access routes.
• Identify a ‘sketch level’ conceptual land use(s) and multi-modal concept(s) plan, sections, or other sketch level illustrations necessary to describe redevelopment concepts.
4RV.3 Summary
• Prepare presentation materials for stakeholder and community engagement. • Provide a brief memorandum summarizing tasks 1 and 2 , and next steps.

Deliverables. All tasks will be invoiced by June 30, 2025.

EXHIBIT A
PG A-15

5. DRAFT, EDIT, REVISE, AND FINALIZE THE CRESCENT CITY DOWNTOWN

SPECIFIC PLAN

5.1 Implementation Strategy ‘Action Plan’
• Catalyst and Priority Projects. Identify a draft shortlist of no more than 5 projects that can establish sustained and significant early development momentum and generate an increased tax base shall be refined and finalized as part of the Phase II ROI analysis.

Recommendations shall shall be incorporated into Task 5.2 Summary Report.

5.2 Phase I Summary Report.
• Provide a written and graphic compilation of Phase I tasks and next steps for Phase II. Include all task deliverables in electronic format Appendix.

Deliverables: Summary Memorandum

6. PRESENT DOWNTOWN SPECIFIC PLAN TO CITY COUNCIL
Approach
We will facilitate or assist staff to provide in-person or virtual presentations.

Crandall Arambula shall ensure that City Councilors receive information about the Plan process, content, and stakeholder and community input at key milestones throughout the planning process. We shall report back what input was received and how it was used to shape the Plan. We shall seek their input and incorporate it into the planning process and draft and final products.

6.1 Presentation 1: Initial Findings.

We shall provide a PowerPoint summary presentation of Task 3 Vision and Outreach and Task 2 Collect and Analyze Data information and results of feedback from outreach and engagement activities. We will provide a meeting packet of Summary Memoranda, graphics, and results of questionnaires and polls. We will seek and incorporate input from Councilors.

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PHASE 2 TASKS

1. PROJECT MANAGEMENT AND COORDINATION

1.3 Invoicing and Contracts
Crandall Arambula will provide Phase II invoices and quarterly reports based on procedures and expectations established as part of the Project Management Plan created in Phase I. Crandall Arambula shall comply with all grant requirements including the expenditure deadline and reporting requirements.
• Crandall Arambula will provide monthly invoices to the City. • Quarterly reports will include a summary of project progress and a budget update.

Deliverables: Monthly Invoices and Quarterly Reports.

1.5 Technical Working Group (TWG) Meetings
Crandall Arambula, working with the City’s Project Manager, will facilitate virtual TWG meetings tentatively composed of representatives from the City’s Community Development and Public Works Departments, and potentially representatives from Del Norte County, Caltrans, or other project partners identified by the City. The Technical Working Group is anticipated to meet at the last two milestones of the Study process as identified in the project schedule.

Deliverables: Committee Meeting List, Meeting Materials, Meeting Agenda and Notes

2. COLLECT AND ANALYZE DATA

2.3 Property and Business Owner Survey —
Crandall Arambula will prepare electronic and printed business/visitor analysis as an additional service, for distribution by city staff to Downtown business owners and managers. Placer AI cell phone software may also be used to collect data. The survey should include a clear statement of intent and how information will be utilized to drive an economic development revitalization strategy. The survey may include confidential information that can be utilized for the development of Task 2.4 Business Inventory that will not be shared with the public unless approved by business owners, including:
• Lease rates, lease timelines, employee type and number, and other similar information from businesses, commercial brokers, or City or Del Norte County sources.

EXHIBIT A
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• Building and site utilization information, including floor area square footage and the number of parking spaces provided by County Assessors or building owners.
• Expansion plans, relocation plans, or other physical designs approved or pending.
• Solicitation of all ‘needs’ to improve business conditions such as additional off-street parking, improved internet
telecommunications, improved sidewalks for outdoor dining, nearby employee affordable housing, or other issues.
• Suggestions for events, festivals, or other major or ongoing activities to draw customers to Downtown.
• Interest in business support services such as ambassadors, clean and safe maintenance programs, and the owner’s willingness to provide any money to pay for these services.

Deliverables: Crandall Arambula will compile and summarize the results of a survey of business owners in a brief memorandum and PowerPoint slide show.

2.9 Cost of Doing Business Analysis.

Crandall Arambula team members will provide as an additional service an analysis to determine if any variables can be influenced to lower the overall cost of doing business to better appeal and attract new downtown private businesses. The analysis shall determine if actual cost of doing business in downtown versus other competing North Coast regional locations (three maximum), and if Crescent City has an advantage in doing business, how advantages can be promoted. Should it be found the City may be more costly than competitors, actions shall be identified to reduce or offset cost components that create a disadvantage. At a minimum, the Crandall Arambula team shall assess:
• Factors the City can directly control
• Factors the City can influence
• Factors the City cannot control or influence
Deliverables. Detailed memorandum, PowerPoint presentation suitable for presentation to committees and the community.

EXHIBIT A
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3. PUBLIC OUTREACH/VISIONING:

3.2 Steering Committee Meetings.

Crandall Arambula will meet with the City-appointed Steering Committee (SC) members at key project milestones (2 meetings). The Steering Committee should be comprised of key property owners, business owners, residents, planning and public works staff, planning commission, advocacy group representatives at a minimum. Crandall Arambula will provide agendas, meeting preparation materials (text and graphics), PowerPoint presentations and facilitate roundtable discussions for all meetings. 1-1/2 hour-long in-person meetings or meetings conducted virtually. We shall seek feedback and input concerning:
• Project’s goals, objectives, deliverables, schedule, and their project role and responsibilities
• Downtown vision, key issues, concerns, and desired outcomes for the project
• Existing conditions technical analysis
• Alternative public realm and architectural concept drawings • Implementation strategies
• Draft Downtown Specific Plan document.

Deliverables. Printed and electronic meeting agendas and meeting text, graphics, and diagrams. PowerPoint presentations. Summary memoranda.

3.2 Stakeholder Meetings.

Crandall Arambula and team members will facilitate Phase II Stakeholder Meetings at two milestones of the project. Meetings will provide stakeholders with the opportunity to provide input in a confidential and candid environment. Multiple in-person or virtual one-on-one or focus group sessions (lasting no more than a half-hour each) should include, but are not limited to:
• Elected and appointed city officials who will provide Plan approval. • Business owners and managers, property owners, and employees which planning concepts may affect.
• Key citizens, neighborhood representatives, school representatives, affordable housing, environmental, or other advocacy group leaders who represent the greater community interests.
• Key commercial and affordable housing developers, commercial and residential realtors, architects, planners, and professional business association groups with knowledge and interest in Downtown Crescent City’s economic success.

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• Key Crescent City, Del Norte County, California state, Federal or other government staff members who will be responsible for the implementation of Specific Plan recommendations.

Deliverables. Printed and electronic meeting agendas and meeting text, graphics, and diagrams. PowerPoint presentations. Summary memoranda.

3.3 Community Workshops and Open Houses.

For Phase II, Crandall Arambula will facilitate two 1-1/2 hour-long in-person community meetings at the last two milestones of the planning process (see schedule) to gather feedback from the public on project work scope tasks. Each workshop shall include a PowerPoint presentation of meeting agenda items followed by ‘break-out’ table discussions. Handout materials may include educational and background information, summary or concept descriptive maps, illustrative graphics, and text and tables. Feedback will be gathered through ballots, questionnaires, mapping exercises and recorded ‘flip chart,’ and verbal testimony. All materials will be formatted for online websites or electronic distribution for those who cannot attend in-person meetings. • Final Concept Drawings Open House. The Open House is intended to gather feedback on preferred concept drawings and
implementation actions. Part one of the meeting will include a PowerPoint presentation of preferred concepts and a draft implementation strategy. Part two will include ‘Stations’ display boards facilitated by team members where community members can provide written and verbal feedback.
• Public Review Draft Specific Plan Document Open House.

Community members will provide an opportunity to provide feedback on all chapters of the Specific Plan prior to adoption hearings by the Planning Commission and City Council. ‘Stations’ display boards facilitated by team members Feedback where community feedback will be recorded. Open House results and how the feedback was incorporated into a Final Draft Specific Plan will be presented to appointed and elected officials.

Deliverables. Printed and electronic meeting agendas and meeting text, graphics, and diagrams. PowerPoint presentations. Summary memoranda.

3.4 Project Website and Social Media Content
Crandall Arambula will create a project website as an additional service or provide content for a Crescent City administered website. The website may be supported by social media tools and will be used to announce public events,

EXHIBIT A
PG A-20
provide project updates, and solicit public feedback. All online tools will be updated regularly throughout the duration of the project.

Deliverables. Project website and social media sites with regular updates of content.

3.5 ‘Pop-Up’ Booth Engagement
Crandall Arambula team members will create content for City staff facilitated booths or tables at up to three (3) Crescent City community events as an additional service. The content will include information ‘flyers,’ project schedules, or other materials intended to provide information about the project and to solicit attendance to future community engagement activities.

Deliverables. Booth facilitation and content.

4. DEVELOP CONCEPT DRAWINGS

4.1 Public Realm— Streetscape, Park, and Plaza Design Concept Drawings.

Concept Drawings Refinement. After an Downtown Core Phase I alternative is selected, the preferred concepts will be refined, reviewed again, and finalized.

Final Design Concept Drawings shall describe up to three priority project(s) at a sketch level concept paving, street furniture, lighting, and landscaping, and wayfinding design with anticipated refinement to a 10 percent concept level.

Preliminary concept-level cost estimates will be provided to inform a Return on Investment analysis.
• Final Graphics. Greenworks shall provide 3-D illustrations and photo-realist simulations, illustrative plans, diagrams, and other graphic tools to describe the Downtown Core concepts at buildout.

The graphics shall be created in SketchUp, Adobe Photoshop and Illustrator. All materials shall be suitable for both electronic and printed formats necessary for use as part of grant application submittals.
• Next Steps. Specific design elements may need additional feasibility analysis, design, and engineering to ensure recommendations can be constructed while meeting local and state standards and potential permitting requirements.

Recommendations will be provided for any additional traffic analysis, above and below-grade utility design, stormwater planning, and right-of-way acquisition necessary to advance design concepts into final design and contract documents following the adoption of the Specific Plan. In addition, any possible phasing shall be identified.

EXHIBIT A
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• Public Realm Design Standards and Guidelines. Universal Public Realm standards and/or guidelines shall be provided for uniform design requirements for incremental Downtown Core public rightsof-way improvements (between property lines to curblines) that are required to be made for all private or public development sites that front a Downtown public realm. The standards and guidelines will address sidewalks and curb design materials and details, landscaping planting material lists, street furniture details, lighting fixture and pole details including any requirements for banners or hanging landscaping baskets. The standards and guidelines may include or modify any existing standards or guidelines of the Crescent City Public Works Department or Caltrans. Standards may be provided for multi-modal improvements within the roadway including bicycle facilities (e.g., bicycle parking corrals), or permanent or temporary use of parking lanes (e.g., outdoor café seating). Recommendations for administering the guidelines will be provided, including application forms, design review checklists, or other tools to be used by both City staff and applicants.

Deliverables. Concept descriptive text, rich illustrative plan and 3-D perspective graphics, and PowerPoint presentations suitable and grant applications. Design standards, text and graphics to be incorporated into the Specific Plan document. Preliminary cost estimates will be prepared to inform Return on Investment Analysis.

4.2 Architectural— Multifamily Residential, Commercial, and Public Facility Concept Drawings.

Concept Drawings Refinement. After an alternative(s) is selected, the Downtown Core preferred concepts will be refined, reviewed again, and finalized.

Final Design Concept Drawings. Crandall Arambula shall provide drawings that describe infill, redevelopment, or modifications to existing buildings, including conceptual diagrams, plans, sections, elevations, and 3-D massing models for the Downtown Core. The concepts shall describe the amount of private development at a five-year and buildout timeframe. The final design shall include text, summary tables, and other information to describe the development. Preliminary cost estimates will be developed to inform a return on investment analysis.
• Final Graphics. Crandall Arambula shall provide 3-D photo-realistic simulations, illustrative plans, and other graphic tools to describe the ‘before and after’ character at buildout. The graphics shall be created in SketchUp, Adobe Photoshop and Illustrator. All materials

EXHIBIT A
PG A-22
shall be suitable for both electronic and printed formats necessary for use as part of grant application submittals.
• Regulatory Changes. The Crandall Arambula team will provide recommendations as part of any zoning changes that will be identified for the Downtown Core. Regulatory changes may include site development standards, building standards, parking standards, and permitted uses. Recommendations may be provided to
streamline development and design review approval and entitlement processes.
• Façade Improvement Program. Crandall Arambula shall provide design guidelines for commercial building façade improvements, for at a minimum first floor elevations of existing building frontages along key streets and public spaces in the Downtown Core. The guidelines will be consistent with local and historically appropriate architectural vernacular building forms and styles of Crescent City and other similar North Coast downtowns. The standards and guidelines will include illustrations, material lists, and photographic examples as necessary to describe permitted and prohibited façade cladding materials, windows, doors, lighting, canopies and awnings, bays, balconies, and signage at a minimum. Recommendations for administering the guidelines will be provided, including application forms, design review checklists, or other tools to be used by both City staff and applicants.
• Architectural Design Standards and Guidelines. Crandall Arambula shall provide both descriptive and prescriptive standards and guidelines for Downtown Core retail, commercial, and multifamily land uses. The guidelines will include a range of Crescent City, California North Coast, and Pacific Northwest Coastappropriate architectural styles. The standards and guidelines shall include building permitted and prohibited façade materials, form, massing, articulation, and fenestration requirements at a minimum.

Standards for multifamily residential shall be objective and shall be consistent with any state-mandated policy and code requirements of the California Housing and Community Development (HCD) Department or other California state agency. No changes to California or the International Building Code (IBC) that regulate construction shall be made.

The concepts shall include a ‘business case’ return on investment assessment of public infrastructure improvements that are necessary to leverage private investment as a key determinant in selection of preferred concepts. At a minimum, we shall provide a :
• ‘Business-as- Usual market trend scenario’ that describes development if no public realm improvements are made.

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• ‘Induced Market’ scenario(s)’ that describe more robust development as a result of an improved ‘investment environment’ should public realm improvements in streetscapes, parks, and plazas be built.

5. DRAFT, EDIT, REVISE, AND FINALIZE THE CRESCENT CITY DOWNTOWN

SPECIFIC PLAN
Approach
Bold yet realistic vision. We will address the Downtown’s strengths, weaknesses, opportunities, and threats to ensure that Downtown regains its historic status as not only the symbolic but functional ‘heart’ of the Crescent City and Del Norte County as the primary destination to live, work, and play.
• Establish A Mobility-Oriented Downtown. The Downtown Specific Plan will provide a transportation strategy to maximize future Downtown transit, bicycle, and pedestrian infrastructure improvements thereby shifting auto trips to alternative transportation modes. This priority, coupled with a desire to make a more walkable can be accomplished by establishing Downtown as a ‘Mobility Oriented District’ (MOD). By linking the Downtown to the surrounding neighborhoods that are within a five-minute/one-mile area with complete streets, people will be able to walk, bike, or take transit for day-today shopping and work trips as a viable alternative to driving an automobile. • Graphics. An emphasis on graphic communication, in addition to jargonfree written words will be emphasized by the Crandall Arambula team. All graphics will be created with the layperson in mind. High-quality, easy-tounderstand graphics will be used to visualize future conditions throughout the document.
o Before and After. We will illustrate existing, phased, and final buildout massing and character. Crandall Arambula will employ a threedimensional electronic Downtown massing model to effectively describe concepts along with hand-drawn or computer-generated sketches and photographic examples.
o Realistic depictions. The team will include photorealistic illustrative graphic perspectives and plans.

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o Usable Products. All graphics will be transferable between PowerPoint slide shows, websites, or the published Specific Plan document.
• Implementation Emphasis. The Downtown Specific Plan will not sit on a shelf gathering dust. The finish line of the planning process is not the Specific Plan document itself, rather it is the built environment that it proposes. By concentrating on Downtown Core implementation from ‘day one’ of project initiation, we guarantee that significant positive changes will occur within five years of Plan adoption.

The refined concepts shall include a ‘business case’ return on investment assessment of public infrastructure improvements that are necessary to leverage private investment as a key determinant in selection of preferred concepts. At a minimum, we shall provide a:
• ‘Business-as- Usual market trend scenario’ that describes development if no public realm improvements are made.
• ‘Induced Market’ scenario(s)’ that describe more robust development because of an improved ‘investment environment’ should public realm improvements in streetscapes, parks, and plazas be built.

5.1 Implementation Strategy ‘Action Plan’
The Implementation Strategy Action Plan’ shall include all the necessary tasks for staff and elected officials to implement to ensure Specific Plan change occurs over the next 5 years, including a Return on Investment Analysis (ROI) of infrastructure investments.
• Catalyst and Priority Projects. Finalize aA shortlist of no more than 5 projects that can establish sustained and
significant early development momentum and generate an
increased tax base shall be identified as part of the ROI analysis. Recommendations shall include public realm
active transportation improvements, streetscape, public parking, public plaza or park improvements, and any
associated infill development public-private partnership projects. Crandall Arambula shall include summaries of
project elements, costs, responsibilities, and timelines. • Financing Recommendations. The firm shall identify
potential funding sources, strategies, and grant
opportunities. Some funding strategies may include private revitalization incentives or public programs such as
storefront improvement grants, and loans.

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• Next Steps. Should the City acquire key sites for
infill/redevelopment or other sites, Crandall Arambula will identify key next steps such as preparation of developer offering RFQ/RFPs.

5.2 Documentation.

Crandall Arambula will provide an adoption-ready Specific Plan document.

The Plan will include an Executive Summary, Land Use, Mobility, and Implementation chapters no greater than sixty (60) pages in length, and an Appendix which will include electronic links to background data, meeting summaries, and other process materials. The Executive summary will be formatted as a ‘pullout’ document that can stand alone and be utilized for tenant and developer recruitment, advertising, and grant application purposes.
• Draft Specific Plan. An electronic and limited number of printed copies of the Specific Plan document shall be provided to Crescent City’s project manager for distribution to city staff, the SC, key stakeholders, the Planning Commission, and City Council members. • Review Draft Specific Plan. The city should assemble all comments and deliver a single copy of the revisions to the Crandall Arambula team. Following review, Crandall Arambula will amend the document.
• Public Review Draft. An updated draft shall be released for public comment.
• Specific Plan Finalization and Close-out. After all feedback is gathered from the public, Planning Commission and City Council, all text, tables, diagrams, and graphics will be updated and finalized.

Crandall Arambula shall provide an electronic file(s) of all planning process background material, public outreach, technical analysis, draft and final concept memoranda, and final document text and links to all tables, diagrams, and graphics as the final deliverable.

Deliverables. Draft, Public Review, and Final Specific Plans including jargon-free descriptive text, rich illustrative plans, diagrams, tables, infographics, and 3-D perspective illustrations. PowerPoint presentations suitable for committee and stakeholder review.

EXHIBIT A
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6. PRESENT DOWNTOWN SPECIFIC PLAN TO CITY COUNCIL
Approach
We will facilitate or assist staff to provide in-person or virtual presentations.

6.1 Presentation 2. Vision and Concept Drawings.

We shall provide a PowerPoint summary presentation of Task 4 Develop Concept Drawings information and results of feedback from outreach and engagement activities. We will provide a meeting packet of Summary Memoranda, including explanatory concept text, graphics, financial analysis (ROI) of preferred concepts that may require City financial contributions or other incentives, and results of questionnaires and polls. We will seek, record, and incorporate input from Councilors.

6.2 Presentation 3. Final Plan Adoption.

We will deliver a PowerPoint presentation summarizing Task 5: Draft, Edit, Revise, and Adopt the Final Downtown Crescent City Specific Plan. This presentation will include the contents of the plan, which reflect feedback gathered from outreach and engagement activities related to the Public Review Draft. Additionally, we will provide a meeting packet containing the Final Draft Plan, relevant graphics for potential grant applications, proposed funding strategies, key next steps, and the Council’s role in the process. We will also document and incorporate input from Council members into the Final Adopted Plan.

Deliverables. Meeting materials and presentations for staff reports, including PowerPoint presentations, background data and graphics.

Materials will be provided a minimum of 1 week prior to Council Meetings for review and input. Summary memoranda for each of the three meetings will be provided.

EXHIBIT C
PG. C-1

COMPENSATION
The Crandall Arambula Consultant team shall complete all Specific Plan and RV Park planning and design services in two phases. Phase 1 shall be completed within four months of receiving a Notice to Proceed, and Phase 2 will be initiated once funding is secured.

PHASE TASK 1.0 TASK 2.0 TASK 3.0 TASK 4.0 TASK 5.0 TASK 6.0 TOTAL PHASE 1 –

DOWNTOWN

SPECIFIC
PLAN
$6,000 $42,000 $15,000 $45,000 $2,000 $2,000 $112,000
PHASE 1 –

LIGHTHOUSE

COVE RV
PARK
$0 $10,000 $0 $12,000 $0 $0 $22,000
PHASE 1

SUBTOTAL
$134,000
PHASE 2 –

DOWNTOWN

SPECIFIC
PLAN
$8,000 $0 $41,000 $77,000 $40,000 $12,000 $178,000
PHASE 2 –

LIGHTHOUSE

COVE RV
PARK
$0 $0 $0 $6,000 $2,000 $0 $8,000
PHASE 2

SUBTOTAL
$186,000
TOTAL $320,000
CITY OF CRESCENT CITY RESOLUTION NO. 2025-27 Page 1
RESOLUTION NO. 2025-27

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FISCAL YEAR 2025-26 BUDGET OF THE CITY OF CRESCENT CITY WHEREAS, the budget for the fiscal year beginning July 1, 2025 and ending June 30, 2026, as submitted by the City Manager, has been reviewed by the City Council and a duly-noticed public hearing held thereon the 16th day of June 2025; and
WHEREAS, the City Council adopted said budget by way of Resolution No. 2025-24 and has the authority to amend said budget from time to time; and
WHEREAS, the City Council has approved a grant match of $94,000 for the Downtown Specific Plan project; and
WHEREAS, the funding for this match exists in the Administration budget and CIP budget; and WHEREAS, the project is an Economic Development project; and WHEREAS, a budget transfer and amendment are required to authorize the expenditure of funds to fulfill this priority.

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

1. That the Fiscal Year 2025-26 City of Crescent City Annual Budget is hereby amended and appropriated in the amounts identified below:

Revenue Increase (Decrease) Expenditure Increase (Decrease) CIP Fund $64,000
General Fund $64,000 $64,000
RV Park Fund $12,000

2. That $30,000 currently budgeted in the General Fund – Admin department is hereby transferred to the General Fund – Economic Development department.

3. That any unused portion of these funds at the end of the fiscal year will automatically carry over to the next fiscal year until the funds are spent or the project is completed.

APPROVED and ADOPTED and made effective the same day at a regular meeting of the City Council of the City of Crescent City held on the 16th day of June 2025 by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Ray Altman, Mayor
ATTEST:
_____________________________
Robin Altman, City Clerk

U.S. DEPARTMENT OF COMMERCE
Economic Development Administration
915 Second Avenue, Room 1890
Seattle, Washington 98174
Fax: 206.220.7669
Voice: 206.220.7660
May 20, 2024
Eric Wier
City Manager
City of Crescent City
377 J Street
Crescent City, California 95531-4008
Dear Eric Wier:

EDA has received your request to include pre-award costs as eligible costs for the City of Crescent City Downtown Specification Plan project currently under consideration in our office.

EDA will consider this request as part of our review of your application; however, please be aware that EDA is under no obligation to support any or all the costs incurred prior to the authorized Award start date.

Please be aware that pre-award costs must meet 2 CFR 200.458 in addition to the same requirements as all project costs, i.e. that they meet EDA requirements and are allowable, allocable, and reasonable as defined by the applicable Cost Principles in 2 CFR 200.

Note that EDA will not commit to supporting any pre-award costs until an award is made. Until that time, any costs incurred are at the applicant’s own risk. Should EDA approve these costs, such approval will be in writing and communicated within the Specific Terms and Conditions of EDA’s award package.

Please don’t hesitate to let me know whether you have any questions regarding this matter.

Sincerely,
Diana Oran

CITY COUNCIL AGENDA REPORT
TO: MAYOR ALTMAN AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: RICHARD GRIFFIN, CHIEF OF POLICE
MARTHA D. RICE, CITY ATTORNEY
DATE: JUNE 16, 2025
SUBJECT: MILITARY EQUIPMENT USE POLICY
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Waive full reading, read by title only and adopt Ordinance No. 856, AN

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY

CONFIRMING APPROVAL OF THE CCPD MILITARY EQUIPMENT USE
POLICY

BACKGROUND
Assembly Bill 481 (AB 481), codified at Government Code sections 7070 through 7075 requires a law enforcement agency (LEA) to obtain approval from the applicable governing body, via adoption of a “military equipment” use policy (the Policy) by ordinance (the Ordinance), prior to the LEA funding, acquiring, or using military equipment. The term “military equipment” includes a variety of law enforcement tools (including less than lethal weapons) that are a component of overall best practices for law enforcement agencies throughout the country. Items deemed to be “military equipment” include, but are not limited to, unmanned aerial or ground vehicles, armored vehicles, command and control vehicles, pepper balls, less lethal shotguns, less lethal 40mm projectile launchers, long range acoustic devices, and flashbangs. Many of these tools are vital to protecting the safety of citizens and officers as they provide peace officers with the ability to safely resolve volatile situations which otherwise might rise to the level of a lethal force encounter.

MILITARY EQUIPMENT USE POLICY
JUNE 16, 2025
2 A military equipment use policy must address the following matters for each type of military equipment:
(1) description, quantity, capabilities, lifespan, and manufacturer product descriptions;
(2) the purposes and authorized uses for each type of military equipment; (3) fiscal impact including the initial costs of obtaining the equipment and annual costs of maintenance;
(4) the legal and procedural rules that govern each authorized use; and (5) the training, including any course required by POST, that must be completed before an officer may use each specific type of military equipment.

The policy must also detail the mechanisms to ensure compliance with the policy, including which persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy. The policy must also provide procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of military equipment, and how the department will ensure that each complaint, concern, or question receives a timely response. Prior to re-authorizing the policy, the City Council must determine that the identified military equipment was used in compliance with the policy.

ITEM ANALYSIS
The Military Equipment Use Policy is attached hereto as part of Ordinance No. 856. The changes to the policy from the current policy are to add 3 rifles and 3 pepper ball guns.

The ordinance will serve as the Council’s approval of the policy, which is necessary to be able to use or purchase the equipment described in the policy.

Timeline:
• Receive Annual Report May 19
• Introduce Ordinance May 19
• Public Meeting June 2
• Adopt Ordinance June 16
• Effective Date July 16

FISCAL ANALYSIS
The recommended actions will have no direct fiscal impact other than ordinance publication costs. All purchases will need to be made within budget.

STRATEGIC PLAN ASSESSMENT
This action supports the following Strategic Plan goals and objectives:

MILITARY EQUIPMENT USE POLICY
JUNE 16, 2025
3 GOAL 1: Support quality services, community safety, and health to enhance the quality A. Empower and utilize Police, Fire, and Public Works departments to make Crescent City one of the safest cities in the United States GOAL 3: Obtain the highest levels of organizational excellence A. Develop a results-based organization which utilizes community involvement, innovation, transparency, and leadership

ATTACHMENTS

1. Ordinance No. 856 as introduced

_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 1 of 11
ORDINANCE NO. 856

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY

CONFIRMING APPROVAL OF THE CCPD MILITARY EQUIPMENT USE POLICY WHEREAS, the City of Crescent City is a general law city incorporated under the laws of State of California in 1854; and
WHEREAS, Assembly Bill 481, signed by the Governor on September 30, 2021, requires the governing bodies of local law enforcement agencies to adopt a military equipment use policy by ordinance; and
WHEREAS, Assembly Bill 481 requires that the governing body commence this process prior to May 1, 2022; and
WHEREAS, the policy must be reviewed and reauthorized on an annual basis following receipt of a report on the use of military equipment by the law enforcement agency; and WHEREAS, the purpose of the policy is to provide transparency regarding the law enforcement agency’s use of “military equipment”; and
WHEREAS, the City Council initially approved the Military Equipment Use Policy on June 6, 2022 by way of Ordinance No. 830; and
WHEREAS, the City Council approved an amended Military Equipment Use Policy on October 17, 2022 to authorize the purchase of a drone; and
WHEREAS, the City Council confirmed approval of the existing policy on June 5, 2023 by way of Ordinance No. 836 and again on July 1, 2024 with Ordinance No. 842; and WHEREAS, the Chief of Police has presented the Military Equipment Use 2024 Annual Report to the City Council and posted the report on its webpage; and WHEREAS, on June 2, 2025 the City held a well-publicized public meeting where questions and concerns regarding the policy or the equipment authorized thereunder could be heard and addressed by the Chief of Police and the City Council.

NOW, THERFORE, the City Council of the City of Crescent City, State of California, hereby ordains:

SECTION 1. RECITALS. The City Council finds the above recitals to be true and correct and are incorporated herein as if set forth in full.

SECTION 2. UNCODIFIED ORDINANCE. This ordinance is an uncodified ordinance of the City of Crescent City.

SECTION 3. FINDINGS. The City Council makes the following findings and determinations:
a. The military equipment described in Crescent City Police Department Policy 710 (REV. 5/19/25) is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety. b. Crescent City Police Department Policy 710 will safeguard the public’s welfare, safety, civil rights, and civil liberties.
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 2 of 11
c. The military equipment identified in Crescent City Police Department Policy 710 is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

SECTION 4. APPROVAL OF POLICY. The Crescent City Police Department Policy 710: Military Equipment (REV. 5/19/25) attached hereto and made a part hereof by this reference, is hereby confirmed as approved by the City Council.

SECTION 5. SEVERABILITY. If any part of this Ordinance is held to be invalid or inapplicable to any situation by a court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this Ordinance or the applicability of this Ordinance to other situations.

SECTION 6. CEQA FINDINGS. This Ordinance has been reviewed for compliance with the California Environmental Quality Act (CEQA), and the CEQA Guidelines, and has been found to be exempt pursuant to Section 15061(b)(3) (general rule) of the CEQA Guidelines, because the City Council hereby finds with certainty that there is no possibility the passage of this Ordinance will have a significant effect on the environment.

SECTION 7. EFFECTIVE DATE & PUBLICATION. This Ordinance will become effective 30 days after the date of its adoption. The City Clerk shall cause this ordinance to be published in a newspaper of general circulation in Del Norte County once within 15 days of its adoption in accordance with the requirements of Government Code Section 36933.

INTRODUCED at a meeting of the City Council of the City of Crescent City held on May 19, 2025.

PASSED AND ADOPTED by the City Council of the City of Crescent City at a regular meeting of the City Council held this 16th day of June 2025 by the following polled vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Ray Altman, Mayor
ATTEST:

Robin Altman, City Clerk
APPROVED AS TO FORM:

Martha D. Rice, City Attorney
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 3 of 11

CRESCENT CITY POLICE DEPARTMENT
POLICY 710: MILITARY EQUIPMENT
(REV. 5/19/25)
710.1 PURPOSE AND SCOPE
The purpose of this military equipment policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment. (Gov. Code §§ 7070, 7071, 7072.) Government Code 7070(d)(7) requires that this policy have procedures by which members of the public may register complaints, or concerns or submit questions about the use of military equipment. This information can be found on the department website or by calling and scheduling a telephone appointment with the military equipment coordinator.

Department website: https://www.crescentcity.org/departments/Police AB 481 Military Equipment Transparency
Department telephone number:
1-707-464-2133
710.2 DEFINITION OF MILITARY EQUIPMENT
For purposes of this policy the term “military equipment” includes, but is not limited to the following:

CATEGORY 1: Unmanned, remotely piloted, powered aerial or ground vehicles.

CATEGORY 2: Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.

CATEGORY 3: High mobility multipurpose wheeled vehicles (HMMWV), two-and-onehalf-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

CATEGORY 4: Tracked armored vehicles that provide ballistic protection to their occupants.

CATEGORY 5: Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

CATEGORY 6: Weaponized aircraft, vessels, or vehicles of any kind.

CATEGORY 7: Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.

CATEGORY 8: Firearms and ammunition of .50 caliber or greater, excluding standardissue shotguns and standard-issue shotgun ammunition. _____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 4 of 11
CATEGORY 9: Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.

CATEGORY 10: Any firearm or firearm accessory that is designed to launch explosive projectiles.

CATEGORY 11: Noise-flash diversionary devices and explosive breaching tools.

CATEGORY 12: Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.

CATEGORY 13: TASER® Shockwave, microwave weapons, water cannons, and longrange acoustic devices (LRADs).

CATEGORY 14: Kinetic energy weapons and munitions.

CATEGORY 15: Any other equipment as determined by the City Council or a state agency to require additional oversight.
710.3 POLICY
It is the policy of the Crescent City Police Department that members of this department comply with the provisions of Gov. Code § 7071 with respect to the use of military equipment. 710.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police or designee shall act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the City Council for matters related to the requirements of this policy. (b) Identifying department equipment that qualifies as military equipment in the current possession of the department, or the equipment the department intends to acquire that requires approval by the City Council.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Crescent City Police Department. (Gov. Code § 7071.) (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the Department’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website. (Gov. Code § 7072.)
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 5 of 11
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the department will respond in a timely manner.
710.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the department:

1. SPECIALIZED FIREARMS AND AMMUNITION (CATEGORY 9)
(a) Description, quantity, capabilities, and purchase cost:
o The Carbine Rifle is a firearm, capable of accurately stopping an armed subject at various distances. The Carbine Rifle is a lightweight, air-cooled, gas operated, magazine fed, shoulder fired weapon, designed for semiautomatic or selective fire.

The Carbine Rifle does not have an expiration and will need to be serviced or replaced when the Rifle fails or breaks. The.223/5.56 cartridge,.308/7.62 cartridge, and the.300 blackout cartridge is used as a lethal option designed to stop violent encounters. The projectile is capable of penetrating soft body armor being worn by armed subjects.
o Colt AR-15/M4 cost: $1,200, quantity: 4, Caliber 5.56MM. Daniel Defense MK18 cost $2,000, quantity 9, caliber 5.56.
o Authorized Make/Model of rifles for individual officer purchase:
▪ .223/5.56 caliber: Daniel Defense - DDM4®V7®, DDM4®V7® PRO GUN METAL GRAY, MK18, M4A1, MK12, DDM4®V7® PRO, DDM4®V9®,
DDM4®V7®SLW, DDM4ISR®, DDM4®V4®S, DDM4®V7®S, DDM4 V5S, or similar models approved by Chief of Police.
▪ .300 blackout caliber: Daniel Defense - DDM4® PDW SBR ▪ .308/7.62 caliber: DPMS - AR-10.308 CALIBER RIFLE, MODEL LR-308, Daniel Defense -DD5®V3® (7.62 X 51MM), DD5®V4® (7.62 X 51MM) o The Winchester 5.56mm 55 grain full metal jacket is the primary duty cartridge deployed during potential lethal encounters. Cost: $2,500 to $3,000 annually, quantity: 3,000-5,000 rounds annually.
o Other brands and calibers also purchased, depending upon market supply/availability:
▪ PMC 223A,.223 Remington 55 grain FMJ-BT
▪ Federal XM193X 55-grain FMJ 5.56x45mm
o .308/7.62 and.300 blackout ammunition would be utilized in individual officer owned rifles and purchased by the officers. This ammunition would be subject to approval of existing CCPD policy.
(b) Purpose: To be used as a precision weapon to address a threat with more precision and/or greater distances than a handgun if present, safe, and feasible. (c) Authorized Use: Only officers that are POST certified and authorized to use a rifle. All other applicable CCPD policies remain in effect, to include, but not limited to, CCPD Policy 301 Use of Force, and CCPD Policy 314 Firearms.
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 6 of 11
(d) Expected Lifespan: No expiration for Carbine Rifles or ammunition. (e) Fiscal Impact: Carbine Rifle- Annual cost $2,500 and $5,000. New rifle purchase in 2022 expected between $12,000 to $15,000. Rifle Ammunition $2,500-$5,000 annually.

2. TEAR GAS (CATEGORY 12)
(a) Description, quantity, capabilities, and purchase cost: Chemical agent munition, which are commonly referred to as "tear gas," are used by the Crescent City Police Department as a non-lethal tool to disperse rioting suspects and on barricaded suspects.

The Crescent City Police Department uses chemical agents which are used by law enforcement across the United States: CS (2-Chlorobenzylidenemalononitrile) and OC (Oleoresin Capsicum) CS is an irritating agent and lachrymator (irritates the eyes and causes tears to flow) CS has been medically tested in the UK and US, specifically by the U.S. Army. There are no known allergic reactions to CS. OC was de-regulated in California in 1996, is endorsed by the FBI, and is available to civilians to legally possess (2.5 oz or less). OC is an inflammatory agent which causes involuntary closure of eyes (open in 2-5 minutes) and respiratory inflammation (subsides in approximately 2 minutes). o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT OC, #6320, cost: $35, quantity:

20. The 40mm Direct Impact® munition is a point-of-aim, point-of-impact direct-fire round.

An excellent solution whether you need to incapacitate a single subject or control a crowd. When loaded with OC powder, the Direct Impact combines blunt trauma with the effects of an irritant powder, maximizing the potential for incapacitation. The 40mm Direct Impact® munition travels at an average velocity of 305 feet per second (89.9 mps) with an effective range of 5 ft – 120 ft (1.52m – 36.6m). This lightweight, high-speed projectile consists of a plastic body and a crushable foam nose. The orange foam nose indicates that the round contains an OC powder payload. This munition is a point-of-aim, point-of-impact direct fire round which has passed extensive human effects assessments for blunt impact and penetration.
o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT CS, #6322, cost: $35, quantity:

20. The 40mm Direct Impact® munition is a point-of-aim, point-of-impact direct-fire round.

An excellent solution whether you need to incapacitate a single subject or control a crowd. When loaded with CS powder, the Direct Impact combines blunt trauma with the effects of an irritant powder, maximizing the potential for incapacitation.

The 40mm Direct Impact® munition travels at an average velocity of 295 feet per second (89.9 mps) with an effective range of 5 ft – 120 ft (1.52m – 36.6m). This lightweight, high-speed projectile consists of a plastic body and a crushable foam nose. The blue foam nose indicates that the round contains a CS powder payload. This munition is a point-of-aim, point-of-impact direct fire round which has passed extensive human effects assessments for blunt impact and penetration. The 40 mm Direct Impact Round is most commonly used by tactical teams in situations where greater accuracy and deliverable energy is desired for the incapacitation of an aggressive, non-compliant subject at longer distances.
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 7 of 11
o DEFENSE TECHNOLOGY, 40MM POWDER BARRICADE ROUND, OC, #2290, cost:
$35, quantity: 20.

The Ferret® 40 mm Barricade Penetrating Round is filled with an OC powder chemical agent. It is a frangible projectile that is spin stabilized utilizing barrel rifling. It is nonburning and designed to penetrate barriers. Primarily used to dislodge barricaded subjects, it can also be used for area denial. Primarily used by tactical teams, it is designed to penetrate barriers, such as windows, hollow core doors, wallboard and thin plywood. Upon impact the nose ruptures and instantaneously delivers the agent payload inside a structure or vehicle. Effective range of 50 meters. o DEFENSE TECHNOLOGY, FERRETT 40MM LIQUID BARRICADE PENETRATOR ROUND CS, #2262, cost: $30, quantity: 20.

A less lethal 40MM round used to penetrate barriers, such as windows, hollow core doors, wallboard and thin plywood. Upon impacting the barrier, the nose cone ruptures and instantaneously delivers a small chemical payload inside of a structure or vehicle. In a tactical deployment situation, the 40mm Ferret is primarily used to dislodge barricaded subjects from confined areas. Its purpose is to minimize the risks to all parties through pain compliance, temporary discomfort and/or incapacitation of potentially violent or dangerous subjects. Effective range of 50 meters.
(b) Purpose: To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situation for use of the less lethal weapon systems may include but are not limited to:
o Self-destructive, dangerous and/or combative individuals. o Riot/Crowd control and civil unrest incidents.
o Circumstances where a tactical advantage can be obtained. o Potentially vicious animals.
o Training exercises or approved demonstrations.
(c) Authorized Use: Only officers who have received POST certification in the use of chemical agents are authorized to use chemical agents. All other applicable CCPD policies remain in effect to include, but not limited to CCPD Policy 301- Use of Force, CCPD Policy 309- Control Devices and Techniques.
(d) Expected Lifespan:
o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT OC, #6320 – 5 years.

DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT CS, #6322, – 5 years. o DEFENSE TECHNOLOGY, 40MM POWDER BARRICADE ROUND, OC, #2290, – 5 years.
o DEFENSE TECHNOLOGY, FERRETT 40MM LIQUID BARRICADE PENETRATOR ROUND CS, #2262 – 5 years.
(e) Fiscal Impact: Total allocated budget $1,000-$2,000 annually.

3. PEPPERBALL LAUNCHER (CATEGORY 12)
(a) Description, quantity, capabilities, and purchase cost:
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 8 of 11
o FTC Launcher System that uses high pressure air to deliver PAVA powder projectiles (similar to a paint ball delivery system). System capable of launching projectiles at a subject up to 150'. Non-lethal option to offer law enforcement officers to deliver chemical agents and kinetic energy impacts to subjects in a potentially violent encounter. This is a de-escalation tool used to avoid further injuries or lethal options to a subject. Cost $500, quantity: 4.
o MISSION TPR ORANGE PEPPER BALL GUN. target accurate up to 60Ft, Area Saturation to 0-175ft. Semi-Automatic 8 rd. magazine, deploys at 300ft. per second.

Cost $350-$400. Quantity: 6.
o PepperBall Live SD Projectiles,.68 Caliber PAVA Powder. This projectile is best for direct impact or area saturation. Discharged form a PepperBall launcher, the projectile has a velocity of 280-425 FPS. The projectile has a direct impact of 60 ft and an area saturation of 150+ft. The projectile contains 2.0% PAVA powder. Cost:
$250 per 90 rounds
(b) Purpose: To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the less lethal weapon systems may include, but are not limited to:
o Self-destructive, dangerous and/or combative individuals. o Riot/Crowd control and civil unrest incidents.
o Circumstances where a tactical advantage can be obtained. o Potentially vicious animals.
o Training exercises or approved demonstrations.
(c) Authorized Use: Only those officers who have been trained in the use of the PepperBall launchers are authorized to use the PepperBall launchers. All other applicable CCPD policies remain in effect to include, but not limited to CCPD Policy 301- Use of Force, CCPD Policy 309- Control Devices and Techniques.
(d) Expected Lifespan:
o PepperBall Launcher: No Expiration
o Mission TPR Launcher: No expiration
o LIVE-SD Projectile: 1 year
(e) Fiscal Impact:
o PepperBall FTS Launcher: No fiscal impact or recurring cost o Live SD Projectile: Approximately $0 - $1,000 annually o Mission TPR Launcher: $0 to $400 annually

4. PROJECTILE LAUNCH PLATFORMS AND ASSOCIATED MUNITIONS (CATEGORY 14) (a) Description, quantity, capabilities, and purchase cost:

PENN ARMS PGL-65 40 PUMP MULTI-LAUNCHER 5" CYL. FIXED STOCK W/ COMBO RAIL.

A 40mm pump-action advance magazine drum launcher with a fixed stock and combo rail. It has a six-shot capacity and rifled barrel. The features include: Double-action trigger, trigger lock push button and hammer lock safeties. It will fire standard 40mm less _____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 9 of 11
lethal ammunition, up to 5 inches in cartridge length. It will launch a 40MM less lethal round and is only authorized to be used by trained personnel. o Remington 870 12 ga Less-Lethal Shotgun: Cost $500-$650, quantity 10 o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT OC, #6320, cost: $35, quantity:

20. o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT CS, #6322, cost: $35, quantity:

20. o DEFENSE TECHNOLOGY, 40MM POWDER BARRICADE ROUND, OC, #2290, cost: $35, quantity: 20.
o DEFENSE TECHNOLOGY, FERRETT 40MM LIQUID BARRICADE PENETRATOR ROUND CS, #2262, cost: $30, quantity: 20.
o CTS Model 2581 Super Sock Bean Bag 12 ga round - Cost $6 a round, quantity 50- 100 annually
(b) Purpose: To limit the escalation of conflict where employment of lethal force is prohibited or undesirable.
(c) Authorized Use: Situations for use of the less lethal weapon system may include, but not limited to:
o Self-destructive, dangerous and/or combative individuals. o Riot/Crowd control and civil unrest incidents.
o Circumstances where a tactical advantage can be obtained. o Potentially vicious animals.
o Training exercised or approved demonstrations.

All other applicable CCPD policies remain in effect, to include, but not limited to, CCPD Policy 301- Use of Force, CCPD Policy 309- Control Devices and Techniques. (d) Expected Lifespan:
o 40 mm Launcher- No expiration
o Remington 870 Bean Bag Less Lethal shotgun- No expiration o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT OC, #6320 – 5 years. o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT CS, #6322, – 5 years. o DEFENSE TECHNOLOGY, 40MM POWDER BARRICADE ROUND, OC, #2290, – 5 years.
o DEFENSE TECHNOLOGY, FERRETT 40MM LIQUID BARRICADE PENETRATOR ROUND CS, #2262 – 5 years.
o CTS Model 2581 Super Sock- 5 years
(e) Fiscal Impact:
o 40mm Launcher, estimated between $0 - $1000 annually
o Remington 870 less lethal shotgun, estimated between $0 - $1000 annually. o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT OC, #6320, $0 - $250 annually o DEFENSE TECHNOLOGY, 40MM DIRECT IMPACT CS, #6322, $0 - $250 annually o DEFENSE TECHNOLOGY, 40MM POWDER BARRICADE ROUND, OC, $0 - $250 annually
o DEFENSE TECHNOLOGY, FERRETT 40MM LIQUID BARRICADE PENETRATOR ROUND CS, $0 - $250 annually
o CTS Model 2581, estimated between $0 - $500 annually
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5. UNMANNED, REMOTELY PILOTED, POWERED AERIAL DRONE (Category 1) (a) Description, quantity, capabilities, and purchase cost:

The EVO II drone provides hi-end specifications and abilities well beyond videography and photography. The 7100mAh battery lets it fly for up to 40 minutes at a time, the motors can fly at up to 44.8 mph, and can transmit HD footage back to the controller’s

3.3” OLED screen from up to 5.6 miles away. While flying and tracking, 12-sensor omnidirectional obstacle avoidance is coupled with a dual-core processor, as well as AI machine learning to let the EVO II navigate itself safely around the environment while still getting the shot.
(b) Purpose: To assist with collection of video and photography of incidents that are allowed by the authorized use policy.
(c) Authorized Use:
o Only authorized operators who have completed the required training shall be permitted to operate the UAS.
o Use of vision enhancement technology (e.g., thermal and other imaging equipment not generally available to the public) is permissible in viewing areas only where there is no protectable privacy interest or when in compliance with a search warrant or court order. In all other instances, legal counsel should be consulted.
o UAS operations should only be conducted during daylight hours and a UAS should not be flown over populated areas without FAA approval. (d) Expected Lifespan: 5 year duty lifespan
(e) Fiscal Impact: $1500 to $2500 depending on available models. 710.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the City Council by way of an ordinance adopting the military equipment use policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the City Council and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue. (Gov. Code § 7071.) The military equipment use policy must be approved by the City Council prior to engaging in any of the following (Gov. Code § 7071):
a. Requesting military equipment made available pursuant to 10 USC § 2576a. b. Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
c. Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
_____________________________________________________________________________________ City of Crescent City Ordinance No. 856 Page 11 of 11
d. Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this Department. e. Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the City Council.
f. Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
g. Acquiring military equipment through any means not provided above. 710.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment being used in this jurisdiction by members of the Crescent City Police Department shall comply with the City of Crescent City’s approved military equipment policy.

During times of mutual aid or when utilizing a Regional SWAT Team, allied agencies and their personnel should only use military equipment which is approved for use in the allied agencies’ own military equipment policy. This shall not prevent Crescent City Police Officers who may become members of a Regional SWAT Team from deploying military equipment approved by the Regional SWAT Team for use by Crescent City Police Officers who are assigned to the SWAT Team. Nothing in this policy shall prohibit the use of unapproved military equipment by members of the Crescent City Police Department or its allied agencies during times of exigent circumstances.
710.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the City Council for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use. (Gov. Code § 7072.)
The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Gov. Code § 7072 for the preceding calendar year for each type of military equipment in department inventory.
710.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
***END POLICY***

CITY COUNCIL AGENDA REPORT
TO: MAYOR ALTMAN AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
DATE: JUNE 16, 2025
SUBJECT: REVIEW OF DRAFT FY 25/26 BUDGET AND APPROVAL PROCESS

FOR THE DEL NORTE SOLID WASTE MANAGEMENT AUTHORITY
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Take no action; a lack of response is to be treated as approval of the budget as presented, or:
• If there are any specific comments that should be addressed by the Del Norte Solid Waste Management Authority Board before adoption of this budget, such written comments should be approved and submitted to the Authority. If there is a written objection to the proposed Authority budget, this body should also designate a representative to be present at the Authority meeting scheduled for June 17th so such concerns may be resolved and the Authority may adopt a budget for Fiscal Year 2025/2026 before June 30, 2025.

BACKGROUND
See attached staff report from Tedd Ward, M.S., Director of Del Norte Solid Waste Management Authority.

STRATEGIC PLAN ASSESSMENT
This action supports the following Strategic Plan goals:
• Goal 1: Support quality services, community safety, and health to enhance the quality of life and experience of our residents and visitors

ATTACHMENTS
• Del Norte Solid Waste Management Authority staff report

CITY COUNCIL AGENDA REPORT
TO: MAYOR ALTMAN AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: RICHARD GRIFFIN, CHIEF OF POLICE
MARTHA D. RICE, CITY ATTORNEY
DATE: JUNE 16, 2025
SUBJECT: RESERVE POLICE OFFICER PROGRAM
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Waive full reading, read by title only and introduce Ordinance No. 854, AN

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY

AMENDING THE CRESCENT CITY MUNICIPAL CODE BY ADDING
SECTION 2.40.050, RESERVE POLICE OFFICER PROGRAM, TO
CHAPTER 2.40, POLICE DEPARTMENT, OF TITLE 2, ADMINISTRATION

BACKGROUND
The Crescent City Police Department utilizes various proactive policing methods to reduce crime. The Police Department’s ability, however, to maintain a consistent use of proactive policing methods is conditional on the police department’s ability to maintain full staffing. Although the Police Department has an excellent staffing record, there are times when a combination of factors can affect the availability of officers (sick leave, family medical leave, vacation, training, injuries, as well as vacancies). The City is also host to several large events each year, when reserve officers could be quite helpful, e.g., 4th of July and Sea Cruise.

Reserve officers are typically unpaid volunteers who dedicate a portion of their time to community service. To become a reserve police officer, individuals must have completed a POST-approved basic academy or reserve training program, which provides them with the necessary skills and knowledge to perform law enforcement duties. Depending on their training and experience, reserve officers may be classified into different levels with

RESERVE POLICE OFFICER PROGRAM
JUNE 16, 2025
2 varying degrees of authority, allowing them to perform tasks like patrol, traffic control, special events security, or assisting with investigations.

The California Penal Code sets forth three classifications of reserve police officers varying from reserve police officer I, which carries full police authority, to reserve police officer III, which allows for the performance of limited duties not requiring general law enforcement powers in their routine work; and the California Penal Code provides that individuals designated by local ordinance, either individually or by class, as reserve police officers and are assigned to the prevention and detection of crime and the general enforcement of the laws of this state and meet qualifications set forth in Penal Code Section 832.6(a)(1) (level I reserve police officer), have the full powers and duties of a peace officer as provided in Penal Code Section 830.1. The proposed ordinance establishes a reserve police officer program in conformance with State law.

ITEM ANALYSIS
Under the proposed ordinance, a Reserve Police Officer Program would be established.

Each reserve police officer would have to fill out a formal application and meet the POST (California Peace Officers Standards and Training) requirements for a reserve officer.

Reserve police officer applicants would also go through the same background and preemployment screening as the City’s paid sworn police officers. All reserve officers will be selected by the Chief of Police and approved by the City Manager. Each reserve police officer will be assigned one of the following reserve officer levels:
• Level I Reserve Police Officer - assigned specific police functions or to the prevention and detection of crime and the general enforcement of the laws of this state. Level 1 Reserve Police Officers may work alone and possess the full powers and duties of a peace officer during the duration of the assignment. • Level I Designated Reserve Police Officer – a Level I Reserve Police Officer who has been “designated” by the Chief of Police possesses the full powers and duties of a peace officer at all times and not just during the duration of the assignment.
• Level II Reserve Police Officer - works under the immediate supervision of a peace officer who has completed the basic training course for police officers prescribed by the POST Commission and is assigned to the prevention and detection of crime and the general enforcement of the laws of this state. • Level III Reserve Police Officer - supervised in the accessible vicinity by a Level I Reserve Police Officer or a full-time regular police officer employed by a law enforcement agency authorized to have reserves and deployed in limited support duties not requiring general law enforcement powers in their routine performance.

Those limited support duties shall include traffic control, security at parades and sporting events, report taking, evidence transportation, parking enforcement, and other duties that are not likely to result in physical arrests.

The establishment of reserve police officer program will serve to supplement police presence in the community. Each reserve officer would work for CCPD approximately 200

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3 hours per year, and the Chief plans to limit the program to two reserve officers to begin with.

If the ordinance is introduced by the City Council at this meeting, it will be brought back for final adoption at the first meeting in July and will be effective 30 days thereafter.

FISCAL ANALYSIS
The direct fiscal impacts from adopting this ordinance are the costs of publication in the local newspaper, which is required by law. Additional costs will be incurred as the City brings on reserve officers. These costs include standard “pre-employment” screenings for police officers as well as uniforms and equipment. Costs include:

Uniforms and duty gear: $1000 (one time cost)
POST psychological examination: $900 (one time cost)
Credit check: $250 (one time cost)
Fingerprints: $250 (one time cost)
POST background investigation: $3000-$5000 depending on amount of work and travel involved. (one time cost)
Vest: $1000 (expiration date of 5 years)
Outer carrier: $600 (one time cost)
Cell phone: $50 (one time cost)
Monthly cell phone service: $40 ($480 annual)
City email and software licenses: $275 (annual)
Two body cameras and tasers are included in our current approved contract Workers comp coverage: $3,200 (annual)
We currently have enough duty weapons to support two reserves as well. The annual training would be managed under our current budget and in house programs. Currently staff believes the overall costs could be covered under our current budget, as one of the potential reserves already has their needed equipment from being a former officer.

STRATEGIC PLAN ANALYSIS
This item is consistent with 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 o Empower and utilize Police, Fire and Public Works departments to make Crescent City one of the safest cities in the United States • Goal 2: Promote A Thriving Local Economy
o F: Plan and prepare for the growth and future needs of the Crescent City community by: evaluating and updating the City’s Municipal Code to assure maximized efficiencies, clarity, and effectiveness
• Goal 3: Obtain the Highest Levels of Organizational Excellence o B. Maintain responsible fiscal management and accountability

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

ATTACHMENTS

1. Draft Ordinance No. 854 (Reserve Police Officer Program) Crescent City Ordinance No. 854 Page 1
ORDINANCE NO. 854

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY

AMENDING THE CRESCENT CITY MUNICIPAL CODE BY ADDING SECTION

2.40.050, RESERVE POLICE OFFICER PROGRAM, TO CHAPTER 2.40, POLICE DEPARTMENT, OF TITLE 2, ADMINISTRATION
WHEREAS, the City of Crescent City is a general law city with the constitutional authority (“police power”) to make laws and regulations to protect the public health, safety and welfare; and
WHEREAS, the City of Crescent City has utilized various proactive policing methods to reduce crime, which have been impactful on the crime rates and safety of those present within the City of Crescent City; and
WHEREAS, it is recognized that the City of Crescent City’s ability to maintain a consistent use of proactive policing methods is conditional on the police department’s ability to maintain full staffing, which can be adversely impacted by sworn officers’ use of sick leave, family medical leave, vacation, training, injuries, as well as during vacancies; and WHEREAS, the City of Crescent City would greatly benefit from a reserve police officer program to assist in supplementing police presence in the community to address crime and quality of life issues; and
WHEREAS, the California Penal Code sets forth three classifications of reserve police officers varying from reserve police officer I, which carries full police authority, to reserve police officer III, which allows for the performance of limited duties not requiring general law enforcement powers in their routine work; and
WHEREAS, the California Penal Code provides that individuals designated by local ordinance, either individually or by class, as reserve police officers and are assigned to the prevention and detection of crime and the general enforcement of the laws of this state and meet qualifications set forth in Penal Code Section 832.6(a)(1) (level I reserve police officer), have the full powers and duties of a peace officer as provided in Penal Code Section 830.1.

NOW, THEREFORE, the City Council of the City of Crescent City ordains as follows:

SECTION 1. RECITALS. The City Council finds the above recitals to be true and correct and are incorporated herein as if set forth in full.

SECTION 2. CODE AMENDMENT. Chapter 2.40, Police Department, of Title 2, Administration, of the Crescent City Municipal Code is hereby amended by adding Section 2.40.050, Reserve Police Officer Program, to read as follows:

Crescent City Ordinance No. 854 Page 2

2.40.050 Reserve Police Officer Program
A. Authority and Title.

Under the authority granted in Article XI, Section 7 of the California Constitution and the California Penal Code, Section 832.6, the City of Crescent City, by and through its City Council, does enact this section of its municipal code, which shall be known as the Reserve Police Officer Program.

B. Findings and Purpose.

1. The City of Crescent City utilizes various proactive policing methods to reduce crime, which have been impactful on the crime rates and safety of those present within the City of Crescent City.

2. It is recognized that the City of Crescent City’s ability to maintain a consistent use of proactive policing methods is conditional on the police department’s ability to maintain full staffing, which can be adversely impacted by sworn officers’ use of sick leave, family medical leave, vacation, training, and injuries.

3. The City of Crescent City would greatly benefit from a police reserve officer program to assist in supplementing police presence in the community to address crime and quality of life issues, as well as during times of staff vacancies.

4. California Penal Code Section 832.6(a) sets forth three classifications of reserve officers varying from level I reserve police officer, which carries full police authority, to level III reserve police officer, which allows for the performance of limited duties not requiring general law enforcement powers in their routine work.

5. California Penal Code Section 830.6(a)(2) provides that a city reserve police officer designated by local ordinance, either individually or by class, that is assigned to the prevention and detection of crime and the general enforcement of the laws of this State and meeting the level I reserve police officer designation (Pen. Code § 832.6(a)(1)), is a peace officer.

C. Definitions
For the purpose of this section, the following definitions apply:

1. “Chief of Police” means the Chief of Police of the City of Crescent City.

2. “Commission” means the California Commission on Peace Officer Standards and Training.

3. “Comparable experience” means the equivalent experience of two years of field experience as a reserve peace officer with the Crescent City Police Department (“CCPD”) comprising a minimum of 400 hours.

4. “Designation” means a letter signed and dated by the Chief of Police designating a level I reserve police officer pursuant to Penal Code Section 830.6(a)(2).

Crescent City Ordinance No. 854 Page 3

5. “Level I reserve police officer” refers to a trained reserve officer as described in Penal Code Section 832.6(a)(1), and who is assigned specific police functions whether or not working alone or to the prevention and detection of crime and the general enforcement of the laws of this state whether or not working alone.

6. “Level II reserve police officer” refers to a trained reserve officer as described in Penal Code Section 832.6(a)(2), who works under the immediate supervision of a peace officer who has completed the basic training course for deputy sheriffs and police officers prescribed by the Commission and is assigned to the prevention and detection of crime and the general enforcement of the laws of this state.

7. “Level III reserve police officer” refers to a trained reserve officer as described in Penal Code Section 832.6(a)(3), who is supervised in the accessible vicinity by a level I reserve police officer or a full-time regular peace officer employed by a law enforcement agency authorized to have reserves and deployed in limited support duties not requiring general law enforcement powers in their routine performance.

D. Establishment of Reserve Police Force.

There is established for the City of Crescent City a reserve police force to be an auxiliary of the regularly constituted full-time paid police department of the City of Crescent City.

The reserve police force shall be separate and distinct from the regular full-time police force. Reserve police officers shall be volunteer workers only and shall not be deemed to be employees of the City of Crescent City for any purpose other than that which is described in this section.

E. Appointments.

1. A reserve police officer shall be appointed by the Chief of Police, subject to approval by the City Manager.

2. Prior to entering upon their duties, each reserve police officer must take the constitutional oath of office.

3. Reserve police officers shall not be subject to any civil service requirements, nor shall they be subject to the coverage provided by the law enforcement retirement system.

4. An applicant, to be eligible, must be physically fit to perform the duties of a police officer, and be able to pass a police background investigation that is consistent with Commission standards for that of a regular full-time police officer.

5. Reserve officers appointed pursuant to this subsection shall satisfy the continuing professional training requirements prescribed by the Commission.

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F. Authority of the Chief of Police.

1. The reserve police force shall be under the direction and control of the Chief of Police.

2. The Chief of Police is authorized to promulgate and enact rules and regulations governing the reserve police force.

3. Nothing in this chapter shall be construed as preventing the Chief of Police from revoking or suspending any level reserve status of any appointed reserve police officer, nor shall the Chief of Police be under any mandate to recommend any such appointment of any individual reserve police officer. Members of the reserve police force shall serve at the pleasure of the chief and are subject to removal or termination at any time, with or without cause.

G. Arrest Authority and Authorized Powers of Reserve Police Officer I, II and III.

By statute, level I and level II reserve police officers have full peace officer powers with arrest authority as described in this section.

1. Level I Reserve Police Officer.
a. The Chief of Police is authorized and empowered to appoint specific designated level I reserve police officers. The authority of a “designated” level I reserve police officer, assigned to the prevention and detection of crime and the general enforcement of the laws of this state, shall include the full powers and duties of a peace officer as provided by Penal Code Section 830.1. b. Upon being “designated” by the Chief of Police, a reserve police officer who has qualified as a level I reserve police officer and possesses any one of the following, hereby possesses full powers and duties of a peace officer as provided in Section 830.1 of the California Penal Code:
i. A sworn officer of the Crescent City Police Department bearing a retired status;
ii. A minimum of two years of field experience as a reserve police officer with the Crescent City Police Department comprising a minimum of 400 hours and has satisfied competency levels and performance satisfactory to the Chief of Police;
iii. Have “comparable experience” of a minimum of five years with another jurisdiction in the state of California as a full-time peace officer;
iv. Have comparable experience of a minimum of five years with another jurisdiction in the state of California as a level I reserve peace officer and two years as a reserve police officer with the Crescent City Police Department comprising a minimum of 200 hours.

Crescent City Ordinance No. 854 Page 5
c. All appointments to the designated level I reserve police officer status shall be at the discretion of the Chief of Police.
d. A “non-designated” level I reserve police officer possesses full powers and duties of a peace officer only during the duration of assignment to specific police functions as described in Penal Code Section 830.6(a)(1).

2. Level II Reserve Police Officer.

A level II reserve police officer is a peace officer with peace officer powers and arrest authority while under the immediate supervision of a peace officer who has completed the basic training course for deputy sheriffs and police officers (regular basic course) prescribed by the Commission. Level II reserve police officers may also be assigned, with immediate supervision, to those limited duties that are authorized for level III reserve police officers as described in Penal Code Section 832.6(a)(2).

3. Level III Reserve Police Officer.

A level III reserve police officer is a peace officer with limited peace officer authority who does not possess the level of training that provides powers of arrest. A level III reserve police officer may be assigned duties for the duration of a specified period of active duty, while being supervised in the accessible vicinity by a level I reserve police officer or full-time police officer. Not all duties as listed in this section may necessarily be performed by each individual holding this classification. Level III reserve police officers are authorized to carry firearms in the course of their duties as their entry-level training requirement includes firearms training. However, their ability to carry a firearm may be restricted at the discretion of the Chief of Police. [END TEXT AMENDMENT]
Crescent City Ordinance No. 854 Page 6
SECTION 3. SEVERABILITY. If any part of this Ordinance is held to be invalid or inapplicable to any situation by a court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this Ordinance or the applicability of this Ordinance to other situations.

SECTION 4. CEQA FINDINGS. This Ordinance has been reviewed for compliance with the California Environmental Quality Act (CEQA), and the CEQA Guidelines, and has been found to be exempt from CEQA under Section 15061(b)(3) as this ordinance does not have the potential for causing a significant effect on the environment.

SECTION 5. EFFECTIVE DATE & PUBLICATION. This Ordinance will become effective 30 days after the date of its adoption. The City Clerk shall cause this ordinance to be published in a newspaper of general circulation in Del Norte County once within 15 days of its adoption in accordance with the requirements of Government Code Section 36933.

INTRODUCED at a meeting of the City Council of the City of Crescent City held on ____________________________.

PASSED AND ADOPTED by the City Council of the City of Crescent City at a regular meeting of the City Council held this ____ day of _______________ 2025 by the following polled vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Ray Altman, Mayor
ATTEST:

Robin Altman, City Clerk
APPROVED AS TO FORM:

Martha D. Rice, City Attorney

Crescent City City CouncilJune 16, 2025

Crescent City City Council
June 16, 2025