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Agenda, closed session, second session

Crescent City City Council
February 17, 2026

Document
Agenda, closed session, second session
Meeting
February 17, 2026
Body
Crescent City City Council
Pages
3
Original file
33.8 MB
Text extracted from the city's file for reading and search. Open the original on evogov.s3.us-west-2.amazonaws.com. That file is the official record.

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2/17/26 COUNCIL AGENDA

CITY OF CRESCENT CITY

MAYOR ISAIAH WRIGHT MAYOR PRO TEM CANDACE TINKLER

COUNCIL MEMBER RAY ALTMAN COUNCIL MEMBER JASON GREENOUGH

COUNCIL MEMBER STEVE SHAMBLIN
TUESDAY FEBRUARY 17, 2026 6:00 P.M.

PLEASE TAKE NOTE: CLOSED SESSION BEGINS AT 5:30 P.M.

OPEN SESSION BEGINS AT 6:00 P.M.

This meeting will be held in person at the location listed above. The City will broadcast the meeting on YouTube, however, if there is a technological issue with YouTube, the meeting will continue in person as scheduled. The public may access and participate in the public meeting by (1) attending the meeting in person and making public comment when called for by the Mayor or (2) by submitting a written comment via [email protected] or by filing it with the City Clerk at 377 J Street, Crescent City, California, 95531. All public comments (via email or mail) must be received by the City Clerk prior to 12:00 p.m. the day of the meeting. Please identify the meeting date and agenda item to which your comment pertains in the subject line. Public comments so received will be forwarded to the City Council and posted on the website next to the agenda. Written public comments will not be read aloud during the meeting.

Notice regarding Americans with Disabilities Act: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in the meeting, please contact the City Clerk’s office at (707)464- 7483, ext. 12. Notification 48 hours before the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.102-35.104 ADA Title II]. For TTYDD use for speech and hearing impaired, please dial 711. A full agenda packet may be reviewed at City Hall, 377 J Street, Crescent City, CA or on our website: www.crescentcity.org

CLOSED SESSION
Call to order
Roll call
Conference with Legal Counsel – Existing Litigation (Gov. Code § 54956.9(d)(1)): Crescent City v. Donaldson, et al (DNSC Case No. CVCV25-1065; Meder v. Crescent City (DNSC Case No. CVCV25-1069); Aguirre v. Crescent City (DNSC Case No. CVCV25-1182) Conference with Legal Counsel - Potential Litigation (Gov. Code § 54956.9(d)(2)): one case

OPEN SESSION
Call to order
Roll call
Pledge of Allegiance

REPORT OUT OF CLOSED SESSION
AGENDA

REGULAR MEETING OF THE

CITY COUNCIL OF THE CITY OF CRESCENT CITY

FLYNN CENTER BOARD CHAMBERS
981 H STREET
CRESCENT CITY, CA 95531
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2/17/26 COUNCIL AGENDA

CEREMONIAL ITEMS
• Introduction of new employees: Trinity Enos, Declan Williams, Finch Anderson, Ezra Jensen, Donavan Hintz

REPORTS AND PRESENTATIONS
• Visitors Bureau Annual Marketing Report
• CCPD Calls for Service Presentation

PUBLIC COMMENT PERIOD
Any member of the audience is invited to address the City Council on any matter that is within the jurisdiction of the City of Crescent City. Comments of public interest or on matters appearing on the agenda are accepted. Note, however, that the Council is not able to undertake extended discussion or act on non-agendized items. Such items can be referred to staff for appropriate action, which may include placement on a future agenda. All comments shall be directed toward the entire Council. Any comments that are not at the podium are out of order and will not be a part of the public record. After receiving recognition from the Mayor, please state your name and city or county residency for the record. Public comment is limited to three (3) minutes. The public is additionally allotted three minutes each in which to speak on any item on the agenda prior to any action taken by the Council.

CONSENT CALENDAR
The consent calendar contains items deemed to be non-controversial and routine in nature. All items on the consent calendar will be considered as a block and voted upon in one vote unless a member of the City Council “pulls” an item from consent for individual consideration. Public comment will be taken on the consent agenda as a whole, unless an item is pulled. Any pulled item will receive its own public comment opportunity.

1. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period January 24, 2026 through February 6, 2026.

2. Council Minutes
• Recommendation: Approve and adopt the February 2, 2026 minutes of the City Council of the City of Crescent City.

3. Payroll Report
• Recommendation: Receive and file the biweekly payroll reports for the period ending February 7, 2026 paid February 13, 2026.

4. Pelican Bay State Prison Citizens Advisory Commission Appointment • Recommendation: Mayor to appoint and Council to confirm the Mayor’s appointment to the Pelican Bay State Prisons Advisory Commission

5. Budget-to-Actual Summary as of December 31, 2025
• Recommendation: Receive and file budget-to-actual summary of the City’s major operating funds for Fiscal Year 2025-26 as of December 31, 2025

6. Quarterly Cash and Investments Report as of December 31, 2025 • Recommendation: Receive and file quarterly cash and investments report as of December 31, 2025
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2/17/26 COUNCIL AGENDA
PUBLIC HEARING - None

CONTINUING BUSINESS

7. Amendment No. 1 to PHLA/PIP Agreement – Project Description • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and authorize the City Manager to sign Amendment No. 1 to the PLHA/PIP Loan Agreement between the City of Crescent City and Community System Solutions

8. Signs Regulations Update (Muni Code Chapter 17.39)
• 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. 861, AN

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING CHAPTER 17.39, SIGNS, OF TITLE 17, ZONING, OF THE CRESCENT

CITY MUNICIPAL CODE

NEW BUSINESS

9. Updates to Employee Wages, Terms & Working Conditions • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and adopt:

1. Comprehensive Compensation Study Prepared by Evergreen Consulting

2. Resolution No. 2026-04, A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF CRESCENT CITY APPROVING A MEMORANDUM OF

UNDERSTANDING AND SIDE LETTER AGREEMENT BETWEEN THE CITY

OF CRESCENT CITY AND THE CRESCENT CITY MANAGEMENT
EMPLOYEES ASSOCIATION FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027

3. Resolution No. 2026-05, A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF CRESCENT CITY APPROVING A MEMORANDUM OF

UNDERSTANDING BETWEEN THE CITY OF CRESCENT CITY AND THE CRESCENT CITY EMPLOYEES ASSOCIATION FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027

4. Resolution No. 2026-06, A RESOLUTION OF THE CITY OF CRESCENT CITY

APPROVING A MEMORANDUM OF UNDERSTANDING BETWEEN THE

CITY OF CRESCENT CITY AND THE CLERICAL EMPLOYEES OF
CRESCENT CITY FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027

5. Resolution No. 2026-07, A RESOLUTION OF THE CITY OF CRESCENT CITY

APPROVING A MEMORANDUM OF UNDERSTANDING AND SIDE LETTER

AGREEMENT BETWEEN THE CITY OF CRESCENT CITY AND THE

CRESCENT CITY POLICE OFFICERS ASSOCIATION FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027

6. Resolution No. 2026-08, A RESOLUTION OF THE CITY OF CRESCENT CITY

APPROVING A MEMORANDUM OF UNDERSTANDING AND SIDE LETTER 4 | P a g e
2/17/26 COUNCIL AGENDA

AGREEMENT BETWEEN THE CITY OF CRESCENT CITY AND THE

CRESCENT CITY FIREFIGHTERS ASSOCIATION FOR THE PERIOD OF JULY 1, 2025 THROUGH JUNE 30, 2027

7. Resolution No. 2026-09, A RESOLUTION OF THE CITY OF CRESCENT CITY

ESTABLISHING COMPENSATION AND BENEFITS FOR

UNREPRESENTED, CONFIDENTIAL CLASSIFICATIONS

8. Resolution No. 2026-10, A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF CRESCENT CITY APPROVING SPECIAL PAYS AND WAGES FOR

CONTRACT EMPLOYEES

9. Resolution No. 2026-11, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FY 2025-26 BUDGET AND

POSITION CONTROL

10. Resolution No. 2026-12, A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF CRESCENT CITY AMENDING THE TEMPORARY EMPLOYMENT AGREEMENT OF WILLIAM “BILL” GILLESPIE FOR THE RETIRED

ANNUITANT POSITION OF INTERIM FIRE CHIEF

10. Utility Box Art Agreements
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and authorize the City Manager to sign the Pacific Power Utility Box Art Agreement and the Dirt & Glitter Utility Box Art Agreement

11. Amendment No. 6 to Professional Services Agreement with Greenworks, PC • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and authorize the City Manager to execute Amendment No. 6 to the Professional Services Agreement with GreenWorks, PC, increasing the contract amount by $50,800

12. Sutter Coast Hospital Carestar Grant
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and adopt Resolution No. 2026-13, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING THE FY2025-26

BUDGET OF THE CITY OF CRESCENT CITY
• Approve and authorize the City Manager and Chief of Police to sign the MOU regarding grant funds between Sutter Coast Hospital and the Crescent City Police Department

CITY COUNCIL ITEMS
➢ Reports, Concerns, Referrals, Council travel and training reports – In accordance with Gov’t Code § 54954.2(a), City Council Members may make brief announcements or brief reports on their own activities. They may ask questions for clarification, make a referral to staff or take action to have staff place a matter of business on a future agenda. 5 | P a g e
2/17/26 COUNCIL AGENDA
➢ Legislative Matters – Consider miscellaneous legislative matters pertinent to the City of Crescent City. Authorize the Mayor to sign the appropriate letters and/or positions with respect to such matters.
➢ City Manager Report and City Council Directives – Pursuant to Crescent City Municipal Code § 2.08.200, the City Council may instruct the city manager on matters of importance to the administrative services of the City and provide direction with respect to subordinates of the City Manager. (Directives from individual Council Members that are not objected to by any member present shall be considered an order of the City Council.)

ADJOURNMENT
Adjourn to the regular meeting of the City Council of the City of Crescent City on Monday, March 2, 2026 at 6:00 p.m. at the Flynn Center Board Chambers, 981 H Street, Crescent City, CA 95531.

POSTED:

February 13, 2026
/s/ Robin Altman, City Clerk/Administrative Analyst
Vision:

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

Mission:

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

Values:

Accountability - Honesty & Integrity - Excellent Customer Service - Effective & Active Communication -Teamwork – Fiscally Responsible

VISITORS BUREAU
ANNUAL

MARKETING REPORT

CCPD CALLS FOR SERVICE

PRESENTATION
Accounts Payable
User:

Printed:
[email protected]
2/10/2026 2:11 PM
Checks by Date - Summary by Check Number
Check No Vendor No Vendor Name Check Date Void Checks Check Amount ACH EDDTAX State of California EDD TAX Auto Pay 02/02/2026 0.00 6,198.61 ACH FITTAX FIT Payroll Taxes Auto Pay 02/02/2026 0.00 24,797.16 ACH PERS2 Public Emp Retirement Sys 02/02/2026 0.00 38,287.20 ACH EDDTAX State of California EDD TAX Auto Pay 02/02/2026 0.00 43.34 ACH FITTAX FIT Payroll Taxes Auto Pay 02/02/2026 0.00 1,113.90 ACH PERS1 PERS Health 02/05/2026 0.00 100,655.52
ACH PERS2 Public Emp Retirement Sys 02/05/2026 0.00 104,214.00 450258 ATTClets A T & T Corp 01/26/2026 0.00 107.22
450259 AMAZON Amazon Capital Services, Inc 01/26/2026 0.00 4,378.76 450260 AXELLIAN Axelliant LLC 01/26/2026 0.00 63.24
450261 BLUEST Blue Star Gas Associates 01/26/2026 0.00 8,252.83 450262 CURRYE Brad Coleman Inc 01/26/2026 0.00 366.28
450263 CRENNE C Renner Petroleum Inc 01/26/2026 0.00 3,341.57 450264 CHARTEC Charter Communications 01/26/2026 0.00 1,907.12 450265 CONNERB Bridget Conner 01/26/2026 0.00 39.60
450266 COASTCAB William Crowell 01/26/2026 0.00 70,000.00 450267 CUMMIN Cummins Pacific LLC 01/26/2026 0.00 15,481.04 450268 ROTORO Curry Transfer & Recycling Inc 01/26/2026 0.00 706.85 450269 DELLMA Dell Marketing LP 01/26/2026 0.00 10,141.56 450270 LULIISH Dezire Inc. 01/26/2026 0.00 7,239.85
450271 DISTOP Distributor Operations, Inc. 01/26/2026 0.00 312.73 450272 CAMTECH Cameron Eller 01/26/2026 0.00 70,000.00
450273 ENGLUN Englund Marine Supply Co. 01/26/2026 0.00 919.31 450274 EUREKAO Eureka Oxygen Co. 01/26/2026 0.00 133.48 450275 FASHIO Fashion Blacksmith 01/26/2026 0.00 162.50 450276 FASTENAL Fastenal Company 01/26/2026 0.00 441.02 450277 FERGUS Ferguson US Holdings Inc 01/26/2026 0.00 81.19 450278 FRASER&A Donald Fraser 01/26/2026 0.00 1,200.00
450279 FRESWATE Freshwater Environmental Services Inc 01/26/2026 0.00 12,807.50 450280 GRAING Grainger 01/26/2026 0.00 529.95
450281 HACHCO Hach Company Inc 01/26/2026 0.00 733.73
450282 HAMBRO Hambro Forest Products 01/26/2026 0.00 36.40 450283 HAMWSG Hambro WSG Inc 01/26/2026 0.00 10,781.60
450284 USABLUEB HD Supply, Inc. 01/26/2026 0.00 756.30
450285 HDLASSOC Hinderliter deLlamas & Associates 01/26/2026 0.00 600.00 450286 IDEXX IDEXX Distribution Inc. 01/26/2026 0.00 1,055.44 450287 J&LLEAS J & L Leasing 01/26/2026 0.00 630.00
450288 TOWN&COU Jacobson and Miller PC 01/26/2026 0.00 106.45 450289 LACAL Lacal Equipment, Inc. 01/26/2026 0.00 405.15 450290 LAFEVER Joshua LaFever 01/26/2026 0.00 491.07
450291 TERRY Scott and Terry LaFollett 01/26/2026 0.00 623.81 450292 LESSCH Les Schwab Tire Centers of California Inc 01/26/2026 0.00 30.98 450293 THRIFT Malcolm Kelly Inc. 01/26/2026 0.00 96.31
450294 NCLAB Microbac Laboratories, Inc. 01/26/2026 0.00 66.00 450295 MISSIO Mission Linen Supply 01/26/2026 0.00 978.22 450296 MORJON Mor-Jon Inc 01/26/2026 0.00 52.00
450297 NCAGLOV NCG Safety Inc 01/26/2026 0.00 114.22
AP Checks by Date - Summary by Check Number (2/10/2026 2:11 PM) Page 1 Check No Vendor No Vendor Name Check Date Void Checks Check Amount 450298 OREILLY O'Reilly Auto Enterprises LLC 01/26/2026 0.00 234.86 450299 OGWTRMEN Original Watermen, Inc. 01/26/2026 0.00 980.82 450300 MENDES Pacific Packaging & Supply Co Inc 01/26/2026 0.00 1,097.41 450301 PLACERLA Placer Labs Inc. 01/26/2026 0.00 14,750.00 450302 PRECCON PrecisionWorks LLC 01/26/2026 0.00 40,000.00 450303 Quality Quality Control Services Inc. 01/26/2026 0.00 1,745.00 450304 DNDISP Recology Del Norte 01/26/2026 0.00 1,931.16 450305 SPRING SBRK Finance Holdings, Inc 01/26/2026 0.00 2,696.80 450306 SMITHMJ Kimberly D Smith 01/26/2026 0.00 1,154.80 450307 ZCAJUSTA ST CA Dept Of Justice 01/26/2026 0.00 143.00 450308 ZCAWTR1 St Wtr Resource Cntrl Brd 01/26/2026 0.00 80.00 450309 IAMSTAR Starguard Elite LLC 01/26/2026 0.00 60.00 450310 PRAIRIE Esther Stewart 01/26/2026 0.00 105,000.00 450311 DNOFFI Debra Stover 01/26/2026 0.00 22.79
450312 STOVER Ward Stover 01/26/2026 0.00 14,401.87
450313 TBPENICK T.B. Penick & Sons, Inc. 01/26/2026 0.00 64,903.50 450314 TARENS Erica Tarens 01/26/2026 0.00 35,000.00
450315 TIDEWA Tidewater Contractors Inc 01/26/2026 0.00 1,036.08 450316 RAYMOR UBEO West, LLC 01/26/2026 0.00 63.85
450317 CALCARDS US Bank Corporate Pmt Systems 01/26/2026 0.00 435.00 450318 AMAZON Amazon Capital Services, Inc 02/02/2026 0.00 3,677.04 450319 AUTOZONE Auto Zone 02/02/2026 0.00 189.68
450320 BLUEST Blue Star Gas Associates 02/02/2026 0.00 1.08 450321 CRENNE C Renner Petroleum Inc 02/02/2026 0.00 6,775.57 450322 CANON Canon Solutions America Inc 02/02/2026 0.00 66.74 450323 CENTRAE Central Equipment 02/02/2026 0.00 596.00 450324 CHAMPION Champion Awards, Engraving & Promotional Products 02/02/2026 0.00 100.07 450325 CIVICA Civica Law Group APC 02/02/2026 0.00 5,736.90 450326 CUMMIN Cummins Pacific LLC 02/02/2026 0.00 2,447.39 450327 DNCOUN D N Co Unified School Dst 02/02/2026 0.00 2,161.03 450328 DNCBOS Del Norte County 02/02/2026 0.00 120.00
450329 ENGLUN Englund Marine Supply Co. 02/02/2026 0.00 175.44 450330 GALEAWIL Galea Wildlife Consulting Inc. 02/02/2026 0.00 6,237.50 450331 NAPA GDMI ENT INC 02/02/2026 0.00 2,556.85
450332 Home Dep Home Depot Credit Services 02/02/2026 0.00 8,690.35 450333 HORAT Joseph & Maria Horat 02/02/2026 0.00 130.44 450334 INDUSTST Industrial Steel & Supply Co., Inc 02/02/2026 0.00 299.09 450335 INFOSEND Infosend Inc. 02/02/2026 0.00 1,023.93
450336 J&LLEAS J & L Leasing 02/02/2026 0.00 646.00
450337 LESSCH Les Schwab Tire Centers of California Inc 02/02/2026 0.00 636.95 450338 THRIFT Malcolm Kelly Inc. 02/02/2026 0.00 128.12 450339 MISSIO Mission Linen Supply 02/02/2026 0.00 221.94 450340 OREILLY O'Reilly Auto Enterprises LLC 02/02/2026 0.00 254.01 450341 OTIS E Otis Elevator Company Inc 02/02/2026 0.00 439.56 450342 OWENEQ Owen Equipment Sales 02/02/2026 0.00 953.35 450343 PACESUPP Pace Supply Corp 02/02/2026 0.00 416.10 450344 MENDES Pacific Packaging & Supply Co Inc 02/02/2026 0.00 1,565.74 450345 QUADIENT Quadient Finance USA Inc 02/02/2026 0.00 5,000.00 450346 ROSSJAN Matthew Ross 02/02/2026 0.00 5,650.00
450347 SMITHMJ Kimberly D Smith 02/02/2026 0.00 570.50
450348 SRA Smith River Alliance, Inc. 02/02/2026 0.00 3,340.37 450349 SOUTHERN Southern Oregon Wireless Inc 02/02/2026 0.00 1,450.00 450350 STONEJ Jager Stone 02/02/2026 0.00 625.00
450351 DNOFFI Debra Stover 02/02/2026 0.00 562.90
450352 SUNRIDGE Sun Ridge Systems, Inc. 02/02/2026 0.00 10,419.00 450353 ZCAENV SWRCB - ELAP Fees 02/02/2026 0.00 5,525.00 450354 TROMBL Lee A. Tromble 02/02/2026 0.00 270.00
AP Checks by Date - Summary by Check Number (2/10/2026 2:11 PM) Page 2 Check No Vendor No Vendor Name Check Date Void Checks Check Amount 450355 CALCARDS US Bank Corporate Pmt Systems 02/02/2026 0.00 10,102.51 450356 USCCLLC USCC Services LLC 02/02/2026 0.00 11,200.67 450357 VERIZO3 Verizon Wireless Services LLC 02/02/2026 0.00 2,269.10 450358 ICMARE Mission Square 02/02/2026 0.00 3,121.06
450359 ZCAFRAN2 State Of California 02/02/2026 0.00 228.51 450397 CALORE AirMedCare 02/05/2026 0.00 5,250.00
450398 AMFAM American Family Life 02/05/2026 0.00 1,779.02 450399 AMLIF Ameritas Life Ins. Corp. 02/05/2026 0.00 5,540.16 450400 GARYBUCH Gary R. Buchholz 02/05/2026 0.00 4,657.57 450401 CLEA California Law Enforcement Association 02/05/2026 0.00 384.00 450402 EDDUI Employment Development Dept 02/05/2026 0.00 1,657.00 450403 IBTPORAC Research Association of California Insurance and Benefits Trust of the Peace Officers 02/05/2026 0.00 1,176.00 450404 REDWMO Kevin J Caldwell MD Inc 02/05/2026 0.00 74.00 450405 NORTCOAS NorthCoast Health Screening 02/05/2026 0.00 575.00 450406 PARS PARS, Public Agency Retirement 02/05/2026 0.00 300.00 450407 STANDAI Standard Insurance Company 02/05/2026 0.00 2,886.83 450408 VISION Vision Service Plan 02/05/2026 0.00 1,191.00 Report Total (121 checks): 0.00 919,270.02
AP Checks by Date - Summary by Check Number (2/10/2026 2:11 PM) Page 3 AP
01-24-26 to 02-06-26 Council
User: [email protected]
Printed: 2/10/2026 2:09:53 PM
Check Numb Check Date Acct 1 Description Amount Selected For Void 0 2/2/2026 610-000-2185-00000 PR Batch 00033.01.2026 State Income Tax 2,949.31 False 0 2/2/2026 610-000-2185-00000 PR Batch 00003.01.2026 State Income Tax 3,249.30 False 0 2/2/2026 610-000-2185-00000 PR Batch 00333.01.2026 State Income Tax 43.34 False 0 2/2/2026 610-000-2188-00000 PR Batch 00333.01.2026 Medicare Employee Portion 115.92 False 0 2/2/2026 610-000-2189-00000 PR Batch 00033.01.2026 Federal Income Tax 7,981.61 False 0 2/2/2026 610-000-2188-00000 PR Batch 00333.01.2026 Medicare Employer Portion 115.92 False 0 2/2/2026 610-000-2189-00000 PR Batch 00333.01.2026 Federal Income Tax 882.06 False 0 2/2/2026 610-000-2188-00000 PR Batch 00033.01.2026 Medicare Employer Portion 1,327.13 False 0 2/2/2026 610-000-2189-00000 PR Batch 00003.01.2026 Federal Income Tax 10,465.25 False 0 2/2/2026 610-000-2188-00000 PR Batch 00003.01.2026 Medicare Employee Portion 1,848.02 False 0 2/2/2026 610-000-2188-00000 PR Batch 00003.01.2026 Medicare Employer Portion 1,848.02 False 0 2/2/2026 610-000-2188-00000 PR Batch 00033.01.2026 Medicare Employee Portion 1,327.13 False 0 2/2/2026 610-000-2187-00000 PR Batch 00003.01.2026 Service Credit Purchase 413.20 False 0 2/2/2026 610-000-2187-00000 PR Batch 00003.01.2026 EE PERS Contribution 9,507.31 False 0 2/2/2026 610-000-2187-00000 PR Batch 00003.01.2026 Survivor Benefit 40.92 False 0 2/2/2026 610-000-2187-00000 PR Batch 00033.01.2026 ER PERS Contribution 8,566.18 False 0 2/2/2026 610-000-2187-00000 PR Batch 00033.01.2026 Survivor Benefit 21.87 False 0 2/2/2026 610-000-2187-00000 PR Batch 00003.01.2026 MO EE PERS Contribution 186.22 False 0 2/2/2026 610-000-2187-00000 PR Batch 00003.01.2026 ER PERS Contribution 12,346.73 False 0 2/2/2026 610-000-2187-00000 PR Batch 00033.01.2026 EE PERS Contribution 7,204.77 False 0 2/5/2026 630-111-4409-00000 Feb 2026 Admin Fees - Retirees 14.35 False 0 2/5/2026 630-000-4125-00000 Feb 2026 Premiums - Retirees 5,250.00 False 0 2/5/2026 610-000-2173-00000 Feb 2026 Premiums - Active 95,314.92 False 0 2/5/2026 001-111-4125-00000 Feb 2026 Admin Fees - Active 76.25 False 0 2/5/2026 610-000-1510-00000 FY26 PERS UAL - Plan # 26908 1,213.00 False 0 2/5/2026 610-000-1510-00000 FY26 PERS UAL - Plan # 1341 72,766.33 False 0 2/5/2026 610-000-1510-00000 FY26 PERS UAL - Plan # 6984 27,762.92 False 0 2/5/2026 610-000-1510-00000 FY26 PERS UAL - Plan # 25612 495.92 False 0 2/5/2026 610-000-1510-00000 FY26 PERS UAL - Plan # 6984 1,975.83 False 450258 1/26/2026 001-240-4230-00000 FY26 DOJ/CLETS Line:12/01-12/31/25 107.22 False 450259 1/26/2026 001-240-4320-00000 Academy equipment: Steamer for clothes, athletic wear. 105.14 False 450259 1/26/2026 001-240-4310-00000 Office supplies: Pens, sticky notes, memo pads. 142.03 False 450259 1/26/2026 508-508-4390-00000 Ignition switches. 41.12 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 1 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450259 1/26/2026 508-508-4390-00000 Parts. 9.73 False
450259 1/26/2026 419-371-4390-00000 iPhone case J. DuBois 43.29 False 450259 1/26/2026 420-115-4390-00000 Pool POE switch for cameras. 184.01 False 450259 1/26/2026 001-480-4390-00000 Spray bottle 12.20 False 450259 1/26/2026 001-480-4310-00000 Spray bottle 147.21 False 450259 1/26/2026 419-371-4409-00000 HDD for SCADA 432.98 False 450259 1/26/2026 420-115-4390-00000 Raspberry Pi case. 10.27 False 450259 1/26/2026 420-115-4390-00000 Rack fans. 89.16 False 450259 1/26/2026 413-356-4390-35022 Engine heater coolant. 75.68 False 450259 1/26/2026 001-480-4310-00000 Replace failing POS HW 365.88 False 450259 1/26/2026 420-115-4390-00000 Raspberry Pi power adapter. 12.33 False 450259 1/26/2026 001-240-4320-00000 Mouse pads, HDMI cables, floor mats, docking station, USB C 360.65 False 450259 1/26/2026 420-115-4312-00000 iPhone 16 Refresh materials. 343.24 False 450259 1/26/2026 420-115-4312-00000 iPhone 15 Refresh materials. 32.25 False 450259 1/26/2026 506-506-4390-00000 Stand alone keypad for gate opener. 80.64 False 450259 1/26/2026 001-240-4320-00000 Uniforms. 141.34 False 450259 1/26/2026 001-240-4310-00000 Cabinet and desk organizer, docking stations 191.26 False 450259 1/26/2026 001-240-4390-00000 Evidence rulers. 113.67 False 450259 1/26/2026 001-230-4390-00000 iPhone case for Capt. Buell. 33.76 False 450259 1/26/2026 001-240-4390-AB109 Training equipment. 975.84 False 450259 1/26/2026 001-114-4310-00000 HR office supplies. 35.61 False 450259 1/26/2026 412-114-4310-00000 HR office supplies. 1.27 False 450259 1/26/2026 419-114-4310-00000 HR office supplies. 6.01 False 450259 1/26/2026 413-114-4310-00000 HR office supplies. 5.44 False 450259 1/26/2026 508-508-4390-00000 Paint 52.33 False
450259 1/26/2026 419-130-4310-00000 CH -Office Supplies 0.58 False 450259 1/26/2026 412-100-4310-00000 CH -Office Supplies 0.82 False 450259 1/26/2026 001-480-4310-00000 CH -Office Supplies 0.82 False 450259 1/26/2026 413-357-4310-00000 CH -Office Supplies 1.91 False 450259 1/26/2026 001-313-4310-00000 CH -Office Supplies 1.39 False 450259 1/26/2026 001-251-4310-00000 CH -Office Supplies 5.28 False 450259 1/26/2026 412-130-4310-00000 CH -Office Supplies 0.16 False 450259 1/26/2026 001-364-4310-00000 CH -Office Supplies 1.09 False 450259 1/26/2026 001-470-4310-00000 CH -Office Supplies 0.40 False 450259 1/26/2026 412-120-4310-00000 CH -Office Supplies 0.90 False 450259 1/26/2026 001-112-4310-00000 CH -Office Supplies 2.23 False 450259 1/26/2026 413-352-4310-00000 CH -Office Supplies 0.49 False 450259 1/26/2026 001-471-4310-00000 CH -Office Supplies 0.74 False 450259 1/26/2026 419-111-4310-00000 CH -Office Supplies 1.08 False 450259 1/26/2026 420-115-4310-00000 CH -Office Supplies 6.55 False 450259 1/26/2026 419-114-4310-00000 CH -Office Supplies 0.45 False 450259 1/26/2026 413-120-4310-00000 CH -Office Supplies 5.83 False 450259 1/26/2026 412-113-4310-00000 CH -Office Supplies 0.13 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 2 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450259 1/26/2026 419-120-4310-00000 CH -Office Supplies 5.78 False 450259 1/26/2026 413-114-4310-00000 CH -Office Supplies 0.38 False 450259 1/26/2026 001-120-4310-00000 CH -Office Supplies 5.40 False 450259 1/26/2026 001-113-4310-00000 CH -Office Supplies 0.99 False 450259 1/26/2026 419-371-4310-00000 CH -Office Supplies 3.49 False 450259 1/26/2026 001-250-4310-00000 CH -Office Supplies 1.20 False 450259 1/26/2026 412-114-4310-00000 CH -Office Supplies 0.08 False 450259 1/26/2026 419-113-4310-00000 CH -Office Supplies 1.00 False 450259 1/26/2026 001-111-4310-00000 CH -Office Supplies 1.04 False 450259 1/26/2026 413-111-4310-00000 CH -Office Supplies 0.98 False 450259 1/26/2026 001-350-4310-00000 CH -Office Supplies 2.73 False 450259 1/26/2026 412-111-4310-00000 CH -Office Supplies 0.16 False 450259 1/26/2026 001-130-4310-00000 CH -Office Supplies 1.15 False 450259 1/26/2026 413-113-4310-00000 CH -Office Supplies 0.99 False 450259 1/26/2026 413-353-4310-00000 CH -Office Supplies 1.09 False 450259 1/26/2026 001-114-4310-00000 CH -Office Supplies 2.34 False 450259 1/26/2026 413-130-4310-00000 CH -Office Supplies 0.57 False 450259 1/26/2026 412-114-4310-00000 Binders and dividers. 2.35 False 450259 1/26/2026 001-114-4310-00000 Binders and dividers. 65.47 False 450259 1/26/2026 413-114-4310-00000 Binders and dividers. 10.05 False 450259 1/26/2026 419-114-4310-00000 Binders and dividers. 11.09 False 450259 1/26/2026 001-313-4310-00000 CH -Office Supplies 0.33 False 450259 1/26/2026 419-120-4310-00000 CH -Office Supplies 1.35 False 450259 1/26/2026 413-357-4310-00000 CH -Office Supplies 0.45 False 450259 1/26/2026 413-120-4310-00000 CH -Office Supplies 1.35 False 450259 1/26/2026 001-251-4310-00000 CH -Office Supplies 1.24 False 450259 1/26/2026 412-114-4310-00000 CH -Office Supplies 0.02 False 450259 1/26/2026 001-350-4310-00000 CH -Office Supplies 0.64 False 450259 1/26/2026 412-100-4310-00000 CH -Office Supplies 0.19 False 450259 1/26/2026 413-352-4310-00000 CH -Office Supplies 0.11 False 450259 1/26/2026 413-353-4310-00000 CH -Office Supplies 0.26 False 450259 1/26/2026 001-130-4310-00000 CH -Office Supplies 0.27 False 450259 1/26/2026 420-115-4310-00000 CH -Office Supplies 1.52 False 450259 1/26/2026 001-114-4310-00000 CH -Office Supplies 0.55 False 450259 1/26/2026 413-113-4310-00000 CH -Office Supplies 0.23 False 450259 1/26/2026 001-111-4310-00000 CH -Office Supplies 0.25 False 450259 1/26/2026 001-364-4310-00000 CH -Office Supplies 0.25 False 450259 1/26/2026 412-120-4310-00000 CH -Office Supplies 0.21 False 450259 1/26/2026 001-113-4310-00000 CH -Office Supplies 0.23 False 450259 1/26/2026 413-111-4310-00000 CH -Office Supplies 0.23 False 450259 1/26/2026 001-471-4310-00000 CH -Office Supplies 0.17 False 450259 1/26/2026 001-120-4310-00000 CH -Office Supplies 1.26 False 450259 1/26/2026 419-371-4310-00000 CH -Office Supplies 0.81 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 3 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450259 1/26/2026 001-250-4310-00000 CH -Office Supplies 0.28 False 450259 1/26/2026 001-480-4310-00000 CH -Office Supplies 0.19 False 450259 1/26/2026 419-113-4310-00000 CH -Office Supplies 0.23 False 450259 1/26/2026 412-130-4310-00000 CH -Office Supplies 0.04 False 450259 1/26/2026 419-114-4310-00000 CH -Office Supplies 0.11 False 450259 1/26/2026 412-113-4310-00000 CH -Office Supplies 0.02 False 450259 1/26/2026 413-114-4310-00000 CH -Office Supplies 0.09 False 450259 1/26/2026 419-111-4310-00000 CH -Office Supplies 0.25 False 450259 1/26/2026 001-470-4310-00000 CH -Office Supplies 0.09 False 450259 1/26/2026 001-112-4310-00000 CH -Office Supplies 0.52 False 450259 1/26/2026 412-111-4310-00000 CH -Office Supplies 0.04 False 450259 1/26/2026 413-130-4310-00000 CH -Office Supplies 0.14 False 450259 1/26/2026 419-130-4310-00000 CH -Office Supplies 0.13 False 450259 1/26/2026 001-480-4370-00000 Cleaning wipes. 19.42 False 450260 1/26/2026 420-115-4450-00000 Additional Microsoft 360 license (01/07-12/23/26) 63.24 False 450261 1/26/2026 001-230-4220-00000 FY26 Propane (ACCT#209979) Delivered 12/01/2025 255.68 False 450261 1/26/2026 001-112-4220-00000 FY26 Propane (ACCT#304812) 10/15-11/17/25 11.00 False 450261 1/26/2026 001-112-4220-00000 FY26 Propane (ACCT# 1031563) 11/17-12/15/25 11.00 False 450261 1/26/2026 001-471-4220-00000 FY26 Propane (ACCT#65468) 11/17-12/15/25 11.00 False 450261 1/26/2026 001-240-4220-00000 FY26 Propane (ACCT#1038315) 11/17-12/15/25 11.00 False 450261 1/26/2026 001-480-4220-00000 FY26 Propane (ACCT# 65442) 11/17-12/15/25 4,575.44 False 450261 1/26/2026 001-480-4220-00000 FY26 Propane (ACCT# 304763) 10/15-11/17/25 3,362.09 False 450261 1/26/2026 001-471-4220-00000 FY26 Propane (ACCT# 65468) 10/15-11/17/25 15.62 False 450262 1/26/2026 413-353-4390-00000 Ignition 47.51 False 450262 1/26/2026 413-000-2122-00000 Ignition TAX -3.62 False 450262 1/26/2026 001-470-4390-00000 Parts 239.67 False
450262 1/26/2026 001-000-2122-00000 Parts TAX -18.27 False 450262 1/26/2026 001-470-4390-00000 Chain loops. 71.42 False 450262 1/26/2026 001-364-4390-10025 Chain loops. 71.43 False 450262 1/26/2026 001-000-2122-00000 Chain loops. TAX -10.89 False 450262 1/26/2026 001-000-2122-00000 CREDIT for double payment of invoice# 326039 TAX. 2.56 False 450262 1/26/2026 001-470-4390-00000 CREDIT for double payment of invoice# 326039 -33.53 False 450263 1/26/2026 001-240-4330-00000 FY26 Fuel for Patrol Cars: Dec '25 2,717.55 False 450263 1/26/2026 001-240-4330-00000 FY26 Fuel for Patrol Cars: Dec '25 624.02 False 450264 1/26/2026 412-100-4230-00000 TV and WiFi Services FY26: 01/01-01/31/26 1,907.12 False 450265 1/26/2026 412-000-3570-00000 REFUND for stay on 01/17-01/19/26. Conf# 13012 36.00 False 450265 1/26/2026 001-000-3221-00000 REFUND for stay on 01/17-01/19/26. Conf# 13012 3.60 False 450266 1/26/2026 161-485-4796-24BAL Business Assistance Program: Coastal Cab forgivable loan (2FTE) 70,000.00 False 450267 1/26/2026 419-371-4450-00000 Repair of Ranney Collector genset 15,481.04 False 450268 1/26/2026 001-112-4392-00000 Christmas parade porta-potties. 706.85 False 450269 1/26/2026 001-240-4530-00000 4 Laptops for training and travel 5,363.67 False 450269 1/26/2026 419-120-4312-00000 Laptops for Finance Director and Finance Analyst 839.06 False 450269 1/26/2026 413-120-4312-00000 Laptops for Finance Director and Finance Analyst 839.05 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 4 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450269 1/26/2026 001-120-4312-00000 Laptops for Finance Director and Finance Analyst 864.47 False 450269 1/26/2026 001-240-4312-00000 Rims server and ProSupport (HW). 695.53 False 450269 1/26/2026 001-240-4312-00000 Purchase of laptop for Chief 1,539.78 False 450270 1/26/2026 001-112-4430-00000 FY26 Advertising and Marketing Services 10/28-12/29/25 218.75 False 450270 1/26/2026 412-100-4430-00000 FY26 Advertising and Marketing Services 10/28-12/29/25 751.25 False 450270 1/26/2026 001-480-4430-00000 FY26 Advertising and Marketing Services 10/28-12/29/25 6,269.85 False 450271 1/26/2026 508-508-4390-00000 Battery #31 (Qty 2) 312.73 False 450272 1/26/2026 161-485-4796-24BAL Business Assistance Program: CamTech Computer Services forgivabl 70,000.00 False 450273 1/26/2026 419-371-4390-00000 Clamps and coupler. 162.29 False 450273 1/26/2026 001-470-4390-00000 Hose and chains. 362.31 False 450273 1/26/2026 001-364-4390-10025 Jacket and boots. 116.42 False 450273 1/26/2026 419-371-4390-00000 Jacket and boots. 116.41 False 450273 1/26/2026 413-353-4390-00000 Jacket and boots. 116.41 False 450273 1/26/2026 508-508-4390-00000 Separator kits. 45.47 False 450274 1/26/2026 001-230-4390-00000 Cylinder rental. 133.48 False 450275 1/26/2026 419-371-4390-00000 Created and modify design for Water valve covers. 162.50 False 450276 1/26/2026 419-371-4390-00000 Safety/PW Supplies 73.52 False 450276 1/26/2026 508-508-4390-00000 Safety/PW Supplies 73.47 False 450276 1/26/2026 506-506-4390-00000 Safety/PW Supplies 73.52 False 450276 1/26/2026 413-353-4390-00000 Safety/PW Supplies 73.52 False 450276 1/26/2026 001-470-4390-00000 Safety/PW Supplies 73.47 False 450276 1/26/2026 001-364-4390-10025 Safety/PW Supplies 73.52 False 450277 1/26/2026 419-371-4390-00000 Service charge for Dec '25 81.19 False 450278 1/26/2026 001-120-4409-00000 Preparation of ROPS 26-27 for Successor Agency 1,200.00 False 450279 1/26/2026 413-353-4409-00000 FY26 Sewer Regulatory Services - Task Order 13: 12/02/25-01/02/2 363.33 False 450279 1/26/2026 419-371-4409-00000 FY26 Water Regulatory Services - Task Order 12: Dec 2025 3,052.00 False 450279 1/26/2026 419-371-4409-00000 FY26 Cross Connection Services - Task Order 15: Dec 2025 2,834.00 False 450279 1/26/2026 001-364-4409-00000 Task Order 14 - Stormwater Regulatory Services: Dec 2025 5,831.50 False 450279 1/26/2026 413-352-4409-00000 FY26 Sewer Regulatory Services - Task Order 13: 12/02/25-01/02/2 726.67 False 450280 1/26/2026 419-371-4390-00000 Test leads 65.01 False 450280 1/26/2026 413-353-4390-00000 Safety glasses 57.36 False 450280 1/26/2026 419-371-4390-00000 Marking flags. 40.64 False 450280 1/26/2026 001-364-4390-10025 Marking flags. 40.66 False 450280 1/26/2026 001-364-4390-10025 Safety glasses 57.36 False 450280 1/26/2026 419-371-4390-00000 Safety glasses 57.36 False 450280 1/26/2026 413-353-4390-00000 Marking flags. 40.64 False 450280 1/26/2026 001-470-4390-00000 Safety glasses 57.36 False 450280 1/26/2026 506-506-4390-00000 Safety glasses 57.37 False 450280 1/26/2026 413-353-4390-00000 Sulfide. 56.19 False 450281 1/26/2026 413-351-4390-00000 FY26 Various Lab Supplies 733.73 False 450282 1/26/2026 412-100-4450-00000 5th wheel storage. 36.40 False 450283 1/26/2026 413-000-1202-00000 Sludge Processing. 2,017.98 False 450283 1/26/2026 413-000-1202-00000 Sludge Processing. 2,236.03 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 5 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450283 1/26/2026 413-000-1202-00000 Sludge Processing. 2,073.38 False 450283 1/26/2026 413-000-1202-00000 Sludge Processing. 2,221.74 False 450283 1/26/2026 413-000-1202-00000 Sludge Processing. 2,232.47 False 450284 1/26/2026 413-356-4390-35022 Wire and switch. 756.30 False 450285 1/26/2026 001-120-4409-2020S Measure S audit and reporting FY '26 Oct-Dec. 600.00 False 450286 1/26/2026 413-351-4390-00000 Quanti tray sealer with 5 year care coverage 1,055.44 False 450287 1/26/2026 001-230-4530-00000 Hazmat course 630.00 False 450288 1/26/2026 001-240-4380-2020S FY26 Medical care for Kostya: Annual Bordetella testing. 106.45 False 450289 1/26/2026 508-508-4390-00000 Water level sender. 405.15 False 450290 1/26/2026 412-000-3570-00000 REFUND for stay on 01/04-02/01/26. Conf# 12912 446.43 False 450290 1/26/2026 001-000-3221-00000 REFUND for stay on 01/04-02/01/26. Conf# 12912 44.64 False 450291 1/26/2026 412-100-4320-00000 T-shirts and custom embroidery. 623.81 False 450292 1/26/2026 001-240-4391-00000 Passenger wheel mounted and balanced. 30.98 False 450293 1/26/2026 001-470-4390-00000 PVC parts. 53.64 False 450293 1/26/2026 419-371-4390-00000 PVC 42.67 False
450294 1/26/2026 413-351-4685-00000 FY26 External lab test for CCWQL 66.00 False 450295 1/26/2026 413-351-4320-00000 FY 26 Laundry services/uniforms 26.19 False 450295 1/26/2026 413-353-4320-00000 FY 26 Laundry services/uniforms 63.80 False 450295 1/26/2026 508-508-4320-00000 FY 26 Laundry services/uniforms 25.67 False 450295 1/26/2026 001-480-4370-00000 Janitorial service: Towles and mats for pool. 72.48 False 450295 1/26/2026 508-508-4320-00000 FY 26 Laundry services/uniforms 42.70 False 450295 1/26/2026 413-353-4320-00000 FY 26 Laundry services/uniforms 62.51 False 450295 1/26/2026 413-351-4320-00000 FY 26 Laundry services/uniforms 18.56 False 450295 1/26/2026 001-480-4370-00000 FY 26 Laundry services: Towles and mats pool. 72.48 False 450295 1/26/2026 001-480-4370-00000 FY 26 Laundry services: Towles and mats pool. 70.61 False 450295 1/26/2026 413-353-4320-00000 FY 26 Laundry services/uniforms 52.92 False 450295 1/26/2026 508-508-4320-00000 FY 26 Laundry services/uniforms 33.11 False 450295 1/26/2026 413-351-4320-00000 FY 26 Laundry services/uniforms 18.08 False 450295 1/26/2026 001-480-4370-00000 FY 26 Laundry services: Towles and mats pool. 72.48 False 450295 1/26/2026 508-508-4320-00000 FY 26 Laundry services/uniforms 34.25 False 450295 1/26/2026 413-351-4320-00000 FY 26 Laundry services/uniforms 26.19 False 450295 1/26/2026 413-353-4320-00000 FY 26 Laundry services/uniforms 54.06 False 450295 1/26/2026 413-111-4370-00000 City Hall Mats 0.41 False 450295 1/26/2026 001-130-4370-00000 City Hall Mats 0.47 False 450295 1/26/2026 419-111-4370-00000 City Hall Mats 0.45 False 450295 1/26/2026 001-471-4370-00000 City Hall Mats 0.31 False 450295 1/26/2026 413-357-4370-00000 City Hall Mats 0.79 False 450295 1/26/2026 419-120-4370-00000 City Hall Mats 2.40 False 450295 1/26/2026 001-350-4370-00000 City Hall Mats 1.13 False 450295 1/26/2026 001-250-4370-00000 City Hall Mats 0.50 False 450295 1/26/2026 413-353-4370-00000 City Hall Mats 0.46 False 450295 1/26/2026 001-120-4370-00000 City Hall Mats 2.24 False 450295 1/26/2026 001-112-4370-00000 City Hall Mats 0.92 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 6 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450295 1/26/2026 001-313-4370-00000 City Hall Mats 0.57 False 450295 1/26/2026 413-352-4370-00000 City Hall Mats 0.20 False 450295 1/26/2026 412-130-4370-00000 City Hall Mats 0.06 False 450295 1/26/2026 001-114-4370-00000 City Hall Mats 0.97 False 450295 1/26/2026 412-120-4370-00000 City Hall Mats 0.38 False 450295 1/26/2026 413-120-4370-00000 City Hall Mats 2.42 False 450295 1/26/2026 412-113-4370-00000 City Hall Mats 0.05 False 450295 1/26/2026 412-111-4370-00000 City Hall Mats 0.07 False 450295 1/26/2026 419-113-4370-00000 City Hall Mats 0.41 False 450295 1/26/2026 419-371-4370-00000 City Hall Mats 1.44 False 450295 1/26/2026 001-113-4370-00000 City Hall Mats 0.42 False 450295 1/26/2026 419-130-4370-00000 City Hall Mats 0.24 False 450295 1/26/2026 001-470-4370-00000 City Hall Mats 0.16 False 450295 1/26/2026 419-114-4370-00000 City Hall Mats 0.19 False 450295 1/26/2026 001-251-4370-00000 City Hall Mats 2.19 False 450295 1/26/2026 413-113-4370-00000 City Hall Mats 0.41 False 450295 1/26/2026 412-100-4370-00000 City Hall Mats 0.34 False 450295 1/26/2026 001-364-4370-00000 City Hall Mats 0.46 False 450295 1/26/2026 413-130-4370-00000 City Hall Mats 0.24 False 450295 1/26/2026 420-115-4370-00000 City Hall Mats 2.72 False 450295 1/26/2026 412-114-4370-00000 City Hall Mats 0.04 False 450295 1/26/2026 001-480-4370-00000 City Hall Mats 0.34 False 450295 1/26/2026 413-114-4370-00000 City Hall Mats 0.16 False 450295 1/26/2026 001-111-4370-00000 City Hall Mats 0.43 False 450295 1/26/2026 413-351-4320-00000 FY 26 Laundry services/uniforms 25.51 False 450295 1/26/2026 001-480-4370-00000 FY 26 Laundry services: Towles and mats pool. 70.61 False 450295 1/26/2026 413-353-4320-00000 FY 26 Laundry services/uniforms 52.92 False 450295 1/26/2026 508-508-4320-00000 FY 26 Laundry services/uniforms 33.11 False 450295 1/26/2026 413-130-4370-00000 City Hall Mats 0.24 False 450295 1/26/2026 001-112-4370-00000 City Hall Mats 0.92 False 450295 1/26/2026 001-111-4370-00000 City Hall Mats 0.43 False 450295 1/26/2026 001-114-4370-00000 City Hall Mats 0.97 False 450295 1/26/2026 412-113-4370-00000 City Hall Mats 0.05 False 450295 1/26/2026 419-111-4370-00000 City Hall Mats 0.45 False 450295 1/26/2026 412-120-4370-00000 City Hall Mats 0.38 False 450295 1/26/2026 419-114-4370-00000 City Hall Mats 0.19 False 450295 1/26/2026 419-120-4370-00000 City Hall Mats 2.40 False 450295 1/26/2026 001-130-4370-00000 City Hall Mats 0.47 False 450295 1/26/2026 001-471-4370-00000 City Hall Mats 0.31 False 450295 1/26/2026 412-111-4370-00000 City Hall Mats 0.07 False 450295 1/26/2026 419-113-4370-00000 City Hall Mats 0.41 False 450295 1/26/2026 413-114-4370-00000 City Hall Mats 0.16 False 450295 1/26/2026 412-130-4370-00000 City Hall Mats 0.06 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 7 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450295 1/26/2026 001-364-4370-00000 City Hall Mats 0.46 False 450295 1/26/2026 420-115-4370-00000 City Hall Mats 2.72 False 450295 1/26/2026 413-120-4370-00000 City Hall Mats 2.42 False 450295 1/26/2026 001-313-4370-00000 City Hall Mats 0.57 False 450295 1/26/2026 001-250-4370-00000 City Hall Mats 0.50 False 450295 1/26/2026 001-480-4370-00000 City Hall Mats 0.34 False 450295 1/26/2026 413-357-4370-00000 City Hall Mats 0.79 False 450295 1/26/2026 001-470-4370-00000 City Hall Mats 0.16 False 450295 1/26/2026 413-111-4370-00000 City Hall Mats 0.41 False 450295 1/26/2026 419-130-4370-00000 City Hall Mats 0.24 False 450295 1/26/2026 001-113-4370-00000 City Hall Mats 0.42 False 450295 1/26/2026 412-114-4370-00000 City Hall Mats 0.04 False 450295 1/26/2026 001-120-4370-00000 City Hall Mats 2.24 False 450295 1/26/2026 001-350-4370-00000 City Hall Mats 1.13 False 450295 1/26/2026 412-100-4370-00000 City Hall Mats 0.34 False 450295 1/26/2026 001-251-4370-00000 City Hall Mats 2.19 False 450295 1/26/2026 413-353-4370-00000 City Hall Mats 0.46 False 450295 1/26/2026 413-113-4370-00000 City Hall Mats 0.41 False 450295 1/26/2026 419-371-4370-00000 City Hall Mats 1.44 False 450295 1/26/2026 413-352-4370-00000 City Hall Mats 0.20 False 450296 1/26/2026 001-480-4390-00000 Axis bearings 52.00 False 450297 1/26/2026 508-508-4390-00000 Safety/PW Supplies 19.03 False 450297 1/26/2026 506-506-4390-00000 Safety/PW Supplies 19.04 False 450297 1/26/2026 001-470-4390-00000 Safety/PW Supplies 19.03 False 450297 1/26/2026 419-371-4390-00000 Safety/PW Supplies 19.04 False 450297 1/26/2026 001-364-4390-10025 Safety/PW Supplies 19.04 False 450297 1/26/2026 413-353-4390-00000 Safety/PW Supplies 19.04 False 450298 1/26/2026 508-508-4390-00000 Horn button. 7.57 False 450298 1/26/2026 508-508-4390-00000 Plastic 20.56 False 450298 1/26/2026 508-508-4390-00000 Plastic 20.56 False 450298 1/26/2026 001-230-4391-00000 Sealed beam. 45.98 False 450298 1/26/2026 001-230-4391-00000 Sealed beam. 45.98 False 450298 1/26/2026 001-230-4390-00000 Tire cleaner and tire shine. 57.31 False 450298 1/26/2026 508-508-4390-00000 Mini bulbs. 7.95 False 450298 1/26/2026 508-508-4390-60003 LED mini bulbs. 28.95 False 450299 1/26/2026 001-480-4320-00000 Uniforms. 980.82 False 450300 1/26/2026 001-230-4370-00000 Janitorial Supplies- Fire Department. 60.19 False 450300 1/26/2026 001-240-4370-00000 Janitorial Supplies- City-Wide 26.89 False 450300 1/26/2026 001-471-4370-00000 Janitorial Supplies- City-Wide 26.89 False 450300 1/26/2026 001-114-4370-00000 Janitorial Supplies- City-Wide 2.69 False 450300 1/26/2026 413-120-4370-00000 Janitorial Supplies- City-Wide 2.68 False 450300 1/26/2026 001-251-4370-00000 Janitorial Supplies- City-Wide 1.34 False 450300 1/26/2026 001-350-4370-00000 Janitorial Supplies- City-Wide 76.65 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 8 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450300 1/26/2026 001-480-4370-00000 Janitorial Supplies- City-Wide 67.23 False 450300 1/26/2026 001-470-4370-00000 Janitorial Supplies- City-Wide 302.53 False 450300 1/26/2026 001-113-4370-00000 Janitorial Supplies- City-Wide 2.69 False 450300 1/26/2026 506-506-4370-00000 Janitorial Supplies- City-Wide 26.89 False 450300 1/26/2026 420-115-4370-00000 Janitorial Supplies- City-Wide 2.69 False 450300 1/26/2026 419-120-4370-00000 Janitorial Supplies- City-Wide 2.69 False 450300 1/26/2026 413-352-4370-00000 Janitorial Supplies- City-Wide 26.90 False 450300 1/26/2026 412-100-4370-00000 Janitorial Supplies- City-Wide 26.89 False 450300 1/26/2026 001-120-4370-00000 Janitorial Supplies- City-Wide 10.76 False 450300 1/26/2026 001-111-4370-00000 Janitorial Supplies- City-Wide 2.68 False 450300 1/26/2026 001-313-4370-00000 Janitorial Supplies- City-Wide 2.68 False 450300 1/26/2026 508-508-4370-00000 Janitorial Supplies- City-Wide 33.62 False 450300 1/26/2026 001-313-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.08 False 450300 1/26/2026 001-471-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.79 False 450300 1/26/2026 420-115-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.08 False 450300 1/26/2026 001-114-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.08 False 450300 1/26/2026 413-120-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.08 False 450300 1/26/2026 412-100-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.79 False 450300 1/26/2026 001-350-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 2.25 False 450300 1/26/2026 001-251-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.04 False 450300 1/26/2026 001-470-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 8.89 False 450300 1/26/2026 001-240-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.79 False 450300 1/26/2026 001-120-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.32 False 450300 1/26/2026 001-480-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 1.97 False 450300 1/26/2026 508-508-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.99 False 450300 1/26/2026 413-352-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.79 False 450300 1/26/2026 419-120-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.08 False 450300 1/26/2026 001-111-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.08 False 450300 1/26/2026 506-506-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.79 False 450300 1/26/2026 001-113-4370-00000 Janitorial Supplies- City-Wide: Finance Charge 0.07 False 450300 1/26/2026 001-230-4370-00000 Janitorial Supplies- Fire Department. 345.18 False 450301 1/26/2026 001-112-4409-00000 Web-based location intelligence app software: Subscription. 14,750.00 False 450302 1/26/2026 001-364-4450-10025 FY26 Sidewalk Trip Hazard Grinding. REISSUANCE of ck#450050 20,000.00 False 450302 1/26/2026 001-364-4450-2020S FY26 Sidewalk Trip Hazard Grinding. REISSUANCE of ck#450050 20,000.00 False 450303 1/26/2026 413-351-4450-00000 Annual scale, hood and oven calibrations 1,745.00 False 450304 1/26/2026 412-100-4225-00000 FY26 Trash & Bin Service 12/01-12/31/25 1,931.16 False 450305 1/26/2026 413-120-4415-00000 Online & IVR Utlity payment processing: Dec 2025 1,348.40 False 450305 1/26/2026 419-120-4415-00000 Online & IVR Utlity payment processing: Dec 2025 1,348.40 False 450306 1/26/2026 001-114-4409-00000 FY26 Safety training: reporting, documenting, inspections/review 619.50 False 450306 1/26/2026 412-110-4515-00000 FY26 Safety training: Sublimation Mugs 1.73 False 450306 1/26/2026 413-110-4515-00000 FY26 Safety training: Sublimation Mugs 13.86 False 450306 1/26/2026 419-110-4515-00000 FY26 Safety training: Sublimation Mugs 13.86 False 450306 1/26/2026 001-110-4515-00000 FY26 Safety training: Sublimation Mugs 13.85 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 9 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450306 1/26/2026 001-114-4409-00000 FY26 Safety training: Intro to Cal/ OSHA; IIPP 45.00 False 450306 1/26/2026 001-114-4409-00000 FY26 Safety training: Respiratory training (online). 32.00 False 450306 1/26/2026 001-114-4409-00000 FY26 Safety training: Bloodborne pathogens 1-year certs. 23.00 False 450306 1/26/2026 001-114-4409-00000 FY26 Safety training: Permit-required confined spaces. 392.00 False 450307 1/26/2026 001-240-4407-00000 Fingerprint apps, FBI, Cust of records. 143.00 False 450308 1/26/2026 419-371-4550-00000 C. Long D2 Certificate renewal. 80.00 False 450309 1/26/2026 001-480-4530-00000 Lifeguard cert: T. Martinez. 60.00 False 450310 1/26/2026 161-485-4796-24BAL Business Assistance Program: Prairie Companion Co. (3FTE) 105,000.00 False 450311 1/26/2026 001-112-4310-00000 Welcome signs. 20.62 False 450311 1/26/2026 419-371-4390-00000 Lamination. 2.17 False 450312 1/26/2026 117-364-4409-003ST 3rd Street Topographic Survey: 12/01-12/31/25 10,921.87 False 450312 1/26/2026 117-364-4409-00KST K Street reconstruction design. Dec 2025 274.50 False 450312 1/26/2026 419-372-4409-41029 TO5 Meadowbrook Water Model: 11/01-12/31/25 3,205.50 False 450313 1/26/2026 156-364-4799-0CGBP Lithomosiac TCC Art Elements: small basket and pebble mosiacs 28,090.00 False 450313 1/26/2026 901-470-4799-TLCL2 Lithomosiac TCC Art Elements: small basket and pebble mosiacs 36,813.50 False 450314 1/26/2026 161-485-4796-24BAL Business Assistance Program: Sacral Spaces forgivable loan (1FTE 35,000.00 False 450315 1/26/2026 001-364-4390-10025 A/C- 1/2" Dense. 1,036.08 False 450316 1/26/2026 001-240-4450-00000 Maintenance of copier at PD. 01/01-01/31/2026 63.85 False 450317 1/26/2026 419-113-4450-00000 BEST SELF: Physical document storage. 64.00 False 450317 1/26/2026 001-113-4450-00000 BEST SELF: Physical document storage. 64.00 False 450317 1/26/2026 001-113-4450-00000 STOREWELL: Physical document storage. 75.20 False 450317 1/26/2026 413-113-4450-00000 BEST SELF: Physical document storage. 64.00 False 450317 1/26/2026 413-113-4450-00000 STOREWELL: Physical document storage. 75.20 False 450317 1/26/2026 412-113-4450-00000 STOREWELL: Physical document storage. 9.40 False 450317 1/26/2026 412-113-4450-00000 BEST SELF: Physical document storage. 8.00 False 450317 1/26/2026 419-113-4450-00000 STOREWELL: Physical document storage. 75.20 False 450318 2/2/2026 001-111-4310-00000 Calendar for City Manager 14.47 False 450318 2/2/2026 001-120-4310-00000 Business license paper. 29.97 False 450318 2/2/2026 419-114-4310-00000 HR Office supplies: Folders, labels, dividers 10.92 False 450318 2/2/2026 412-114-4310-00000 HR Office supplies: Folders, labels, dividers 2.31 False 450318 2/2/2026 001-114-4310-00000 HR Office supplies: Folders, labels, dividers 64.79 False 450318 2/2/2026 413-114-4310-00000 HR Office supplies: Folders, labels, dividers 9.90 False 450318 2/2/2026 508-508-4390-00000 Cultural center AV equipment. 41.12 False 450318 2/2/2026 508-508-4390-00000 Cultural center AV equipment. 172.11 False 450318 2/2/2026 001-240-4320-00000 Boots. 90.89 False
450318 2/2/2026 001-240-4310-00000 Data/ charging cable. 18.39 False 450318 2/2/2026 001-240-4390-AB109 Cyber cave equipment. 951.44 False 450318 2/2/2026 001-480-4340-00000 Chemicals. 86.59 False 450318 2/2/2026 413-120-4310-00000 Toner for water dept. 54.09 False 450318 2/2/2026 419-120-4310-00000 Toner for water dept. 54.09 False 450318 2/2/2026 001-120-4310-00000 Toner for water dept. 54.08 False 450318 2/2/2026 419-120-4310-00000 Post-it's 4.08 False 450318 2/2/2026 413-120-4310-00000 Post-it's 4.08 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 10 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450318 2/2/2026 001-120-4310-00000 Post-it's 4.08 False 450318 2/2/2026 001-240-4390-AB109 Cybercrimes equipment. 658.02 False 450318 2/2/2026 001-480-4320-00000 Chems and uniforms. 17.31 False 450318 2/2/2026 001-240-4380-00000 No bark dog collar for Kostya. 135.30 False 450318 2/2/2026 001-480-4340-00000 Chems and uniforms. 53.45 False 450318 2/2/2026 001-240-4390-AB109 Patrol lights for officers. 886.50 False 450318 2/2/2026 001-113-4310-00000 CH Office Supplies 1.15 False 450318 2/2/2026 001-480-4310-00000 CH Office Supplies 0.95 False 450318 2/2/2026 419-371-4310-00000 CH Office Supplies 4.05 False 450318 2/2/2026 413-357-4310-00000 CH Office Supplies 2.22 False 450318 2/2/2026 412-120-4310-00000 CH Office Supplies 1.05 False 450318 2/2/2026 412-100-4310-00000 CH Office Supplies 0.95 False 450318 2/2/2026 413-353-4310-00000 CH Office Supplies 1.26 False 450318 2/2/2026 420-115-4310-00000 CH Office Supplies 7.60 False 450318 2/2/2026 001-114-4310-00000 CH Office Supplies 2.72 False 450318 2/2/2026 412-114-4310-00000 CH Office Supplies 0.10 False 450318 2/2/2026 001-350-4310-00000 CH Office Supplies 3.17 False 450318 2/2/2026 419-130-4310-00000 CH Office Supplies 0.66 False 450318 2/2/2026 419-113-4310-00000 CH Office Supplies 1.16 False 450318 2/2/2026 413-352-4310-00000 CH Office Supplies 0.57 False 450318 2/2/2026 001-120-4310-00000 CH Office Supplies 6.27 False 450318 2/2/2026 001-313-4310-00000 CH Office Supplies 1.61 False 450318 2/2/2026 001-130-4310-00000 CH Office Supplies 1.33 False 450318 2/2/2026 412-113-4310-00000 CH Office Supplies 0.15 False 450318 2/2/2026 419-120-4310-00000 CH Office Supplies 6.72 False 450318 2/2/2026 001-471-4310-00000 CH Office Supplies 0.86 False 450318 2/2/2026 001-251-4310-00000 CH Office Supplies 6.14 False 450318 2/2/2026 419-114-4210-00000 CH Office Supplies 0.52 False 450318 2/2/2026 413-113-4310-00000 CH Office Supplies 1.16 False 450318 2/2/2026 001-470-4310-00000 CH Office Supplies 0.46 False 450318 2/2/2026 413-130-4310-00000 CH Office Supplies 0.67 False 450318 2/2/2026 001-480-4370-00000 Janitorial supplies: gloves and toilet bowl cleaner. 82.23 False 450318 2/2/2026 419-111-4310-00000 CH Office Supplies 1.25 False 450318 2/2/2026 001-250-4310-00000 CH Office Supplies 1.39 False 450318 2/2/2026 413-114-4210-00000 CH Office Supplies 0.44 False 450318 2/2/2026 001-364-4310-00000 CH Office Supplies 1.26 False 450318 2/2/2026 413-111-4310-00000 CH Office Supplies 1.14 False 450318 2/2/2026 413-120-4310-00000 CH Office Supplies 6.76 False 450318 2/2/2026 412-130-4310-00000 CH Office Supplies 0.19 False 450318 2/2/2026 001-112-4310-00000 CH Office Supplies 2.59 False 450318 2/2/2026 412-111-4310-00000 CH Office Supplies 0.19 False 450318 2/2/2026 001-111-4310-00000 CH Office Supplies 1.21 False 450319 2/2/2026 508-508-4390-60003 Power break booster. 221.07 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 11 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450319 2/2/2026 508-508-4390-60003 Power break booster return. -31.39 False 450320 2/2/2026 001-230-4220-00000 Tank rent for Acct #209979 1.08 False 450321 2/2/2026 508-508-4330-00000 FY 26 Annual Diesel and Gas for city facilities/corp yard 4,561.59 False 450321 2/2/2026 508-508-4330-00000 FY 26 Annual Diesel and Gas for city facilities/corp yard 2,213.98 False 450322 2/2/2026 413-120-4450-00000 Copier maintenance. 12/07-01/06/26 16.68 False 450322 2/2/2026 001-120-4450-00000 Copier maintenance. 12/07-01/06/26 33.38 False 450322 2/2/2026 419-120-4450-00000 Copier maintenance. 12/07-01/06/26 16.68 False 450323 2/2/2026 508-508-4390-00000 Wheel # 27 638.98 False 450323 2/2/2026 508-000-2122-00000 Wheel # 27 TAX -42.98 False 450324 2/2/2026 419-113-4310-00000 Nameplate. 4.80 False 450324 2/2/2026 412-113-4310-00000 Nameplate. 0.60 False 450324 2/2/2026 001-113-4310-00000 Nameplate. 4.80 False 450324 2/2/2026 413-113-4310-00000 Nameplate. 4.80 False 450324 2/2/2026 413-113-4310-00000 Photo plaque/ nameplate. 27.22 False 450324 2/2/2026 412-113-4310-00000 Photo plaque/ nameplate. 3.40 False 450324 2/2/2026 001-113-4310-00000 Photo plaque/ nameplate. 27.22 False 450324 2/2/2026 419-113-4310-00000 Photo plaque/ nameplate. 27.23 False 450325 2/2/2026 001-250-4410-00200 Legal Services- Dec 2025- 200 A St. 60.40 False 450325 2/2/2026 001-250-4410-00179 Legal Services- Dec 2025- 179 W. Essex St. 90.60 False 450325 2/2/2026 001-250-4410-01405 Legal Services- Dec 2025-Meder v. Crescent City 3,391.10 False 450325 2/2/2026 001-250-4410-01430 Legal Services- Dec 2025- 1430 Margie St. 2,134.40 False 450325 2/2/2026 001-250-4410-120WC Legal Services- Dec 2025- 120 W Coolidge 60.40 False 450326 2/2/2026 419-371-4450-00000 Repair of Ranney Collector: REFUND on Control Kit. -2,512.71 False 450326 2/2/2026 419-371-4450-00000 Generator Maintenance - FY26: 01/02/26 4,960.10 False 450327 2/2/2026 001-230-4330-00000 Fuel for FY26: Dec 2025 2,161.03 False 450328 2/2/2026 412-113-4450-00000 Use of Board Chambers: Dec 2025. 4.80 False 450328 2/2/2026 419-113-4450-00000 Use of Board Chambers: Dec 2025. 38.40 False 450328 2/2/2026 413-113-4450-00000 Use of Board Chambers: Dec 2025. 38.40 False 450328 2/2/2026 001-113-4450-00000 Use of Board Chambers: Dec 2025. 38.40 False 450329 2/2/2026 506-506-4390-00000 Rags and epoxy 175.44 False 450330 2/2/2026 413-352-4409-00000 WWTP Fallout Biological Survey 6,237.50 False 450331 2/2/2026 001-240-4391-00000 Engine oil filter 16.53 False 450331 2/2/2026 413-353-4390-00000 Fuel tank caps 62.93 False 450331 2/2/2026 508-508-4390-00000 Fuel pump, fuel filter 404.21 False 450331 2/2/2026 508-508-4390-00000 Spark plug 5.24 False 450331 2/2/2026 508-508-4390-00000 Shock 108.86 False
450331 2/2/2026 508-508-4390-00000 Spark plug 68.98 False 450331 2/2/2026 508-508-4390-00000 Bay box 246.78 False 450331 2/2/2026 508-508-4390-00000 Connector 13.70 False 450331 2/2/2026 413-356-4390-35022 Connector 13.71 False 450331 2/2/2026 508-508-4390-00000 Wiper blade 11.21 False 450331 2/2/2026 508-508-4390-00000 Coolant 44.56 False
450331 2/2/2026 508-508-4390-00000 Coolant return -1.60 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 12 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450331 2/2/2026 508-508-4390-00000 Filters 57.51 False
450331 2/2/2026 508-508-4390-00000 Air filter 12.54 False 450331 2/2/2026 508-508-4390-00000 Air filter 61.75 False 450331 2/2/2026 508-508-4390-00000 Miniatures 15.70 False 450331 2/2/2026 413-356-4390-35022 Connectors 11.11 False 450331 2/2/2026 508-508-4390-00000 Disc Brakes, Silicone return -240.48 False 450331 2/2/2026 508-508-4390-00000 Disc brakes, silicone 240.48 False 450331 2/2/2026 413-353-4390-00000 Chrome parts retuen -135.11 False 450331 2/2/2026 413-353-4390-00000 Chrome parts 177.66 False 450331 2/2/2026 508-508-4390-00000 Shift tube 46.71 False 450331 2/2/2026 508-508-4390-00000 Air filter 16.70 False 450331 2/2/2026 508-508-4390-00000 Oil filter 43.81 False 450331 2/2/2026 419-371-4390-00000 Cart 10.11 False
450331 2/2/2026 508-508-4390-00000 Filter 13.16 False
450331 2/2/2026 508-508-4390-00000 Coolant filter 23.21 False 450331 2/2/2026 508-508-4390-00000 Hydraulic filter 95.05 False 450331 2/2/2026 508-508-4390-00000 Fuel filter 69.09 False 450331 2/2/2026 508-508-4390-00000 Radiator hose, antifreeze 85.58 False 450331 2/2/2026 508-508-4390-00000 Radiator hose return -1.99 False 450331 2/2/2026 508-508-4390-00000 Air filter 6.00 False 450331 2/2/2026 508-508-4390-00000 Belts 37.43 False
450331 2/2/2026 508-508-4390-00000 Blister pack capsules 10.88 False 450331 2/2/2026 508-508-4390-60001 Filters 146.47 False 450331 2/2/2026 508-508-4390-00000 Filters 66.51 False
450331 2/2/2026 508-508-4390-60001 Oil filter 50.14 False 450331 2/2/2026 413-353-4390-00000 Core deposit -19.49 False 450331 2/2/2026 413-353-4390-00000 Battery, core deposit 134.25 False 450331 2/2/2026 508-508-4390-60001 Combination switch 44.84 False 450331 2/2/2026 001-240-4391-00000 Oxygen sensor 44.05 False 450331 2/2/2026 001-240-4391-00000 Plug boot 29.17 False 450331 2/2/2026 001-240-4391-00000 Spark plug 77.49 False 450331 2/2/2026 001-240-4391-00000 Coil -126.31 False
450331 2/2/2026 413-356-4390-35022 Antifreeze 64.43 False 450331 2/2/2026 001-240-4391-00000 Coil, filter 138.84 False 450331 2/2/2026 413-356-4390-35022 V belt 109.42 False
450331 2/2/2026 508-508-4390-00000 Core deposit -19.49 False 450331 2/2/2026 508-508-4390-00000 Bay box 164.52 False 450332 2/2/2026 001-112-4392-00000 Paint 14.68 False
450332 2/2/2026 001-112-4392-00000 Night light 42.15 False 450332 2/2/2026 001-470-4390-00000 Remote, batteries 31.12 False 450332 2/2/2026 001-364-4390-10025 Concrete 161.73 False 450332 2/2/2026 001-112-4392-00000 Surge protector 16.11 False 450332 2/2/2026 419-371-4390-00000 Utility knife, flood light 235.95 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 13 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450332 2/2/2026 001-112-4392-00000 Extension cord 23.78 False 450332 2/2/2026 419-371-4390-00000 Extension cord 48.69 False 450332 2/2/2026 001-480-4390-00000 Connectors, bushings 10.14 False 450332 2/2/2026 419-371-4390-00000 Pliers 34.58 False
450332 2/2/2026 506-506-4390-00000 Lights 19.46 False
450332 2/2/2026 001-480-4390-00000 Wire, outlet 55.38 False 450332 2/2/2026 001-480-4390-00000 Connector 4.14 False 450332 2/2/2026 506-506-4390-00000 Hex set 10.79 False
450332 2/2/2026 506-506-4390-00000 Tape, liner, rollers, rags 112.95 False 450332 2/2/2026 001-480-4390-00000 Flex, hole 21.78 False 450332 2/2/2026 506-506-4390-00000 Battery, markers 216.48 False 450332 2/2/2026 001-480-4390-00000 Wallplate, outlet 10.88 False 450332 2/2/2026 506-506-4390-00000 Splicing, organizer 82.69 False 450332 2/2/2026 419-371-4390-00000 Grease gun, charger 322.59 False 450332 2/2/2026 506-506-4390-00000 Gloves 16.75 False
450332 2/2/2026 419-371-4390-00000 Lumber 47.02 False
450332 2/2/2026 001-480-4390-00000 Bushing, connectors 24.41 False 450332 2/2/2026 506-506-4390-00000 Gloves 33.48 False
450332 2/2/2026 001-240-4390-00000 Lumber 124.01 False
450332 2/2/2026 001-480-4390-00000 Electric, lubricant 39.41 False 450332 2/2/2026 412-100-4390-00000 Brushes, swiffer 89.91 False 450332 2/2/2026 001-240-4390-00000 Nailset 12.96 False
450332 2/2/2026 419-371-4390-00000 Level exchange -16.73 False 450332 2/2/2026 001-470-4390-00000 Knife 22.70 False
450332 2/2/2026 419-371-4390-00000 Bits 162.31 False
450332 2/2/2026 001-112-4392-00000 Couplings, padlock 111.19 False 450332 2/2/2026 001-470-4390-00000 Scoops 96.28 False
450332 2/2/2026 419-371-4390-00000 packout cart 182.94 False 450332 2/2/2026 506-506-4390-00000 Blades, tool s 542.58 False 450332 2/2/2026 506-506-4390-00000 Wallplate 12.26 False 450332 2/2/2026 506-506-4390-00000 Wreath, ribbons, lights 103.12 False 450332 2/2/2026 419-371-4390-00000 Screwdriver set, blade sets, cable ties, grinders, pencils, buckets, hammers 98.33 False 450332 2/2/2026 508-508-4390-00000 Markers 26.97 False
450332 2/2/2026 001-364-4390-10025 Screwdriver set, blade sets, cable ties, grinders, pencils, buckets, hammers 98.34 False 450332 2/2/2026 413-353-4390-00000 Screwdriver set, blade sets, cable ties, grinders, pencils, buckets, hammers 98.33 False 450332 2/2/2026 001-470-4390-00000 Plunger 10.70 False
450332 2/2/2026 001-470-4390-00000 GFCI 145.29 False
450332 2/2/2026 001-112-4392-00000 Sealant, tools, couplings 85.44 False 450332 2/2/2026 419-371-4390-00000 Port connectors, pliers 85.94 False 450332 2/2/2026 001-112-4392-00000 Dolly, foam mat 75.67 False 450332 2/2/2026 419-371-4390-00000 Hose 37.87 False
450332 2/2/2026 506-506-4390-00000 Shockwave bit 62.72 False 450332 2/2/2026 419-371-4390-00000 Packout tool 46.52 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 14 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450332 2/2/2026 001-112-4392-00000 Deckmate, lumber 603.61 False 450332 2/2/2026 506-506-4390-00000 Cordmate, covers, wrap light 193.52 False 450332 2/2/2026 412-100-4390-00000 Mouse trap 9.68 False 450332 2/2/2026 506-506-4390-00000 Wall paneling, underlayment 349.42 False 450332 2/2/2026 419-371-4390-00000 Cleaning wipes, car vent clip 8.63 False 450332 2/2/2026 419-371-4390-00000 Pry bar set, brush 44.29 False 450332 2/2/2026 001-470-4390-00000 Rosemary, picea, pine 495.70 False 450332 2/2/2026 001-112-4392-00000 Bits, trim bit 44.41 False 450332 2/2/2026 001-112-4392-00000 Lumber 255.23 False
450332 2/2/2026 001-470-4390-00000 Medium bark nuggets 13.57 False 450332 2/2/2026 001-470-4390-00000 Potting mix 93.97 False 450332 2/2/2026 506-506-4390-00000 Stainer, klean strip 86.58 False 450332 2/2/2026 419-371-4390-00000 Modular plug 34.61 False 450332 2/2/2026 412-100-4390-00000 Tinsel snowman 10.80 False 450332 2/2/2026 001-364-4390-10025 Concrete, cloths, lumber 130.54 False 450332 2/2/2026 001-112-4390-00000 Glue gun 33.38 False 450332 2/2/2026 001-112-4392-00000 Rafters, paint, foam 224.86 False 450332 2/2/2026 419-371-4390-00000 Metal blade set, impact 13.30 False 450332 2/2/2026 001-112-4392-00000 Exension cord, hooks 29.05 False 450332 2/2/2026 001-470-4390-00000 Water bottle 24.42 False 450332 2/2/2026 001-112-4392-00000 Lumber 24.72 False
450332 2/2/2026 001-364-4390-10025 Metal blade set, impact 13.29 False 450332 2/2/2026 413-353-4390-00000 Metal blade set, impact 13.30 False 450332 2/2/2026 419-371-4390-00000 Puller, handle 51.90 False 450332 2/2/2026 001-470-4390-00000 Acetone 22.71 False
450332 2/2/2026 001-112-4392-00000 Lights 46.50 False
450332 2/2/2026 001-112-4392-00000 Shingles, coil, jobsite speaker 312.12 False 450332 2/2/2026 419-371-4390-00000 Primer, pocket knife, pvc parts 40.91 False 450332 2/2/2026 001-112-4392-00000 Lumber, drop cloth 111.93 False 450332 2/2/2026 001-470-4390-00000 Grafitti remover, all purpose cleaner 30.69 False 450332 2/2/2026 419-371-4390-00000 Batteries, grease gun 322.59 False 450332 2/2/2026 419-371-4390-00000 Buckets, solevent, brush 54.02 False 450332 2/2/2026 412-100-4390-00000 lumber 31.83 False
450332 2/2/2026 001-240-4390-00000 Connector, outlet box, covers 81.97 False 450332 2/2/2026 001-471-4390-00000 Flexcuff, utility knife 17.26 False 450332 2/2/2026 001-480-4390-00000 Screwdriver 31.22 False 450332 2/2/2026 506-506-4390-00000 Oak wall paneling 64.89 False 450332 2/2/2026 506-506-4390-00000 baseboard, pvc 119.16 False 450332 2/2/2026 413-353-4390-00000 Socket set, ratchets 120.03 False 450332 2/2/2026 001-240-4390-00000 Levers 21.54 False
450332 2/2/2026 001-470-4390-00000 Kilz 38.15 False
450332 2/2/2026 508-508-4390-00000 bungees 323.54 False 450332 2/2/2026 506-506-4390-00000 Plywood 80.78 False
AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 15 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450332 2/2/2026 419-371-4390-00000 Packout return -268.46 False 450332 2/2/2026 901-240-4799-2020S Snaptite 136.30 False 450332 2/2/2026 001-240-4390-00000 lumber, boards 77.46 False 450332 2/2/2026 508-508-4390-00000 Screws, nuts 21.73 False 450332 2/2/2026 506-506-4390-00000 Router bit set 43.27 False 450332 2/2/2026 001-470-4390-00000 Edger 43.24 False
450333 2/2/2026 001-000-3222-00000 Overpayment of TOT penalty-Pacific Coast Beach House:Jul-Sep '25 130.44 False 450334 2/2/2026 001-470-4390-00000 Steel 299.09 False
450335 2/2/2026 419-120-4240-00000 Print and Mail Utility Bills- Dec 2025 511.97 False 450335 2/2/2026 413-120-4240-00000 Print and Mail Utility Bills- Dec 2025 511.96 False 450336 2/2/2026 001-000-2122-00000 Medical equipment supplies. TAX -53.30 False 450336 2/2/2026 001-230-4390-00000 Medical equipment supplies. 699.30 False 450337 2/2/2026 508-508-4390-00000 Tires for #27 636.95 False 450338 2/2/2026 001-470-4390-00000 Parts and supplies. 128.12 False 450339 2/2/2026 001-111-4370-00000 City Hall Mats 0.45 False 450339 2/2/2026 412-114-4370-00000 City Hall Mats 0.03 False 450339 2/2/2026 419-130-4370-00000 City Hall Mats 0.25 False 450339 2/2/2026 413-352-4370-00000 City Hall Mats 0.20 False 450339 2/2/2026 413-130-4370-00000 City Hall Mats 0.24 False 450339 2/2/2026 001-471-4370-00000 City Hall Mats 0.31 False 450339 2/2/2026 412-120-4370-00000 City Hall Mats 0.39 False 450339 2/2/2026 001-120-4370-00000 City Hall Mats 2.30 False 450339 2/2/2026 001-470-4370-00000 City Hall Mats 0.17 False 450339 2/2/2026 413-353-4370-00000 City Hall Mats 0.47 False 450339 2/2/2026 420-115-4370-00000 City Hall Mats 2.79 False 450339 2/2/2026 412-111-4370-00000 City Hall Mats 0.07 False 450339 2/2/2026 419-111-4370-00000 City Hall Mats 0.46 False 450339 2/2/2026 413-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 419-371-4370-00000 City Hall Mats 1.49 False 450339 2/2/2026 001-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 412-130-4370-00000 City Hall Mats 0.07 False 450339 2/2/2026 419-114-4370-00000 City Hall Mats 0.19 False 450339 2/2/2026 001-480-4370-00000 City Hall Mats 0.35 False 450339 2/2/2026 413-111-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 001-112-4370-00000 City Hall Mats 0.95 False 450339 2/2/2026 412-100-4370-00000 City Hall Mats 0.35 False 450339 2/2/2026 001-350-4370-00000 City Hall Mats 1.16 False 450339 2/2/2026 001-130-4370-00000 City Hall Mats 0.48 False 450339 2/2/2026 413-357-4370-00000 City Hall Mats 0.82 False 450339 2/2/2026 001-364-4370-00000 City Hall Mats 0.47 False 450339 2/2/2026 001-250-4370-00000 City Hall Mats 0.51 False 450339 2/2/2026 419-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 001-313-4370-00000 City Hall Mats 0.59 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 16 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450339 2/2/2026 413-120-4370-00000 City Hall Mats 2.48 False 450339 2/2/2026 001-251-4370-00000 City Hall Mats 2.25 False 450339 2/2/2026 412-113-4370-00000 City Hall Mats 0.06 False 450339 2/2/2026 001-114-4370-00000 City Hall Mats 0.99 False 450339 2/2/2026 413-114-4370-00000 City Hall Mats 0.17 False 450339 2/2/2026 419-120-4370-00000 City Hall Mats 2.47 False 450339 2/2/2026 001-480-4370-00000 FY 26 Laundry services: Towles and mats pool. 72.48 False 450339 2/2/2026 419-111-4370-00000 City Hall Mats 0.46 False 450339 2/2/2026 412-130-4370-00000 City Hall Mats 0.07 False 450339 2/2/2026 413-114-4370-00000 City Hall Mats 0.17 False 450339 2/2/2026 413-357-4370-00000 City Hall Mats 0.82 False 450339 2/2/2026 419-130-4370-00000 City Hall Mats 0.25 False 450339 2/2/2026 412-120-4370-00000 City Hall Mats 0.39 False 450339 2/2/2026 412-113-4370-00000 City Hall Mats 0.06 False 450339 2/2/2026 001-364-4370-00000 City Hall Mats 0.47 False 450339 2/2/2026 001-130-4370-00000 City Hall Mats 0.48 False 450339 2/2/2026 413-130-4370-00000 City Hall Mats 0.24 False 450339 2/2/2026 419-120-4370-00000 City Hall Mats 2.47 False 450339 2/2/2026 413-120-4370-00000 City Hall Mats 2.48 False 450339 2/2/2026 413-352-4370-00000 City Hall Mats 0.20 False 450339 2/2/2026 420-115-4370-00000 City Hall Mats 2.79 False 450339 2/2/2026 001-313-4370-00000 City Hall Mats 0.59 False 450339 2/2/2026 001-112-4370-00000 City Hall Mats 0.95 False 450339 2/2/2026 412-100-4370-00000 City Hall Mats 0.35 False 450339 2/2/2026 001-470-4370-00000 City Hall Mats 0.17 False 450339 2/2/2026 001-350-4370-00000 City Hall Mats 1.16 False 450339 2/2/2026 001-480-4370-00000 City Hall Mats 0.35 False 450339 2/2/2026 001-120-4370-00000 City Hall Mats 2.30 False 450339 2/2/2026 001-114-4370-00000 City Hall Mats 0.99 False 450339 2/2/2026 001-251-4370-00000 City Hall Mats 2.25 False 450339 2/2/2026 001-111-4370-00000 City Hall Mats 0.45 False 450339 2/2/2026 419-114-4370-00000 City Hall Mats 0.19 False 450339 2/2/2026 001-250-4370-00000 City Hall Mats 0.51 False 450339 2/2/2026 412-111-4370-00000 City Hall Mats 0.07 False 450339 2/2/2026 412-114-4370-00000 City Hall Mats 0.03 False 450339 2/2/2026 001-471-4370-00000 City Hall Mats 0.31 False 450339 2/2/2026 413-353-4370-00000 City Hall Mats 0.47 False 450339 2/2/2026 001-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 419-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 413-111-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 419-371-4370-00000 City Hall Mats 1.49 False 450339 2/2/2026 413-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 001-480-4370-00000 FY 26 Laundry services: Towles and mats pool. 72.48 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 17 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450339 2/2/2026 001-471-4370-00000 City Hall Mats 0.31 False 450339 2/2/2026 419-120-4370-00000 City Hall Mats 2.47 False 450339 2/2/2026 419-111-4370-00000 City Hall Mats 0.46 False 450339 2/2/2026 412-114-4370-00000 City Hall Mats 0.03 False 450339 2/2/2026 001-480-4370-00000 City Hall Mats 0.35 False 450339 2/2/2026 419-130-4370-00000 City Hall Mats 0.25 False 450339 2/2/2026 001-470-4370-00000 City Hall Mats 0.17 False 450339 2/2/2026 413-130-4370-00000 City Hall Mats 0.24 False 450339 2/2/2026 001-350-4370-00000 City Hall Mats 1.16 False 450339 2/2/2026 419-371-4370-00000 City Hall Mats 1.49 False 450339 2/2/2026 412-100-4370-00000 City Hall Mats 0.35 False 450339 2/2/2026 001-250-4370-00000 City Hall Mats 0.51 False 450339 2/2/2026 413-357-4370-00000 City Hall Mats 0.82 False 450339 2/2/2026 413-120-4370-00000 City Hall Mats 2.48 False 450339 2/2/2026 001-130-4370-00000 City Hall Mats 0.48 False 450339 2/2/2026 001-112-4370-00000 City Hall Mats 0.95 False 450339 2/2/2026 413-111-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 412-120-4370-00000 City Hall Mats 0.39 False 450339 2/2/2026 001-111-4370-00000 City Hall Mats 0.45 False 450339 2/2/2026 001-251-4370-00000 City Hall Mats 2.25 False 450339 2/2/2026 413-114-4370-00000 City Hall Mats 0.17 False 450339 2/2/2026 413-353-4370-00000 City Hall Mats 0.47 False 450339 2/2/2026 001-120-4370-00000 City Hall Mats 2.30 False 450339 2/2/2026 419-114-4370-00000 City Hall Mats 0.19 False 450339 2/2/2026 001-114-4370-00000 City Hall Mats 0.99 False 450339 2/2/2026 001-313-4370-00000 City Hall Mats 0.59 False 450339 2/2/2026 419-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 412-111-4370-00000 City Hall Mats 0.07 False 450339 2/2/2026 001-364-4370-00000 City Hall Mats 0.47 False 450339 2/2/2026 413-352-4370-00000 City Hall Mats 0.20 False 450339 2/2/2026 412-113-4370-00000 City Hall Mats 0.06 False 450339 2/2/2026 413-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 412-130-4370-00000 City Hall Mats 0.07 False 450339 2/2/2026 001-113-4370-00000 City Hall Mats 0.42 False 450339 2/2/2026 420-115-4370-00000 City Hall Mats 2.79 False 450340 2/2/2026 001-230-4391-00000 Hub assembly for #5175 254.01 False 450341 2/2/2026 001-471-4450-00000 Annual monthly maintenance service FY26: 02/01-02/28/26 439.56 False 450342 2/2/2026 508-508-4390-00000 Brush drive motor. 953.35 False 450343 2/2/2026 419-371-4390-00000 Water parts. 416.10 False 450344 2/2/2026 001-470-4370-00000 Janitorial Supplies- City-Wide 112.01 False 450344 2/2/2026 506-506-4370-00000 Janitorial Supplies- City-Wide 9.96 False 450344 2/2/2026 001-111-4370-00000 Janitorial Supplies- City-Wide 0.99 False 450344 2/2/2026 419-120-4370-00000 Janitorial Supplies- City-Wide 0.99 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 18 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450344 2/2/2026 413-352-4370-00000 Janitorial Supplies- City-Wide 9.96 False 450344 2/2/2026 001-251-4370-00000 Janitorial Supplies- City-Wide 0.50 False 450344 2/2/2026 413-120-4370-00000 Janitorial Supplies- City-Wide 0.99 False 450344 2/2/2026 001-480-4370-00000 Janitorial Supplies- City-Wide 24.90 False 450344 2/2/2026 420-115-4370-00000 Janitorial Supplies- City-Wide 1.00 False 450344 2/2/2026 001-114-4370-00000 Janitorial Supplies- City-Wide 0.99 False 450344 2/2/2026 001-120-4370-00000 Janitorial Supplies- City-Wide 3.98 False 450344 2/2/2026 001-471-4370-00000 Janitorial Supplies- City-Wide 9.96 False 450344 2/2/2026 412-100-4370-00000 Janitorial Supplies- City-Wide 9.96 False 450344 2/2/2026 508-508-4370-00000 Janitorial Supplies- City-Wide 12.45 False 450344 2/2/2026 001-313-4370-00000 Janitorial Supplies- City-Wide 0.99 False 450344 2/2/2026 001-113-4370-00000 Janitorial Supplies- City-Wide 1.00 False 450344 2/2/2026 001-350-4370-00000 Janitorial Supplies- City-Wide 28.38 False 450344 2/2/2026 001-240-4370-00000 Janitorial Supplies- City-Wide 9.96 False 450344 2/2/2026 001-480-4370-00000 Misc supplies for pool 1,316.81 False 450345 2/2/2026 001-000-1510-00000 Postage Reset 5,000.00 False 450346 2/2/2026 412-100-4450-00000 Lighthouse Cove Janitorial Services - FY26 Jan 1,500.00 False 450346 2/2/2026 001-470-4450-00000 FY26 Janitorial Service - (7) Public Restrooms Jan. 3,500.00 False 450346 2/2/2026 506-506-4450-00000 FY26 Janitorial Service - City Hall Jan 325.00 False 450346 2/2/2026 001-240-4450-00000 FY26 Janitorial Service - PD Jan 325.00 False 450347 2/2/2026 001-114-4409-00000 FY26 Safety training: Bloodborne Path 1-year certification. 402.50 False 450347 2/2/2026 001-114-4409-00000 FY26 Safety training: Confined spaces. 168.00 False 450348 2/2/2026 156-364-4799-0CGBP Mulitple cleanups for California Clean grant. Prog pmnt 3. 3,340.37 False 450349 2/2/2026 001-230-4390-00000 Radios for 5100 vehicle 1,569.63 False 450349 2/2/2026 001-000-2122-00000 Radios for 5100 vehicle. TAX -119.63 False 450350 2/2/2026 001-470-4450-00000 Misc custom welding for Peterson Pole. 625.00 False 450351 2/2/2026 419-120-4310-00000 Water notices. 562.90 False 450352 2/2/2026 001-000-1510-00000 Annual Contract Renewal support/management software - FY 27 6,077.75 False 450352 2/2/2026 001-240-4480-00000 Annual Contract Renewal support/management software - FY 26 4,341.25 False 450353 2/2/2026 413-351-4685-00000 Laboratory Accreditation Renewal for 2026 5,525.00 False 450354 2/2/2026 001-470-4450-00000 Engineering Services. 270.00 False 450355 2/2/2026 001-112-4409-00000 Cal Card finance charge. 65.38 False 450355 2/2/2026 001-230-4409-00000 Cal Card finance charge. 65.38 False 450355 2/2/2026 001-111-4409-00000 Cal Card finance charge. 46.78 False 450355 2/2/2026 420-115-4409-00000 Cal Card finance charge. 46.78 False 450355 2/2/2026 001-230-4530-00000 ADVANCED AIR: 11/09-11/14/25 -San Marcos, CA (4A):Carey -Air 562.50 False 450355 2/2/2026 001-230-4530-00000 SOUTHWEST: 11/09-11/14/25 -San Marcos, CA (4A):Carey -Air 345.34 False 450355 2/2/2026 001-230-4530-00000 SOUTHWEST:11/09-11/14/25-San Marcos,CA(4A):Carey- Air -191.86 False 450355 2/2/2026 001-230-4390-00000 HOME DEPOT: Supplies for fire engines. 71.79 False 450355 2/2/2026 001-230-4370-00000 HOME DEPOT: Cleaning supplies. 97.94 False 450355 2/2/2026 001-230-4530-00000 ARCO: 11/09-11/14/25-San Marcos,CA (4A):Carey-Fuel 45.00 False 450355 2/2/2026 001-230-4330-00000 SHELL: Fuel 73.65 False 450355 2/2/2026 001-112-4409-00000 Cal Card finance charge. 4.48 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 19 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450355 2/2/2026 001-230-4510-00000 PIZZA HUT: Scene support food for training. 153.88 False 450355 2/2/2026 001-230-4390-00000 HOME DEPOT: MIsc tools. 72.54 False 450355 2/2/2026 001-230-4530-00000 PATRIOT:10/26-10/30/25-Santa Rosa (Conf):Duncan-Fuel 40.00 False 450355 2/2/2026 001-230-4510-00000 WALMART: Food and drinks for scene support for training. 75.41 False 450355 2/2/2026 001-230-4530-00000 CHEVRON:10/26-10/30/25-Santa Rosa(Conf):Duncan-Fuel 46.70 False 450355 2/2/2026 001-230-4550-00000 INT'L CODE COUNCIL INC: I.C.C. Annual membership. 170.00 False 450355 2/2/2026 001-230-4390-00000 HOME DEPOT: Supplies for Career Capt. 84.39 False 450355 2/2/2026 001-230-4391-00000 AMAZON: Floor mats for 5100 194.84 False 450355 2/2/2026 001-230-4530-00000 FAIRFIELD: 11/09-11/14/25-San Marcos,CA (4A):Carey-Hotel 876.05 False 450355 2/2/2026 001-230-4530-00000 HERTZ: 11/09-11/14/25-San Marcos,CA (4A):Carey-Car 381.00 False 450355 2/2/2026 001-113-4409-00000 Cal Card finance charge. 4.47 False 450355 2/2/2026 001-230-4330-00000 ELK VALLEY FUEL: Fuel 69.15 False 450355 2/2/2026 001-230-4530-00000 MARRIOTT:10/26-10/30/25-Santa Rosa (Conf):Duncan-Hotel. 1,197.30 False 450355 2/2/2026 001-230-4390-00000 HARBOR FREIGHT: Misc tools. 174.22 False 450355 2/2/2026 001-230-4530-00000 SHELL: 11/09-11/14/25-San Marcos,CA (4A):Carey-Fuel 32.02 False 450355 2/2/2026 001-113-4409-00000 Cal Card finance charge. 45.60 False 450355 2/2/2026 001-112-4409-00000 Cal Card finance charge. 22.81 False 450355 2/2/2026 001-230-4390-00000 HARBOR FREIGHT: Glove holders. 32.45 False 450355 2/2/2026 001-230-4390-00000 AMAZON: Office supplies. 46.07 False 450355 2/2/2026 121-230-4390-00000 4IMPRINT INC: Department Sweatshirts 3,143.89 False 450355 2/2/2026 001-230-4390-00000 WALMART: Parts and supplies for x-mas parade. 250.78 False 450355 2/2/2026 001-230-4409-00000 Cal Card finance charge. 22.80 False 450355 2/2/2026 001-230-4530-2020S SHASTA COLLEGE: Ethical leadership for B. Smith. 200.00 False 450355 2/2/2026 001-230-4409-00000 FIRE PROGRAM: Fire Archives. 496.00 False 450355 2/2/2026 001-230-4390-00000 HOME DEPOT: Batteries. 64.53 False 450355 2/2/2026 001-230-4390-00000 ACE: Parts and supplies for x-mas parade. 47.61 False 450355 2/2/2026 001-240-4530-00000 SONESTA:11/30-12/6/25-Fountain V.-Tactical Cyber:Turkins:Hotel 786.30 False 450356 2/2/2026 419-114-4230-00000 707-954-7245 Sara Barbour 6.07 False 450356 2/2/2026 419-120-4230-00000 707-458-5594 Diane Swarts 78.03 False 450356 2/2/2026 413-111-4230-00000 707-951-3016 Eric Wier 15.44 False 450356 2/2/2026 419-371-4230-00000 707-951-0430 Dan Borges 11.65 False 450356 2/2/2026 419-371-4230-00000 707-951-4864 Joshua Clark 114.95 False 450356 2/2/2026 001-364-4230-00000 707-951-4418 Jonathan Clewell 17.41 False 450356 2/2/2026 001-480-4230-00000 707-458-4818 William Morris 46.33 False 450356 2/2/2026 001-350-4230-00000 707-458-8617 Andrew Leighton 15.44 False 450356 2/2/2026 001-240-4230-00000 707-951-5088 Magnolia Valero 46.33 False 450356 2/2/2026 001-350-4230-00000 707-951-3275 David Yeager 15.44 False 450356 2/2/2026 419-371-4230-00000 540-320-5351 Water System 23.22 False 450356 2/2/2026 413-113-4230-00000 707-951-3378 Robin Altman 14.82 False 450356 2/2/2026 001-480-4230-00000 563-513-6759 PW 23.54 False 450356 2/2/2026 001-230-4230-00000 707-457-0794 Crescent Fire Captain 24.79 False 450356 2/2/2026 419-371-4230-00000 707-951-3319 Cliff Van Hook 15.45 False 450356 2/2/2026 001-240-4230-00000 707-951-4896 Anthony Lopez 46.33 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 20 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450356 2/2/2026 412-120-4230-00000 707-458-5594 Diane Swarts 16.37 False 450356 2/2/2026 419-110-4230-00000 707-951-3135 Jason Greenough 14.83 False 450356 2/2/2026 413-120-4230-00000 707-951-5285 Kristie Kozak 116.10 False 450356 2/2/2026 001-350-4230-00000 707-457-7454 Andrew Leighton iPad 8.26 False 450356 2/2/2026 419-371-4230-00000 707-951-3275 David Yeager 15.45 False 450356 2/2/2026 508-508-4230-00000 353.54 False
450356 2/2/2026 413-351-4230-00000 707-951-5375 Tara Wood 348.34 False 450356 2/2/2026 419-371-4230-00000 707-457-0899 Israel Chavez 15.45 False 450356 2/2/2026 413-353-4230-00000 707-951-4418 Jonathan Clewell 142.82 False 450356 2/2/2026 419-371-4230-00000 641-572-3301 Water Service Router 23.22 False 450356 2/2/2026 413-353-4230-00000 707-951-5662 Wade Mayes 8.26 False 450356 2/2/2026 413-120-4230-00000 707-458-5594 Diane Swarts 75.59 False 450356 2/2/2026 001-240-4230-00000 707-954-5634 Police Dept Wireless Hotspot 43.79 False 450356 2/2/2026 419-120-4230-00000 707-458-8014 Gwyn Mattix 174.17 False 450356 2/2/2026 419-371-4230-00000 707-951-4418 Jonathan Clewell 118.44 False 450356 2/2/2026 001-364-4230-00000 707-951-4569 Wade Mayes 116.10 False 450356 2/2/2026 001-240-4230-00000 707-951-4950 Ethan Miller 46.33 False 450356 2/2/2026 412-110-4230-00000 707-458-4131 Candace Tinkler 1.85 False 450356 2/2/2026 419-371-4230-00000 707-951-4918 Mike McAleenan 101.02 False 450356 2/2/2026 001-350-4230-00000 707-951-3354 Heather Welton 15.44 False 450356 2/2/2026 419-371-4230-00000 707-951-5662 Wade Mayes 8.27 False 450356 2/2/2026 413-353-4230-00000 707-951-5862 Lift Stations Duty Phone 46.33 False 450356 2/2/2026 001-350-4230-00000 707-457-7655 PW IPad 8.27 False 450356 2/2/2026 001-364-4230-00000 707-457-0899 Israel Chavez 15.44 False 450356 2/2/2026 001-364-4230-00000 707-951-5704 Chris Long 8.27 False 450356 2/2/2026 419-371-4230-00000 815-243-9952 Water Service Router 23.22 False 450356 2/2/2026 001-110-4230-00000 707-951-3135 Jason Greenough 14.83 False 450356 2/2/2026 413-110-4230-00000 707-951-3135 Jason Greenough 14.82 False 450356 2/2/2026 001-480-4230-00000 707-951-0430 Dan Borges 3.72 False 450356 2/2/2026 001-364-4230-00000 707-458-4393 Sean O'Neil 4.63 False 450356 2/2/2026 413-352-4230-00000 707-458-4722 Jacobs - WWTP 24.79 False 450356 2/2/2026 412-100-4230-00000 707-951-4296 Gilberto Gil-Rodriguez 17.41 False 450356 2/2/2026 419-371-4230-00000 707-954-6504 James Queen 117.88 False 450356 2/2/2026 001-110-4230-00000 707-458-4131 Candace Tinkler 14.83 False 450356 2/2/2026 001-364-4230-00000 707-951-1982 Jason DuBois 3.66 False 450356 2/2/2026 419-371-4230-00000 865-654-4608 Water Service Router 23.22 False 450356 2/2/2026 001-364-4230-00000 707-458-5644 Richard Ybarra 3.69 False 450356 2/2/2026 001-230-4230-00000 707-457-0715 Beau Smith 46.33 False 450356 2/2/2026 001-364-4230-00000 707-951-5662 Wade Mayes 8.26 False 450356 2/2/2026 419-371-4230-00000 707-458-4393 Sean O'Neil 22.70 False 450356 2/2/2026 413-120-4230-00000 707-951-3320 Linda Leaver 15.44 False 450356 2/2/2026 001-240-4230-00000 707-951-4485 Richard Griffin 46.33 False 450356 2/2/2026 413-353-4230-00000 707-457-7454 Andrew Leighton iPad 8.27 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 21 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450356 2/2/2026 419-120-4230-00000 707-951-5285 Kristie Kozak 116.14 False 450356 2/2/2026 413-120-4230-00000 707-458-8014 Gwyn Mattix 174.17 False 450356 2/2/2026 001-364-4230-00000 707-951-0430 Dan Borges 5.70 False 450356 2/2/2026 419-371-4230-00000 707-951-4296 Gilberto Gil-Rodriguez 3.48 False 450356 2/2/2026 419-371-4230-00000 707-951-3354 Heather Welton 15.45 False 450356 2/2/2026 001-114-4230-00000 707-954-7245 Sara Barbour 31.50 False 450356 2/2/2026 419-120-4230-00000 707-458-4242 Adrienne McAndrews 139.33 False 450356 2/2/2026 001-364-4230-00000 707-951-0517 Michael Kimbrell 15.29 False 450356 2/2/2026 001-120-4230-00000 707-458-4242 Adrienne McAndrews 69.67 False 450356 2/2/2026 419-110-4230-00000 707-951-0876 Isaiah Wright 14.83 False 450356 2/2/2026 001-230-4230-00000 707-457-0795 Crescent Fire Captain 24.79 False 450356 2/2/2026 419-113-4230-00000 707-951-3378 Robin Altman 14.83 False 450356 2/2/2026 420-115-4230-00000 707-458-8649 Taylor Patch 46.33 False 450356 2/2/2026 419-120-4230-00000 707-458-5026 Meter Reader SPMR2 46.33 False 450356 2/2/2026 413-353-4230-00000 707-951-5704 Chris Long 8.26 False 450356 2/2/2026 001-240-4230-00000 707-954-6816 Police Dept Wireless Hotspot 43.79 False 450356 2/2/2026 413-353-4230-00000 707-951-1982 Jason DuBois 13.25 False 450356 2/2/2026 001-470-4230-00000 707-951-4918 Mike McAleenan 191.59 False 450356 2/2/2026 419-371-4230-00000 707-458-5644 Richard Ybarra 29.42 False 450356 2/2/2026 001-112-4230-00000 707-458-4814 Bridget Lacey 162.32 False 450356 2/2/2026 413-353-4230-00000 707-951-3275 David Yeager 15.44 False 450356 2/2/2026 508-508-4230-00000 707-951-0430 Dan Borges 3.72 False 450356 2/2/2026 419-371-4230-00000 865-654-5324 Water Service Router 23.22 False 450356 2/2/2026 001-364-4230-00000 707-951-4918 Mike McAleenan 38.32 False 450356 2/2/2026 413-352-4230-00000 707-458-4393 Sean O'Neil 11.58 False 450356 2/2/2026 412-110-4230-00000 707-951-0876 Isaiah Wright 1.85 False 450356 2/2/2026 001-480-4230-00000 707-951-4364 Richard Neeley 46.33 False 450356 2/2/2026 419-120-4230-00000 707-458-4813 Chrissy Rawlings 15.45 False 450356 2/2/2026 412-100-4230-00000 707-951-4515 Lighthouse Cove RV 46.33 False 450356 2/2/2026 412-110-4230-00000 707-458-5124 Daran Dooley 1.85 False 450356 2/2/2026 419-371-4230-00000 707-458-8617 Andrew Leighton 15.45 False 450356 2/2/2026 419-371-4230-00000 319-559-1847 Water System 21.22 False 450356 2/2/2026 413-110-4230-00000 707-951-0876 Isaiah Wright 14.83 False 450356 2/2/2026 419-120-4230-00000 707-951-3320 Linda Leaver 15.45 False 450356 2/2/2026 413-353-4230-00000 707-951-4821 Caleb Dean 114.95 False 450356 2/2/2026 001-120-4230-00000 707-951-5285 Kristie Kozak 116.10 False 450356 2/2/2026 001-240-4230-00000 707-951-4624 Yeng Lo 46.33 False 450356 2/2/2026 001-480-4230-00000 707-951-4296 Gilberto Gil-Rodriguez 34.84 False 450356 2/2/2026 419-371-4230-00000 304-680-9956 Water Service Router 23.22 False 450356 2/2/2026 413-353-4230-00000 707-458-5572 Michael Cordova 15.29 False 450356 2/2/2026 001-350-4230-00000 707-954-6504 James Queen 117.83 False 450356 2/2/2026 001-470-4230-00000 707-951-4418 Jonathan Clewell 69.67 False 450356 2/2/2026 419-120-4230-00000 707-458-4937 Meter Reader 2 46.33 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 22 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450356 2/2/2026 413-353-4230-00000 707-954-6504 James Queen 117.83 False 450356 2/2/2026 001-120-4230-00000 707-458-4813 Chrissy Rawlings 15.44 False 450356 2/2/2026 001-230-4230-00000 707-954-9143 Fire Dept - Apparatus 24.79 False 450356 2/2/2026 001-240-4230-00000 707-954-6581 Colton Maxwell 46.33 False 450356 2/2/2026 413-353-4230-00000 707-951-3319 Cliff Van Hook 15.44 False 450356 2/2/2026 413-353-4230-00000 707-457-7655 PW IPad 8.26 False 450356 2/2/2026 412-114-4230-00000 707-954-7245 Sara Barbour 1.16 False 450356 2/2/2026 419-371-4230-00000 707-951-0714 Dan Borges 21.77 False 450356 2/2/2026 001-120-4230-00000 707-458-5594 Diane Swarts 170.34 False 450356 2/2/2026 419-371-4230-00000 707-457-7454 Andrew Leighton iPad 8.26 False 450356 2/2/2026 001-113-4230-00000 707-951-3378 Robin Altman 14.83 False 450356 2/2/2026 419-120-4230-00000 707-458-8453 Meter Reader SPMR1 46.33 False 450356 2/2/2026 001-364-4230-00000 707-951-4296 Gilberto Gil-Rodriguez 6.97 False 450356 2/2/2026 001-364-4230-00000 707-951-1982 Jason DuBois -22.04 False 450356 2/2/2026 001-480-4230-00000 707-727-6741 Pool 21.22 False 450356 2/2/2026 413-114-4230-00000 707-954-7245 Sara Barbour 5.19 False 450356 2/2/2026 001-240-4230-00000 707-951-5250 Police Department 46.33 False 450356 2/2/2026 419-110-4230-00000 707-458-4131 Candace Tinkler 14.83 False 450356 2/2/2026 508-508-4230-00000 707-951-4204 Damien Camper 348.34 False 450356 2/2/2026 419-371-4230-00000 641-203-2699 Water Service Router 23.22 False 450356 2/2/2026 001-250-4230-00000 815-243-0687 Dan Minges 2.35 False 450356 2/2/2026 413-120-4230-00000 707-458-4242 Adrienne McAndrews 139.34 False 450356 2/2/2026 413-120-4230-00000 707-458-4813 Chrissy Rawlings 15.44 False 450356 2/2/2026 419-111-4230-00000 707-951-3016 Eric Wier 15.45 False 450356 2/2/2026 001-364-4230-00000 707-951-4821 Caleb Dean 118.44 False 450356 2/2/2026 001-470-4230-00000 707-951-4296 Gilberto Gil-Rodriguez 121.92 False 450356 2/2/2026 506-506-4230-00000 707-951-9336 Dustin Lovdahl 30.89 False 450356 2/2/2026 001-470-4230-00000 707-951-9336 Dustin Lovdahl 15.44 False 450356 2/2/2026 001-230-4230-00000 707-951-3406 Vanessa Duncan 46.33 False 450356 2/2/2026 413-110-4230-00000 707-458-5124 Daran Dooley 14.83 False 450356 2/2/2026 001-350-4230-00000 707-951-3319 Cliff Van Hook 15.44 False 450356 2/2/2026 001-364-4230-00000 707-951-4864 Joshua Clark 118.44 False 450356 2/2/2026 413-353-4230-00000 707-458-5644 Richard Ybarra 9.54 False 450356 2/2/2026 001-251-4230-00000 707-727-6673 Sean Rosenthal 23.54 False 450356 2/2/2026 413-351-4230-00000 707-951-3225 Regina Thill 46.33 False 450356 2/2/2026 001-240-4230-00000 707-951-5433 Connor Sperling 348.34 False 450356 2/2/2026 419-112-4230-00000 707-458-4814 Bridget Lacey 93.01 False 450356 2/2/2026 001-250-4230-00000 707-951-3447 Dan Minges 23.17 False 450356 2/2/2026 413-353-4230-00000 707-457-0899 Israel Chavez 15.44 False 450356 2/2/2026 419-371-4230-00000 414-507-4955 23.22 False 450356 2/2/2026 001-240-4230-00000 707-458-5881 Jordan Fillippa 46.33 False 450356 2/2/2026 413-130-4230-00000 707-458-8008 Martha Rice 11.58 False 450356 2/2/2026 001-240-4230-00000 707-458-8283 Axel Aguilera 46.33 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 23 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450356 2/2/2026 001-230-4230-00000 707-951-0671 Jason Borges 46.33 False 450356 2/2/2026 413-353-4230-00000 707-458-4393 Sean O'Neil 6.02 False 450356 2/2/2026 413-353-4230-00000 707-951-3354 Heather Welton 15.44 False 450356 2/2/2026 001-364-4230-00000 707-458-5572 Michael Cordova 15.29 False 450356 2/2/2026 001-230-4230-00000 707-458-5216 CrescentFire 24.79 False 450356 2/2/2026 413-353-4230-00000 707-951-1982 Jason DuBois -79.79 False 450356 2/2/2026 001-130-4230-00000 707-458-8008 Martha Rice 23.17 False 450356 2/2/2026 419-371-4230-00000 865-654-9236 Water Service Router 23.22 False 450356 2/2/2026 419-371-4230-00000 707-951-4821 Caleb Dean 114.95 False 450356 2/2/2026 413-353-4230-00000 707-951-4569 Wade Mayes 116.10 False 450356 2/2/2026 001-230-4230-00000 707-458-8906 Kevin Carey 46.33 False 450356 2/2/2026 413-353-4230-00000 707-951-4759 Chris Long 116.10 False 450356 2/2/2026 001-240-4230-00000 707-951-4867 Garrett Shannon 46.33 False 450356 2/2/2026 001-480-4230-00000 707-951-0714 Dan Borges 6.95 False 450356 2/2/2026 419-371-4230-00000 707-951-1982 Jason DuBois 29.42 False 450356 2/2/2026 419-371-4230-00000 707-951-4759 Chris Long 116.14 False 450356 2/2/2026 001-240-4230-00000 707-954-2498 Police Dept Wireless Hotspot 43.79 False 450356 2/2/2026 001-240-4230-00000 707-951-3170 Caleb Natelborg 46.33 False 450356 2/2/2026 508-508-4230-00000 707-951-0714 Dan Borges 6.95 False 450356 2/2/2026 420-115-4230-00000 707-458-5725 IT 348.34 False 450356 2/2/2026 001-470-4230-00000 707-458-4393 Sean O'Neil 0.93 False 450356 2/2/2026 412-100-4230-00000 707-951-3285 Victor Cordova 46.33 False 450356 2/2/2026 412-100-4230-00000 707-458-4393 Sean O'Neil 0.47 False 450356 2/2/2026 412-110-4230-00000 707-458-4323 Ray Altman 1.85 False 450356 2/2/2026 412-113-4230-00000 707-951-3378 Robin Altman 1.85 False 450356 2/2/2026 001-364-4230-00000 707-951-4759 Chris Long 116.10 False 450356 2/2/2026 413-353-4230-00000 707-458-8617 Andrew Leighton 15.44 False 450356 2/2/2026 001-240-4230-00000 707-951-5132 Zackery Turkins 46.33 False 450356 2/2/2026 413-353-4230-00000 707-951-4864 Joshua Clark 114.95 False 450356 2/2/2026 419-371-4230-00000 276-724-1157 Water Service Router 23.22 False 450356 2/2/2026 001-480-4230-00000 707-458-8452 Alissa Garcia 46.33 False 450356 2/2/2026 001-240-4230-00000 707-951-5438 Gloria Bobertz 348.34 False 450356 2/2/2026 001-251-4230-00000 815-243-0687 Dan Minges 9.42 False 450356 2/2/2026 001-470-4230-00000 707-458-5644 Richard Ybarra 3.68 False 450356 2/2/2026 001-240-4230-00000 707-458-8156 Elizabeth Hutchens 46.33 False 450356 2/2/2026 419-110-4230-00000 707-458-4323 Ray Altman 14.83 False 450356 2/2/2026 419-371-4230-00000 707-457-7655 PW IPad 8.26 False 450356 2/2/2026 419-110-4230-00000 707-458-5124 Daran Dooley 14.83 False 450356 2/2/2026 506-506-4230-00000 707-951-4296 Gilberto Gil-Rodriguez 163.72 False 450356 2/2/2026 413-352-4230-00000 707-951-0923 Austin Nova (Jacobs) 24.79 False 450356 2/2/2026 419-371-4230-00000 707-727-6756 Water System 23.22 False 450356 2/2/2026 420-115-4230-00000 General Fees & Credits 112.88 False 450356 2/2/2026 001-240-4230-00000 707-951-5035 Daniel Sanders 46.33 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 24 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450356 2/2/2026 001-230-4230-00000 707-457-0714 Everett Buell 46.33 False 450356 2/2/2026 419-371-4230-00000 707-458-5572 Michael Cordova 15.75 False 450356 2/2/2026 001-230-4230-00000 707-458-5323 Fire Captains 24.79 False 450356 2/2/2026 413-353-4230-00000 707-951-4918 Mike McAleenan 17.41 False 450356 2/2/2026 419-371-4230-00000 707-951-1982 Jason DuBois -177.17 False 450356 2/2/2026 001-240-4230-00000 707-951-5329 Samantha Aguirre 46.33 False 450356 2/2/2026 413-110-4230-00000 707-458-4131 Candace Tinkler 14.82 False 450356 2/2/2026 419-371-4230-00000 304-520-9478 Water Service Router 23.22 False 450356 2/2/2026 001-110-4230-00000 707-458-4323 Ray Altman 14.82 False 450356 2/2/2026 508-508-4230-00000 707-951-5149 Bill Huffman 348.34 False 450356 2/2/2026 001-110-4230-00000 707-458-5124 Daran Dooley 14.82 False 450356 2/2/2026 001-250-4230-00000 707-458-5306 Sean Rosenthal 4.63 False 450356 2/2/2026 419-371-4230-00000 707-951-0517 Michael Kimbrell 15.75 False 450356 2/2/2026 420-115-4230-00000 707-458-8862 Fritz Ludemann 46.33 False 450356 2/2/2026 001-251-4230-00000 707-458-5306 Sean Rosenthal 18.53 False 450356 2/2/2026 001-240-4230-00000 707-951-4494 Ed Wilson 46.33 False 450356 2/2/2026 413-112-4230-00000 707-458-4814 Bridget Lacey 93.01 False 450356 2/2/2026 419-371-4230-00000 707-951-5704 Chris Long 8.26 False 450356 2/2/2026 001-111-4230-00000 707-951-3016 Eric Wier 15.44 False 450356 2/2/2026 001-480-4230-00000 707-458-4818 William Morris -279.00 False 450356 2/2/2026 413-353-4230-00000 707-951-0517 Michael Kimbrell 15.29 False 450356 2/2/2026 413-110-4230-00000 707-458-4323 Ray Altman 14.83 False 450356 2/2/2026 419-371-4230-00000 707-951-4569 Wade Mayes 116.14 False 450356 2/2/2026 419-371-4230-00000 563-513-6707 Water Service Router 23.22 False 450356 2/2/2026 419-130-4230-00000 707-458-8008 Martha Rice 11.58 False 450356 2/2/2026 001-240-4230-00000 707-951-4609 Alex Pearson 46.33 False 450356 2/2/2026 001-120-4230-00000 707-951-3320 Linda Leaver 15.44 False 450356 2/2/2026 412-110-4230-00000 707-951-3135 Jason Greenough 1.85 False 450356 2/2/2026 001-110-4230-00000 707-951-0876 Isaiah Wright 14.82 False 450356 2/2/2026 001-364-4230-00000 707-951-0714 Dan Borges 10.66 False 450357 2/2/2026 413-352-4230-00000 707-951-0002 (WWTP Lg Conf Rm) Service: 28.19 False 450357 2/2/2026 420-115-4230-00000 707-951-1613 IT Use 18.03 False 450357 2/2/2026 413-120-4230-00000 707-951-5834 Melissa Leeper 6.01 False 450357 2/2/2026 508-508-4230-00000 707-951-3928 (Huffman) Service 28.19 False 450357 2/2/2026 419-111-4230-00000 707-951-3898 (Conference Room) Service: 9.40 False 450357 2/2/2026 419-371-4230-00000 707-951-9082 PW Auto Receptionist 7.51 False 450357 2/2/2026 413-120-4230-00000 707-951-3907 (Cash Receipting) Service: 9.40 False 450357 2/2/2026 413-352-4230-00000 707-951-6831 (WWTP) - Fritz 22.52 False 450357 2/2/2026 001-240-4230-00000 707-457-7977 Police Auto Receptionist 22.52 False 450357 2/2/2026 001-350-4230-00000 707-951-5179 Leighton 6.01 False 450357 2/2/2026 419-120-4230-00000 707-951-3907 (Cash Receipting) Service: 9.39 False 450357 2/2/2026 413-120-4230-00000 707-951-5342 Rawlings 6.01 False 450357 2/2/2026 001-471-4230-00000 707-951-5194 Kelly Feola 1.80 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 25 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450357 2/2/2026 001-120-4230-00000 707-951-3907 (Cash Receipting) Service: 9.40 False 450357 2/2/2026 001-470-4230-00000 707-951-4116 (Amarante) Service: 2.96 False 450357 2/2/2026 413-353-4230-00000 707-951-4116 (Amarante) Service: 8.86 False 450357 2/2/2026 001-112-4230-00000 707-951-1975 (Lacey) Service: 8.40 False 450357 2/2/2026 001-111-4230-00000 707-951-3898 (Conference Room) Service: 9.39 False 450357 2/2/2026 001-240-4230-00000 707-457-0890 Dash Cam 40.01 False 450357 2/2/2026 001-480-4230-00000 707-951-5193 W Morris 18.03 False 450357 2/2/2026 001-470-4230-00000 707-951-5194 Kelly Feola 2.35 False 450357 2/2/2026 419-120-4230-00000 707-951-5054 (Leaver) Service: 6.01 False 450357 2/2/2026 001-240-4230-00000 707-951-7001 (VIP Phone) Service: 1.13 False 450357 2/2/2026 413-351-4230-00000 707-951-6970 (Lab-Desk) Service: 28.19 False 450357 2/2/2026 001-240-4230-00000 707-457-0870 Dash Cam 40.01 False 450357 2/2/2026 419-120-4230-00000 707-951-2294 SPMR Meter Reader 38.37 False 450357 2/2/2026 419-120-4230-00000 707-951-5834 Melissa Leeper 6.01 False 450357 2/2/2026 413-351-4230-00000 707-951-6819 (Lab-Desk) Service: 28.19 False 450357 2/2/2026 001-480-4230-00000 707-457-0732 Fred Endert Pool 22.52 False 450357 2/2/2026 001-240-4230-00000 707-457-0881 Dash Cam 40.01 False 450357 2/2/2026 001-480-4230-00000 707-951-3921 (Pool Front Counter) Service: 28.19 False 450357 2/2/2026 001-240-4230-00000 707-951-5023 (Phillippa) Service: 18.03 False 450357 2/2/2026 001-350-4230-00000 707-951-2627 (Van Hook) Service: 6.01 False 450357 2/2/2026 413-120-4230-00000 707-951-5644 Diane Swarts 3.91 False 450357 2/2/2026 419-120-4230-00000 707-951-5342 Rawlings 6.01 False 450357 2/2/2026 413-353-4230-00000 707-951-3904 Wade Mayes 5.92 False 450357 2/2/2026 001-240-4230-00000 707-951-5326 Aguilera 18.03 False 450357 2/2/2026 419-111-4230-00000 707-951-3228 (Wier) Service: 6.01 False 450357 2/2/2026 419-371-4230-00000 707-951-3904 Wade Mayes 15.22 False 450357 2/2/2026 413-352-4230-00000 707-951-6681 (WWTP) - Fritz 22.52 False 450357 2/2/2026 413-120-4230-00000 707-457-0842 UB Auto Receptionist 11.26 False 450357 2/2/2026 419-120-4230-00000 707-457-0842 UB Auto Receptionist 11.26 False 450357 2/2/2026 001-130-4230-00000 707-951-3063 (Rice) Service: 9.02 False 450357 2/2/2026 001-240-4230-00000 707-457-0877 Dash Cam 40.01 False 450357 2/2/2026 413-351-4230-00000 707-951-9756 (Goodgame-Thill) Service: 28.19 False 450357 2/2/2026 413-353-4230-00000 707-951-0167 (WWTP Ops) Service: 28.19 False 450357 2/2/2026 413-111-4230-00000 707-951-3898 (Conference Room) Service: 9.40 False 450357 2/2/2026 413-353-4230-00000 707-951-3905 (WWTP Spare) Service: 1.13 False 450357 2/2/2026 001-240-4230-00000 707-951-5300 Valero, Magnolia 18.03 False 450357 2/2/2026 001-240-4230-00000 707-458-5225 Dash Cam 40.07 False 450357 2/2/2026 413-353-4230-00000 707-951-2627 (Van Hook) Service: 6.01 False 450357 2/2/2026 419-112-4230-00000 707-951-1975 (Lacey) Service: 4.82 False 450357 2/2/2026 413-112-4230-00000 707-951-1975 (Lacey) Service: 4.81 False 450357 2/2/2026 001-480-4230-00000 707-951-5194 Kelly Feola 3.96 False 450357 2/2/2026 419-371-4230-00000 707-951-3927 (Welton) Service: 9.39 False 450357 2/2/2026 001-230-4230-00000 707-951-5234 Kevin Carey 18.03 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 26 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450357 2/2/2026 001-240-4230-00000 707-457-0867 Dash Cam 40.01 False 450357 2/2/2026 419-111-4230-00000 707-951-9106 Admin Auto Receptionist 7.50 False 450357 2/2/2026 413-352-4230-00000 707-951-3105 WWTP Auto Recept - Fritz 22.52 False 450357 2/2/2026 419-120-4230-00000 707-951-3355 (Kozak) Service: 6.01 False 450357 2/2/2026 413-352-4230-00000 707-951-3294 WWTP Auto Recept - Fritz 22.52 False 450357 2/2/2026 419-371-4230-00000 707-951-5179 Leighton 6.01 False 450357 2/2/2026 001-240-4230-00000 707-951-1946 (Lopez) Service: 18.03 False 450357 2/2/2026 001-230-4230-00000 707-951-5356 Vanessa Duncan 18.03 False 450357 2/2/2026 413-353-4230-00000 707-951-5143 (Yeager) Service: 6.01 False 450357 2/2/2026 001-230-4230-00000 707-464-9113 (Fire Hall) Service: 28.19 False 450357 2/2/2026 413-352-4230-00000 707-951-4779 (WWTP Project Manager) Service: 28.19 False 450357 2/2/2026 001-240-4230-00000 707-457-0885 Dash Cam 40.01 False 450357 2/2/2026 001-240-4230-00000 707-457-0891 Dash Cam 40.01 False 450357 2/2/2026 419-371-4230-00000 707-951-1991 (Borges, D) Service 8.47 False 450357 2/2/2026 506-506-4230-00000 707-951-3904 Wade Mayes 3.10 False 450357 2/2/2026 001-240-4230-00000 707-951-5170 (Sperling) Service: 18.03 False 450357 2/2/2026 001-350-4230-00000 707-951-5143 (Yeager) Service: 6.01 False 450357 2/2/2026 419-120-4230-00000 707-951-5644 Diane Swarts 4.04 False 450357 2/2/2026 001-120-4230-00000 707-951-5054 (Leaver) Service: 6.01 False 450357 2/2/2026 413-351-4230-00000 707-951-5017 (Lab) Service: 28.19 False 450357 2/2/2026 413-130-4230-00000 707-951-3063 (Rice) Service: 4.51 False 450357 2/2/2026 001-480-4230-00000 707-951-5192 Neeley 18.03 False 450357 2/2/2026 001-480-4230-00000 707-951-1991 (Borges, D) Service 2.71 False 450357 2/2/2026 001-111-4230-00000 707-951-9106 Admin Auto Receptionist 7.51 False 450357 2/2/2026 001-240-4230-00000 707-951-1958 (Wilson) Service: 18.03 False 450357 2/2/2026 413-111-4230-00000 707-951-9106 Admin Auto Receptionist 7.51 False 450357 2/2/2026 508-508-4230-00000 707-951-1991 (Borges, D) Service 2.70 False 450357 2/2/2026 412-100-4230-00000 707-951-5029 (Lighthouse Cove RV) Service: 23.65 False 450357 2/2/2026 419-113-4230-00000 707-951-5239 Altman, Robin 5.77 False 450357 2/2/2026 001-120-4230-00000 707-951-3355 (Kozak) Service: 6.01 False 450357 2/2/2026 001-120-4230-00000 707-951-5342 Rawlings 6.01 False 450357 2/2/2026 413-111-4230-00000 707-951-3228 (Wier) Service: 6.01 False 450357 2/2/2026 001-250-4230-00000 707-951-5158 (Barbour) Service: 1.80 False 450357 2/2/2026 001-240-4230-00000 707-951-5205 Turkins 18.03 False 450357 2/2/2026 001-240-4230-00000 707-951-3471 (Miller) Service: 18.03 False 450357 2/2/2026 419-130-4230-00000 707-951-3063 (Rice) Service: 4.50 False 450357 2/2/2026 413-353-4230-00000 707-951-3927 (Welton) Service: 9.40 False 450357 2/2/2026 001-240-4230-00000 707-951-1988 (Aguirre) Service: 18.03 False 450357 2/2/2026 413-352-4230-00000 707-951-5005 WWTP Auto Recept - Fritz 22.52 False 450357 2/2/2026 001-240-4230-00000 707-457-0884 Dash Cam 40.01 False 450357 2/2/2026 001-480-4230-00000 707-951-3962 (A Garcia) Service: 28.19 False 450357 2/2/2026 001-240-4230-00000 707-951-3960 (Griffin) Service: 28.19 False 450357 2/2/2026 001-251-4230-00000 707-951-5158 (Barbour) Service: 7.21 False AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 27 of 30 Check Numb Check Date Acct 1 Description Amount Selected For Void 450357 2/2/2026 413-353-4230-00000 707-951-9082 PW Auto Receptionist 7.50 False 450357 2/2/2026 001-113-4230-00000 707-951-5239 Altman, Robin 5.77 False 450357 2/2/2026 001-350-4230-00000 707-951-9082 PW Auto Receptionist 7.51 False 450357 2/2/2026 001-120-4230-00000 707-951-5644 Diane Swarts 8.82 False 450357 2/2/2026 413-120-4230-00000 707-951-5054 (Leaver) Service: 6.01 False 450357 2/2/2026 001-112-4230-00000 707-951-5194 Kelly Feola 4.51 False 450357 2/2/2026 412-100-4230-00000 707-951-9704 (Lighthouse Cove RV) Service: 28.19 False 450357 2/2/2026 413-120-4230-00000 707-951-3930 (Water/Sewer UB Line) Service: 14.10 False 450357 2/2/2026 001-111-4230-00000 707-951-3228 (Wier) Service: 6.01 False 450357 2/2/2026 419-371-4230-00000 707-951-5143 (Yeager) Service: 6.01 False 450357 2/2/2026 412-113-4230-00000 707-951-5239 Altman, Robin 0.72 False 450357 2/2/2026 413-351-4230-00000 707-951-0494 (Wood-Desk) Service: 28.19 False 450357 2/2/2026 419-371-4230-00000 707-951-4116 (Amarante) Service: 23.60 False 450357 2/2/2026 413-353-4230-00000 707-951-5179 Leighton 6.01 False 450357 2/2/2026 001-240-4230-00000 707-951-3963 (Hutchens) Service: 28.19 False 450357 2/2/2026 413-113-4230-00000 707-951-5239 Altman, Robin 5.77 False 450357 2/2/2026 001-364-4230-00000 707-951-3904 Wade Mayes 3.95 False 450357 2/2/2026 001-240-4230-00000 707-457-0873 Dash Cam 40.01 False 450357 2/2/2026 001-240-4230-00000 707-951-3150 (Sanders) Service: 18.03 False 450357 2/2/2026 508-508-4230-00000 707-951-5080 Camper 18.03 False 450357 2/2/2026 420-115-4230-00000 707-951-1598 (Patch) Service 18.03 False 450357 2/2/2026 412-120-4230-00000 707-951-5644 Diane Swarts 0.85 False 450357 2/2/2026 413-353-4230-00000 707-951-3943 (Martinez) Service: 1.13 False 450357 2/2/2026 001-240-4230-00000 707-951-3152 (Lo) Service: 18.03 False 450357 2/2/2026 413-352-4230-00000 707-951-3119 WWTP Auto Recept - 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AP - 01-24-26 to 02-06-26 Council (2/10/2026) Page 30 of 30 AP
01-24-26 to 02-06-26 Housing
User: [email protected]
Printed: 2/10/2026 2:10:27 PM
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2/2/2026 450356 707-458-4817 Wendy Hartwick 348.34 False 2/2/2026 450356 707-458-4815 Stephanie Stover 348.34 False AP - 01-24-26 to 02-06-26 Housing (2/10/2026) Page 1 of 2 Check Date Check Number Description Amount Selected For Void 1,757.87
AP - 01-24-26 to 02-06-26 Housing (2/10/2026) Page 2 of 2 1 | P a g e
2/2/26 COUNCIL MINUTES

CITY OF CRESCENT CITY

MAYOR ISAIAH WRIGHT MAYOR PRO TEM CANDACE TINKLER

COUNCIL MEMBER RAY ALTMAN COUNCIL MEMBER JASON GREENOUGH

COUNCIL MEMBER STEVE SHAMBLIN
MONDAY FEBRUARY 2, 2026 6:00 P.M.

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

Roll call Council Members present: Council Member Ray Altman, Council Member Jason Greenough, Council Member Steve Shamblin, and Mayor Isaiah Wright
Council Member absent: Mayor Pro Tem Candace Tinkler
Staff present: City Manager Eric Wier, City Attorney Martha Rice, City Clerk/Administrative Analyst Robin Altman, and Finance Director Linda Leaver
Pledge of Allegiance led by Mayor Wright
CEREMONIAL ITEMS - None
REPORTS AND PRESENTATIONS - None

PUBLIC COMMENT PERIOD
The following residents addressed the Council:

Sam Strait: spoke about controversary surrounding the Harbor and that the Harbormaster is not meeting expectations. He stated it is more political theatre than being concerned if the Harbor will be insolvent.

Roger Gitlin: asked if individual Councilors sign a personal insurance agreement or is it blanket coverage by the City.

CONSENT CALENDAR

1. Warrant Claims List
• Recommendation: Receive and file the warrant claims list for the period January 10, 2026 through January 23, 2026.

2. Council Minutes
• Recommendation: Approve and adopt the January 14, 2026 and January 20, 2026 minutes of the City Council of the City of Crescent City.

MINUTES

REGULAR MEETING OF THE

CITY COUNCIL OF THE CITY OF CRESCENT CITY

FLYNN CENTER BOARD CHAMBERS
981 H STREET
CRESCENT CITY, CA 95531
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2/2/26 COUNCIL MINUTES

3. Payroll Report
• Recommendation: Receive and file the biweekly payroll reports for the period ending January 24, 2026 paid January 30, 2026.

4. Measure S Oversight Committee Appointment
• Recommendation: Confirm the Mayor’s appointment of Deborah Holloway to the Measure S Oversight Committee to fill the remainder of Steve Shamblin’s term (1 year) There were no comments from the public on the consent calendar.

On a motion by Council Member Greenough, seconded by Council Member Altman, and carried on a 4-0 polled vote, with Mayor Pro Tem Tinkler being absent, the City Council of the City of Crescent City adopted the consent calendar consisting of items 1-4 as presented.

PUBLIC HEARING - None
CONTINUING BUSINESS - None

NEW BUSINESS

5. Fiscal Year 2024-25 Financial Audit
• Recommendation: Receive presentation from auditor
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Receive and file Fiscal Year 2024-25 Audited Financial Report for the City of Crescent City
City Manager Wier stated that the independent auditor, Ahmet Badawi from Badawi & Associates, presented the Fiscal Year 2024-25 Financial Audit. He began his presentation with background on his company. He went over in detail the areas of primary audit risk in general, the required communications and explained each one. He further stated that overall, this was a very good audit, there were no significant audit adjustments or unadjusted differences, no material weaknesses were identified. Mr. Badawi went over the new accounting standards for 2026 and in 2027. Council Member Shamblin asked if the auditor has written City procedures and do the auditors review those procedures; Mr. Badawi answered in the affirmative. City staff is interviewed, and their responses are compared to the policies and procedures in place.

There were no comments from the public.

On a motion by Council Member Altman, seconded by Council Member Shamblin, and carried on a 4-0 polled vote, with Mayor Pro Tem Tinkler absent, the City Council of the City of Crescent City received and filed Fiscal Year 2024-25 Audited Financial Report for the City of Crescent City.

6. Budget-to-Actual Operating Results for Fiscal Year 2024-25 • Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Receive and file budget-to-actual financial report of the City’s major operating funds for Fiscal Year 2024-25
City Manager Wier stated that this item is best to showcase the work that Finance Director Leaver does for the City. Finance Director Leaver gave the Council an overview of the City’s major 3 | P a g e
2/2/26 COUNCIL MINUTES
operating funds for FY 24-25. The auditor reviews City polices and meeting minutes, interviews staff, gathers information from City documents and outside sources and the audit is completed by the end of December. Finance Director went over the five major operating funds in detail: General Fund, Housing Authority Fund, RV Park Fund, Sewer Fund, and Water Fund plus an analysis of Citywide wages and benefits. If the full budget is not spent, the estimated fund balance would be $3.2 million. For the Sewer Fund, total revenue is under budget, expenses were under budget, but the majority of that was from the grant for the WWTP project. The current FY 25-26 budget would decrease the working capital; therefore, we are looking at a sewer rate study. For the Water Fund, the revenue and expenses are under. The current FY 25-26 budget to decrease working capital fairly significantly, therefore, a water rate study is necessary. The mid-year budget is currently being worked on to be brought before the Council. Council Member Greenough asked for a timeframe for the Sewer/Water Study; Director Leaver stated it is scheduled for March.

There were no public comments.

On a motion by Council Member Greenough, seconded by Council Member Altman, and carried on a 4-0 polled vote, with Mayor Pro Tem Tinkler being absent, the City Council of the City of Crescent City received and filed budget-to-actual financial report of the City’s major operating funds for Fiscal Year 2024-25.

7. 2026 Council Board and Committee Appointments
• Recommendation: Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Mayor to appoint and Council to confirm the Mayor’s appointments to the Pelican Bay State Prison Citizens Advisory Commission and the Golden State Risk Management Authority (GSRMA) Board of Directors
City Manager Wier stated that this is for two additional appointments – one additional for PBSP CAC and to appoint a member to GSRMA Board of Directors. Due to Mayor Pro Tem Tinkler being absent, the Council wanted to reach out to her to see if she was willing to serve on PBSP CAC. Mayor Wright stated that if he does not run for re-election, he would only serve a partial term on the GSRMA Board of Directors. Mayor Wright stated he enjoyed being on the Board and would like to serve for the 6 months he’ll have left on the Council. Council Member Shamblin stated he would like to serve as alternate. The Council was in consensus for Mayor Wright to do the first 6 months for GSRMA and for Council Member Shamblin being an alternate with the understanding he would complete Mayor Wright’s term on the Board.

There were no public comments.

On a motion by Council Member Altman, seconded by Council Member Greenough, and carried on a 4-0 polled vote, with Mayor Pro Tem Tinkler being absent, the City Council of the City of Crescent City confirmed the Mayor’s appointment of Mayor Isaiah Wright to serve on the Golden State Risk Management Authority (GSRMA) Board of Directors and for Council Member Shamblin being an alternate.

CITY COUNCIL ITEMS
➢ Reports, Concerns, Referrals, Council travel and training reports – None ➢ Legislative Matters – None
➢ City Manager Report and City Council Directives – City Manager Wier reported on the following:
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2/2/26 COUNCIL MINUTES
o Harbor Pointe Apartments received the Del Norte Pride award at the Chamber Dinner Saturday night.
o There is a Measure S Oversight Committee meeting on Tuesday, February 10th at 6:00 p.m.
o Former City Manager Mike Young was recognized at the Chamber Dinner by being awarded the “Lifetime Achievement Award”
o There is a Planning Commission meeting that will be reviewing a large apartment complex project
o Gave accolades to Finance Director Leaver for her work on the City’s budget o Ribbon cutting for Harbor Pointe will be Tuesday, February 10th at 4:45 p.m.

ADJOURNMENT
There being no further business to come before the Council, Mayor Wright adjourned the meeting at 6:59 p.m. to the regular meeting of the City Council of the City of Crescent City on Tuesday, February 17, 2026 at 6:00 p.m. at the Flynn Center Board Chambers, 981 H Street, Crescent City, CA 95531.

ATTEST:
_______________________________
Robin Altman, City Clerk/Administrative Analyst
Home Dept. Regular Pay Overtime Gross Pay Employees Notes City Council (110) 4,209.85 - 4,209.85 5
Administration (111) 22,784.75 364.54 23,149.29 6
Finance (120) 17,946.62 139.71 18,086.33 7
City Attorney (130) 5,333.20 - 5,333.20 1
Fire (230) 16,221.72 1,182.52 17,404.24 5
Police (240) 47,674.98 3,668.65 51,343.63 16
Planning (313) 1,390.60 - 1,390.60 1
Public Works (350) 68,132.24 1,005.30 69,137.54 26 Includes a final payout Recreation (450) 5,284.42 - 5,284.42 2
Swimming Pool (480) 14,998.56 537.95 15,536.51 17 Includes a final payout Housing (490) 11,732.74 - 11,732.74 4
215,709.68 6,898.67 222,608.35 90
Payroll summarized above according to employees' home departments. Actual costs of employees are charged to department / fund where work was performed.

City of Crescent City
Biweekly Payroll Report
Payroll Ending 02/07/2026
Pay Date 02/13/2026
Check Numbers: 111737-111738 & 111742 - 111747 (Plus Direct Deposits)

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: ROBIN ALTMAN, CITY CLERK/ADMINISTRATIVE ANALYST
DATE: FEBRUARY 17, 2026
SUBJECT: PELICAN BAY STATE PRISON CITIZENS ADVISORY COMMISSION

APPOINTMENT
______________________________________________________________________

RECOMMENDATION
• Confirm the Mayor's appointment of Mayor Pro Tem Candace Tinkler to the Pelican Bay State Prison Citizens Advisory Commission

BACKGROUND
Annually Council Members review Boards and Committees and make their preferences known for the following year to the Mayor. The Mayor will then make their appointments and present them to the Council to confirm said appointments.

ITEM ANALYSIS
On January 5, 2026, the City Council confirmed Mayor Wright’s appointments for 2026.

Subsequently, Pelican Bay State Prison reached out to the Mayor and requested additional appointments to the Pelican Bay Citizens Advisory Commission. Mayor Pro Tem Candace Tinkler has confirmed her wiliness to be appointed to this Commission.

FISCAL ANALYSIS
There is no direct fiscal impact from having a City Council Member serve on the Pelican Bay State Prison Citizens Advisory Commission.

ATTACHMENTS - None

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: LINDA LEAVER, FINANCE DIRECTOR
DATE: FEBRUARY 17, 2026
SUBJECT: BUDGET-TO-ACTUAL SUMMARY AS OF DECEMBER 31, 2025 ______________________________________________________________________

RECOMMENDATION
• Receive and file budget-to-actual summary of the City’s major operating funds for Fiscal Year 2025-26 as of December 31, 2025

BACKGROUND
In order to provide timely information to the City Council and to the public, the City’s Finance Department has prepared the attached budget-to-actual reports. These reports provide a summary as of December 31, 2025 of the fiscal year-to-date revenues and expenses of the City’s major operating funds: General Fund, Housing Authority Fund, RV Park Fund, Sewer Fund and Water Fund.

ITEM ANALYSIS
As of December 31, 2025, we are 50% through the fiscal year, with 50% of the year remaining. It can be helpful to review the percentage of budgeted revenues received and budgeted expenses incurred to date and to compare those percentages to the calendar date. However, revenues and expenditures are not always even throughout the year for many reasons. Many revenues are not received evenly throughout the year (particularly tax revenues and grant reimbursements), most expenses are not recorded until the invoice is received in the following month, and budgets may include large projects that have not yet been completed.

This report provides a brief summary of the actual revenues and expenditures for the year to date; additional information is provided in the budget-to-actual reports attached.

BUDGET TO ACTUAL SUMMARY AS OF DECEMBER 31, 2025
FEBRUARY 17, 2026
2 • General Fund
In the General Fund, 39% of budgeted revenues have been received with 61% remaining, and 39% of budgeted expenditures have been incurred with 61% remaining. Many General Fund revenues are received unevenly through the year (sales tax and Measure S are received two months in arrears, TOT and interest are received quarterly, and various property taxes are received in December, January, April, and May).
• Housing Authority Fund
The Housing Authority is funded by monthly disbursements from the federal government, and the monthly housing assistance payments make up the majority of the expenditure budget. Therefore, actual revenues and expenditures usually align closely with how far we are through the fiscal year. At this point, 50% of budgeted revenues have been received with 50% remaining, and 49% of budgeted expenditures have been incurred with 51% remaining.
• RV Park Fund
The RV Park earns revenue primarily from space rents, which are highly seasonal.

As of December 31, 66% of the budgeted revenue has been received with 34% remaining. At this point in the year, 45% of budgeted operating expenses have been incurred with 55% of the budget remaining.
• Sewer Fund
The Sewer Fund earns revenue primarily from monthly charges to the users of its services. As of December 31, the primary revenue source (monthly service) is on track with 51% of the budgeted received with 49% remaining. Of total revenues, 50% of the overall budget has been received with 50% remaining. Of the budgeted operating expenses, 41% has been spent with 59% remaining. • Water Fund
The Water Fund earns revenue primarily from monthly charges for service. As of December 31, the primary revenue source (monthly service) is on track with 51% of the budgeted received with 49% remaining. Of total revenues, 55% of the overall budget has been received with 45% remaining. Of the budgeted operating expenses, 41% has been spent with 59% remaining.
• Summary
The following table summarizes the actual revenues and expenses for the City’s five major operating funds, not including encumbrances:

BUDGET TO ACTUAL SUMMARY AS OF DECEMBER 31, 2025
FEBRUARY 17, 2026
3 • Long-term Liabilities
The City’s long-term liability balances are included in the table below. Net Pension Liability, Net OPEB Liability, Compensated Absences, and Subscriptions Payable are updated annually during the audit process. The Sewer Fund loan balance is updated when payments are made each July. This table does not include interfund balances (amounts owed from one City fund to another).

Budget Actual Remaining $ Remaining %
General Fund
Revenue 10,532,220 4,123,519 6,408,701 61%
Expense 12,427,858 4,872,110 7,555,748 61%
Net (1,895,638) (748,591)
Housing Fund
Revenue 4,669,583 2,338,446 2,331,137 50%
Expense 4,706,030 2,306,004 2,400,026 51%
Net (36,447) 32,442
RV Park Fund
Revenue 627,786 415,764 212,022 34%
Expense 659,649 294,696 364,953 55%
Capital Grant Revenue 835,000 - 835,000 100%
Capital Expense 826,457 8,195 818,262 99%
Net (23,320) 112,873
Sewer Fund
Revenue 5,888,575 2,926,281 2,962,294 50%
Operating Expense 5,548,913 2,257,600 3,291,313 59%
Debt Service 1,697,663 1,697,663 - 0%
Transfer to Sewer CIP Fund 75,000 75,000 - 0%
Transfer to Equipment ISF 16,000 10,271 5,729 36%
Net (1,449,001) (1,114,253)
Water Fund
Revenue 3,195,371 1,765,636 1,429,735 45%
Operating Expense 3,284,287 1,356,702 1,927,585 59%
Transfer to Water CIP Fund 400,000 400,000 - 0%
Transfer to Equipment ISF 12,150 7,593 4,557 38%
Net (501,066) 1,341
Liability Fund Balance As of
Net Pension Liability Multiple 13,260,280 6/30/2025
Net OPEB Liability Multiple 670,734 6/30/2025
Compensated Absences Multiple 994,317 6/30/2025
Subscriptions Payable IT 95,794 6/30/2025
SRF Loan Sewer 25,464,940 7/31/2025
BUDGET TO ACTUAL SUMMARY AS OF DECEMBER 31, 2025
FEBRUARY 17, 2026
4 FISCAL ANALYSIS
Preparation of this report is informational in nature and has no direct fiscal impact.

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

ATTACHMENTS

1. Monthly budget-to-actual report as of December 31, 2025 % of Year Remaining: 50%
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Non-Departmental Revenue
Tax Revenue 1 7,743,963 2,921,901 38% 4,822,062 62% - 4,822,062 62% Licenses & Permits 258,535 71,468 28% 187,067 72% - 187,067 72% Interest Income 2 150,000 45,304 30% 104,696 70% - 104,696 70% Lease-Rental Income 36,182 17,537 48% 18,645 52% - 18,645 52% Other Revenue 11,150 14,347 129% (3,197) -29% - (3,197) -29% Departmental Revenue
City Manager 92,377 1,000 1% 91,377 99% - 91,377 99%
Econ Dev / Comm Supp / Grants 140,000 66,548 48% 73,452 52% - 73,452 52% Human Resources 24,786 30 0% 24,756 100% - 24,756 100%
Finance - 300 (300) - (300)
Fire 3 1,121,124 487,275 43% 633,849 57% - 633,849 57%
Police 4 293,763 236,864 81% 56,899 19% - 56,899 19%
Code Enforcement 100,000 - 0% 100,000 100% - 100,000 100% Building Inspection 93,050 67,371 72% 25,679 28% - 25,679 28% Planning 11,100 3,262 29% 7,838 71% - 7,838 71%
Streets 208,685 77,494 37% 131,191 63% - 131,191 63%
Parks 5,000 13,076 262% (8,076) -162% - (8,076) -162%
Cultural Center 16,200 1,932 12% 14,268 88% - 14,268 88% Swimming Pool 226,305 97,810 43% 128,495 57% - 128,495 57% Revenue Total 10,532,220 4,123,519 39% 6,408,701 61% - 6,408,701 61% Non-Departmental Expenditures 204,332 1,687 1% 202,645 99% 115,645 87,000 43% City Council 34,385 13,091 38% 21,294 62% 232 21,062 61% City Manager 179,755 55,273 31% 124,482 69% - 124,482 69% Econ Dev / Comm Supp / Grants 588,832 189,791 32% 399,041 68% 101,125 297,916 51% City Clerk 55,465 25,200 45% 30,265 55% - 30,265 55%
Human Resources 139,612 41,559 30% 98,053 70% 7,462 90,592 65% Finance 400,273 172,779 43% 227,494 57% 4,099 223,395 56% City Attorney 103,852 39,137 38% 64,716 62% - 64,716 62% Fire 2,198,758 975,590 44% 1,223,168 56% 93,645 1,129,524 51% Police 3,735,347 1,473,539 39% 2,261,808 61% 321,685 1,940,123 52% City of Crescent City
FY 2025-26 General Fund Operating Report
As of December 31, 2025
Before
Encumbrances
Including
Encumbrances
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Before
Encumbrances
Including
Encumbrances
Code Enforcement 174,124 99,274 57% 74,850 43% - 74,850 43% Building Inspection 226,247 50,844 22% 175,403 78% 42,125 133,277 59% Planning 325,232 145,269 45% 179,963 55% 122,413 57,550 18% Public Works Admin 163,629 68,206 42% 95,423 58% - 95,423 58% Streets 1,752,485 489,317 28% 1,263,168 72% 85,308 1,177,860 67% Parks 695,660 286,095 41% 409,565 59% 29,700 379,865 55% Cultural Center 192,686 56,442 29% 136,244 71% 46,206 90,037 47% Swimming Pool 1,257,184 689,017 55% 568,167 45% 78,475 489,692 39% Expenditure Total 12,427,858 4,872,110 39% 7,555,748 61% 1,048,120 6,507,628 52% Net Operating Results (1,895,638) (748,591)
Notes:
1 Sales tax and Measure S are received 2 months in arrears, so this report reflects revenue earned July - October.

TOT is due quarterly, one month after the quarter ends, so this report reflects revenue earned in the first quarter (Jul - Sep, paid in Oct). (TOT is also highly seasonal.)
Property taxes and in-lieu are received Dec, Jan, Apr, and May. 2 Interest is received quarterly, so this report reflects interest earned in the first quarter (Jul - Sep, received in Oct). 3 The majority of Fire revenue is for services to the Crescent Fire Protection District which is billed quarterly, so this report reflects the first quarter (Jul - Sep). It also includes revenue of $273k for prior year services that will be included in FY26 revenue. 4 Includes $137k grant revenues for FY25 not received in time for FY25 that will be included in FY26 revenue. % of Year Remaining: 50%
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Revenue
Housing Choice Voucher Program
Housing Assistance Revenue 3,669,720 1,815,756 49% 1,853,964 51% - 1,853,964 51% Admin Revenue 572,528 311,739 54% 260,789 46% - 260,789 46% Emergency Housing Voucher Program
Housing Assistance Revenue 70,200 29,764 42% 40,436 58% - 40,436 58% Admin Revenue 11,907 6,109 51% 5,798 49% - 5,798 49%
Mainstream Voucher Program
Housing Assistance Revenue 273,600 136,124 50% 137,476 50% - 137,476 50% Admin Revenue 47,628 24,085 51% 23,543 49% - 23,543 49% Other Revenues
Interest 6,000 250 4% 5,750 96% - 5,750 96%
Port In - Admin 558 (558) - (558)
Port In - HAP 7,442 (7,442) - (7,442)
Recovery - Admin 9,000 1,836 20% 7,165 80% - 7,165 80%
Recovery - HAP 9,000 1,836 20% 7,165 80% - 7,165 80%
HAP Owner Reimbursement 690 (690) - (690)
Other Revenue 2,258 (2,258) - (2,258)
Revenue Total 4,669,583 2,338,446 50% 2,331,137 50% - 2,331,137 50% Expenditures by Department
City Manager 5,558 2,159 39% 3,399 61% - 3,399 61%
Human Resources 8,417 1,770 21% 6,647 79% 2 6,645 79%
Finance 11,839 6,728 57% 5,111 43% 95 5,017 42%
City Attorney 2,413 441 18% 1,972 82% - 1,972 82%
Housing Authority
Housing Assistance Payments 4,013,520 1,986,013 49% 2,027,507 51% - 2,027,507 51% Admin 664,283 308,893 47% 355,390 53% 22,812 332,578 50% Expenditure Total 4,706,030 2,306,004 49% 2,400,026 51% 22,909 2,377,117 51% Net Operating Results (36,447) 32,442
City of Crescent City
FY 2025-26 Housing Fund Operating Report
As of December 31, 2025
Before
Encumbrances
Including
Encumbrances
% of Year Remaining: 50%
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Revenue
Interest 10,000 9,016 90% 984 10% - 984 10%
Misc Sales 14,500 10,440 72% 4,060 28% - 4,060 28%
Rental Revenue 1 603,286 396,309 66% 206,977 34% - 206,977 34% Other Revenue - - - - -
Revenue Total 627,786 415,764 66% 212,022 34% - 212,022 34% Operating Expenses by Department
RV Park 553,506 250,237 45% 303,269 55% 60,499 242,770 44% City Council 4,075 1,673 41% 2,402 59% 29 2,373 58%
City Manager 13,673 5,633 41% 8,040 59% - 8,040 59%
City Clerk 6,529 2,888 44% 3,641 56% - 3,641 56%
Human Resources 4,009 847 21% 3,162 79% 1 3,161 79%
Finance 65,981 28,774 44% 37,207 56% 137 37,070 56%
City Attorney 11,876 4,645 39% 7,231 61% - 7,231 61%
Expense Total 659,649 294,696 45% 364,953 55% 60,666 304,286 46% Net Operating Results (31,863) 121,068
Capital Grant Revenue 835,000 - 0% 835,000 100% - 835,000 100% Capital Expenses 826,457 8,195 1% 818,262 99% 1,189 817,074 99% Net (23,320) 112,873
Notes:
1 Rental revenue is highly seasonal.

City of Crescent City
FY 2025-26 RV Park Fund Operating Report
As of December 31, 2025
Before
Encumbrances
Including
Encumbrances
% of Year Remaining: 50%
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Sewer Fund Revenue
Interest 1 100,000 27,406 27% 72,594 73% - 72,594 73%
Other Income 2 27,800 32,607 117% (4,807) -17% - (4,807) -17% Charges for Services 4,578,264 2,322,409 51% 2,255,856 49% - 2,255,856 49% Sewer Connections 3 200,000 296,289 148% (96,289) -48% - (96,289) -48% Sewer Lab 4 134,400 35,903 27% 98,497 73% - 98,497 73%
County Collection System (CSA) 5 269,177 - 0% 269,177 100% - 269,177 100% Grant Revenue 384,860 17,594 5% 367,266 95% - 367,266 95% Transfers In 194,074 194,074 100% - 0% - - 0%
Sewer Fund Revenue Total 5,888,575 2,926,281 50% 2,962,294 50% - 2,962,294 50% Sewer Fund Expenses by Dept
City Council 43,374 19,280 44% 24,094 56% 232 23,862 55% City Manager 135,559 65,410 48% 70,149 52% - 70,149 52% Econ Dev / Grants 67,370 31,916 47% 35,454 53% - 35,454 53% City Clerk 77,933 39,706 51% 38,227 49% - 38,227 49%
Human Resources 25,646 8,799 34% 16,847 66% 4 16,843 66% Finance 486,769 231,076 47% 255,693 53% 18,243 237,450 49% City Attorney 74,319 32,584 44% 41,735 56% - 41,735 56% Sewer Lab 506,546 237,981 47% 268,565 53% 64,401 204,164 40% WWTP Operations 3,033,506 1,118,654 37% 1,914,852 63% 1,322,700 592,151 20% City Collection System 550,130 253,549 46% 296,581 54% 21,827 274,755 50% County Collection System (CSA) 271,485 93,029 34% 178,456 66% 35,768 142,688 53% WWTP Major Maintenance 276,276 125,615 45% 150,661 55% 21,049 129,612 47% Operating Expense Total 5,548,913 2,257,600 41% 3,291,313 59% 1,484,223 1,807,089 33% Debt Service 6 1,697,663 1,697,663 100% - 0% - - 0%
Transfers to Sewer CIP Fund 75,000 75,000 100% - 0% - - 0% Transfers to Equipment ISF 16,000 10,271 64% 5,729 36% - 5,729 36% Sewer Fund Expense Total 7,337,576 4,040,534 55% 3,297,041 45% 1,484,223 1,812,818 25% Net Sewer Fund Results (1,449,001) (1,114,253)
City of Crescent City
FY 2025-26 Sewer Fund Operating Report
As of December 31, 2025
Before
Encumbrances
Including
Encumbrances
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Before
Encumbrances
Including
Encumbrances
Sewer CIP Revenues
Transfers in (from Sewer Fund) 75,000 75,000 100% - 0% - - 0% Interest 1 50,000 11,804 24% 38,196 76% - 38,196 76%
Sewer CIP Revenue Total 125,000 86,804 69% 38,196 31% - 38,196 31% Sewer CIP Expenses
RBC Gear Box 62,000 - 0% 62,000 100% - 62,000 100%
Boiler 228,000 - 0% 228,000 100% - 228,000 100%
Influent Gate 35,000 - 0% 35,000 100% 15,000 20,000 57% Primary Influent Valves 120,000 - 0% 120,000 100% - 120,000 100% Influent Screens 200,000 150,438 75% 49,562 25% 1,333 48,230 24% Sewer Mains 225,000 - 0% 225,000 100% - 225,000 100%
Transfers out (to Sewer Fund) 194,074 194,074 100% - 0% - - 0% Sewer CIP Expense Total 1,064,074 344,512 32% 719,562 68% 16,333 703,230 66% Net Sewer CIP Results (939,074) (257,708)
NOTES:
1 Interest is received quarterly, so this report reflects interest earned in the first quarter (Jul - Sep, received in Oct). 2 NSF and late fees for all utility accounts are recorded here and then allocated between water and sewer at the end of the year. 3 Actual results depend on the number of connections requested. 4 Internal lab services are billed quarterly, so this report includes 1st quarter (Jul-Sep); external customers are billed the month following service. 5 Amounts depend on actual expenditures, will be billed to County. 6 Annual debt service payment is made in July.
% of Year Remaining: 50%
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Water Fund Revenue
Interest 67,500 23,441 35% 44,059 65% - 44,059 65%
Rental Revenue 1 24,648 14,376 58% 10,272 42% - 10,272 42% Other Revenue 2 27,196 6,827 25% 20,369 75% - 20,369 75% Charges for Services 2,695,897 1,369,398 51% 1,326,499 49% - 1,326,499 49% Water Connections 3 95,000 136,234 143% (41,234) -43% - (41,234) -43% Water CSD Admin Revenue 3,300 - 0% 3,300 100% - 3,300 100% Other Reimbursements 71,630 5,161 7% 66,469 93% - 66,469 93% Transfers In 210,200 210,200 100% - 0% - - 0%
Water Fund Revenue Total 3,195,371 1,765,636 55% 1,429,735 45% - 1,429,735 45% Water Fund Expenses by Department
City Council 42,748 18,928 44% 23,820 56% 232 23,588 55% City Manager 134,430 64,077 48% 70,353 52% - 70,353 52% Econ Dev / Grants 60,729 28,224 46% 32,505 54% - 32,505 54% City Clerk 71,166 35,964 51% 35,202 49% - 35,202 49%
Human Resources 27,724 8,972 32% 18,752 68% 5 18,747 68% Finance 466,310 225,305 48% 241,005 52% 17,743 223,263 48% City Attorney 63,026 29,076 46% 33,950 54% - 33,950 54% Water Operations 2,261,737 900,033 40% 1,361,704 60% 136,584 1,225,120 54% Water CSD 156,417 46,123 29% 110,294 71% 52,051 58,243 37% Operating Expense Total 3,284,287 1,356,702 41% 1,927,585 59% 206,615 1,720,970 52% Transfers to Water CIP Fund 400,000 400,000 100% - 0% - - 0% Transfers to Equipment ISF 12,150 7,593 62% 4,557 38% - 4,557 38% Water Fund Expense Total 3,696,437 1,764,295 48% 1,932,142 52% 206,615 1,725,527 47% Net Water Fund Results (501,066) 1,341
City of Crescent City
FY 2025-26 Water Fund Operating Report
As of December 31, 2025
Before
Encumbrances
Including
Encumbrances
Description Notes Budget Actual % Remaining %
Open
Purchase
Orders Remaining %
Before
Encumbrances
Including
Encumbrances
Water CIP Revenues
Transfers in (from Water Fund) 400,000 400,000 100% - 0% - - 0% Interest 50,000 15,907 32% 34,093 68% - 34,093 68%
Grant Revenue 695,122 - 0% 695,122 100% - 695,122 100%
Water CIP Revenue Total 1,145,122 415,907 36% 729,215 64% - 729,215 64% Water CIP Expenses
Ground Source Well 649,122 1,213 0% 647,909 100% 280,226 367,683 57% Surge Protection 814,743 68,472 8% 746,271 92% 642,528 103,743 13% Automatic Meter Reading 606,844 111,801 18% 495,043 82% 138,768 356,276 59% Water Mains 195,107 60,250 31% 134,857 69% - 134,857 69% Transfers out (to Water Fund) 210,200 210,200 100% - 0% - - 0% Water CIP Expense Total 2,476,016 451,936 18% 2,024,080 82% 1,061,521 962,559 39% Net Water CIP Results (1,330,894) (36,030)
NOTES:
1 Cell tower rent.
2 NSF and late fees are allocated at the end of the year. 3 Includes both the connection fee and charges for equipment/materials related to the connection. Actual results depend on connections requested.

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: LINDA LEAVER, FINANCE DIRECTOR
DATE: FEBRUARY 17, 2026
SUBJECT: QUARTERLY CASH AND INVESTMENTS REPORT AS OF DECEMBER 31, 2025
______________________________________________________________________

RECOMMENDATION
• Receive and file quarterly cash and investments report as of December 31, 2025

BACKGROUND
California Government Code Section 53600 requires timely reporting of local agency investment transactions and portfolio to the agency’s legislative body. The Government Finance Officers Association’s (GFOA) best practice recommendation is for local agencies to periodically report cash and investments to the governing body.

ITEM ANALYSIS
Below is a summary of the City’s cash and investments as of December 31, 2025 (general ledger balances). These totals do not include fiduciary funds that are held by other entities (e.g. trust account held by PARS for the City’s OPEB liability).

Quarterly Cash and Investments Report Dec 2025
February 17, 2026
2 • Cash
o Petty Cash
The City maintains petty cash in various departments for change drawers and incidental purchases.
o Bank Accounts
Amounts listed are general ledger amounts and reflect activity through December 31, 2025. These amounts include checks that have been written but not yet presented to the bank (outstanding checks) and deposits that have been made but not yet recorded by the bank (deposits in transit). The general ledger balance reflects the City’s balances more accurately than the bank statements of the same date. Transactions are recorded by finance staff during various reconciliation processes which may not all be complete as of the writing of this report. ▪ US Bank Main – This is the City’s checking account. All cash receipts and accounts payable are processed through this account. Balances fluctuate based on activity and cash flow needs. When funds accumulate that are not immediately
needed for cash flow, they are transferred to LAIF. When Account Balance
Petty Cash 1,850
Bank Accounts
US Bank Main 936,447
US Bank Payroll -
US Bank Savings (CDBG Program Income) 601
US Bank Grant Advance Account 897,533
US Bank Housing Authority 426,200
US Bank Sewer Fund Capital Reserve 59,313
US Bank Water Fund Debt Service Reserve 351,412 2,671,505 Investment (Pooled Funds)
Local Agency Investment Fund (at FMV) 18,949,528
Total 21,622,883
Location/Purpose Amount
Administration - Petty Cash 300
Swimming Pool - Change Drawer 200
RV Park - Change Drawer 450
Utility Billing - Change Drawers 900
Total 1,850
Quarterly Cash and Investments Report Dec 2025
February 17, 2026
3 additional funds are required to meet immediate needs, they are transferred from LAIF into the main checking account.
▪ US Bank Payroll – This is a Zero Balance Account (ZBA). When payroll expenditures (direct deposits, checks, and wire transfers) are presented to the bank, the amount of the expenditure is automatically transferred from the main checking account into the payroll account.
▪ US Bank Savings (CDBG Program Income) – The California Department of Housing and Community Development (HCD),
which administers our Community Development Block Grant (CDBG) strongly suggests using a separate, interest-bearing bank account for Program Income. Interest earned on Program Income is also qualified as Program Income.
▪ US Bank Grant Advance (Clean California) – This account is for the receipt of grant advance funds for the Clean California grant project (Cultural Gateway and Beautification Project) and will be spent as the project progresses.
▪ US Bank Housing Authority – This account is used to receive funding from the Federal Department of Housing and Urban Development (HUD). Housing Assistance Payments are made from this account. The amount allowed by HUD for
administrative costs is periodically transferred into the City’s main checking account and allocated for costs within the Housing Authority Fund.
▪ US Bank Sewer Fund Capital Reserve – This account was required under the terms of the State Revolving Fund loan. Over a period of 10 years, the City was required to set aside $2,187,700 as a capital reserve. The balance in this account represents the first three years’ contributions plus interest. In October 2017, the City successfully negotiated a contract amendment to the SRF loan, removing the Capital Reserve Requirement. The majority of funds previously held in this account were transferred to the Sewer Fund for an authorized project. The remaining balance is held until needed for a project. ▪ US Bank Water Fund Debt Service Reserve – This account was required under the terms of the Safe Drinking Water loan. The funds would only be available to make the debt service payment should the Water Fund be unable to make payments from its operating account. The final loan payment was made last fiscal year and the funds are now available. However, as the Water Quarterly Cash and Investments Report Dec 2025
February 17, 2026
4 Fund may be pursuing debt financing for upcoming projects, a debt service reserve fund is likely to be required again and these funds have been left in the reserve fund for now. o Pooled Cash
With the exception of restricted bank accounts (US Bank Savings, US Bank Housing Authority, and US Bank Grant Advance), the City’s cash and investment resources are pooled. The pooling of cash and investments provides several advantages, including better physical custody and control, enhanced investment opportunities, and ease of operations. It also simplifies custody, collection, and disbursements.

It is important to note that the City’s pooled resources include fiduciary, grant, and capital project funds as well as the City’s major operating funds (but not restricted funds). The cash and investment totals represent balances as of a specific date and do not necessarily represent amounts available for future appropriations.

The use of pooled cash allows the City to cover negative cash balances in certain funds internally, rather than borrowing from an external source.

Certain funds – particularly when grant-funded – experience a negative cash balance due to the timing of expenditures and the delay in reimbursement. Instead of using external borrowing to cover these timing issues, the City’s pooled cash covers the negative fund(s) until reimbursed. Typically, the General Fund covers the negative funds.

However, when the negative funds are for large amounts (for example, large CIP projects), the General Fund alone may not have sufficient cash flow to cover the entire negative balance. Per the City’s Debt Policy, shortterm cash flow needs may be covered by one of the enterprise funds if necessary, and interest would be paid to the enterprise fund in that case. • Investments
o Local Agency Investment Fund (LAIF)
The City is a voluntary participant in the Local Agency Investment Fund (LAIF) that is regulated by California Government Code Section 16429 and managed by the Treasurer of the State of California. Cash is pooled with cash from local agencies state-wide and invested. Each agency has its own account within the pool. Each participating agency has a maximum account limit of $75 million, with no minimum balance, and is permitted to make up to 15 transactions per month. Investments in LAIF are available upon demand, although 24-hour notice is required for withdrawals of $10 million or more. More information about LAIF can be found at their website: http://www.treasurer.ca.gov/pmialaif/laif.asp. o Current Investment Portfolio
Quarterly Cash and Investments Report Dec 2025
February 17, 2026
5 The City’s investment portfolio is 100% in LAIF. City staff reviewed this policy with its financial advisor in 2022 and determined the balances invested (less amounts already appropriated for capital improvement projects and other budgeted items) would not warrant the investment fees and administrative overhead required to invest in other vehicles.
o Individual Transactions During Quarter
These transactions represent the City’s cash flowing between the checking account and LAIF investment account as cash is needed to fund budgeted items.
o Individual Securities Held
None.
o Realized and Unrealized Gains/Losses and Market Value Although the City does not hold any securities with a maturity over one year, the City does record a Fair Market Value (FMV) adjustment for its investment in LAIF, consistent with GASB 72. This GASB requirement is to provide transparency for the market value fluctuations in investments that are intended to be sold.

Although the City does not sell or intend to sell its investments (which are currently 100% in LAIF) and therefore does not have risk of market losses, we are required to periodically calculate the value of our investments if they were to be sold on a particular date and report that fair market value. The FMV adjustment is calculated quarterly, and the adjustment as of December 31, 2025 was an unrealized gain of $41,248. There is no actual (realized) gain or loss because the investments were not sold. The City receives actual interest earnings from LAIF each quarter. During this reporting period, interest of $203,422 was received in October, representing interest earnings for July – September 2025.
10/6/2025 Deposit 1,300,000 Transfer from main checking to LAIF 10/15/2025 Deposit 203,422 Interest earned (Jul - Sep)
10/22/2025 Deposit 350,000 Transfer from main checking to LAIF 10/27/2025 Deposit 500,000 Transfer from main checking to LAIF 11/10/2025 Deposit 150,000 Transfer from main checking to LAIF 11/19/2025 Withdrawal (250,000) Transfer from LAIF to main checking 12/2/2025 Withdrawal (250,000) Transfer from LAIF to main checking 12/5/2025 Withdrawal (600,000) Transfer from LAIF to main checking 12/22/2025 Deposit 300,000 Transfer from main checking to LAIF 12/30/2025 Deposit 400,000 Transfer from main checking to LAIF LAIF Transactions
Quarterly Cash and Investments Report Dec 2025
February 17, 2026
6 o Return on Investments
The monthly rate in LAIF as of December 31, 2025 was 4.025%, which is a slight decrease from the prior quarter (4.212% in September 2025). Crescent City’s Investment Policy specifies the two-year Treasury note as a benchmark, which is to be used for reference purposes only. The daily treasury yield for two-year notes on December 31, 2025 was 3.47%.

LAIF administrative cost as of December 31, 2025 was 0.27% of earnings. By law, LAIF administrative costs may not exceed 5% of the quarterly earnings of the fund, unless the 13-week Daily Treasury Bill on the last day of the fiscal year is below 1%, in which case administrative costs may not exceed 8% of quarterly earnings for the subsequent fiscal year.
o Percentage of Portfolio
▪ 100% LAIF
o Compliance Statement
The City’s investment portfolio as of December 31, 2025 is in compliance with the City’s Investment Policy and is meeting the policy objectives of (1) safety, (2) liquidity, and (3) yield.

FISCAL ANALYSIS
Preparation of this report is informational in nature and has no direct fiscal impact.

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

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: MARTHA D. RICE, CITY ATTORNEY
DATE: FEBRUARY 17, 2026
SUBJECT: AMENDMENT NO. 1 TO PLHA / PIP LOAN AGREEMENT – PROJECT

DESCRIPTION
______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and authorize the City Manager to sign Amendment No. 1 to the PLHA / PIP Loan Agreement between the City of Crescent City and Community System Solutions

BACKGROUND
In September 2017, the California Legislature approved Senate Bill 2 (SB 2), known as the Building Homes and Jobs Act (Act), which established a $75 recording fee on real estate documents that would go into a fund to be used to increase the supply of affordable housing. The Act establishes the Permanent Local Housing Allocation (PLHA) program administered by the California Department of Housing and Community Development (HCD). The PLHA provides a permanent source of funding to cities and counties to help meet the unmet need for affordable housing and increase the supply of affordable housing units. On February 20, 2024, council directed staff to submit an application for funding and on July 1, 2024, the City was awarded $344,198 in PLHA funding. There is another $56,111 expected to be available once the 2023 allocation is released.

With the 2019-2020 Budget Act, HCD was also able to provide a spectrum of support, incentives, and accountability measures to meet California’s housing goals, including the establishment of the Prohousing Designation Program. The Prohousing Designation Program provides incentives to cities and counties in the form of additional points or other preference in the scoring of competitive housing, community development, and infrastructure programs.

PLHA / PIP LOAN AGREEMENT AMENDMENT NO. 1
FEBRUARY 17, 2026
2 On March 1, 2024, the City received its designation as a Prohousing Jurisdiction from HCD. HCD offers a Prohousing Incentive Program (PIP), which rewards local governments who have been awarded a Prohousing Designation with additional funding to accelerate affordable housing production and preservation through a competitive application process. On July 8, 2024, the City was awarded $650,000 in PIP funding.

City staff combined both grants, and pending application for the 2023 allocation, to make a total amount of up to $1,050,309 in HCD funding available for the creation of a minimum of 4 units of affordable housing. Funds can be used for the predevelopment, development, acquisition, rehabilitation, and preservation of multifamily, residential live-work, or rental housing that is affordable to very low-, low-, or moderate-income households and general administration.

On October 2, 2025, City staff released an RFP for this project and received a total of four proposals. The proposals received for the PLHA/PIP Affordable Housing Project were all very promising projects and would have met the requirements of the grant, yet there was the Redwood Downtown projected presented by Community System Solutions stood out with significantly more potential for community impact than the others. The project was described to create 27 low- to moderate-income high-quality apartments on the lot where the former Daly's building is located on Third and J Streets. It will also include street-level retail space. City staff saw this project as a perfect complement to the City's downtown revitalization goals, with the potential not only to provide more housing stock, but also to help generate more foot traffic for the downtown business district. The project will be a mixed-use, infill housing development, which also aligns with the goals of the City's Housing Element.

The City's adopted PLHA Plan for 2020-2023 funding allocations has established that allocated funds will be provided to eligible affordable housing developers in the form of a ten-year deferred loan at 0% interest. Loans will be evidenced through a Promissory Note secured by a Deed of Trust, and a regulatory agreement restricting occupancy and rents for a term of 55 years. At the request of the applicant, the loan may be made forgivable at the end of the 10 years if the affordable housing requirements have been met.

On December 1, 2025, the City Council approved the PLHA / PIP Loan Agreement with Community System Solutions in the amount of $1,032,371.43 for the Redwood Downtown housing project. This is the total award amount, plus the pending PLHA application, minus the general admin budget set aside for City staff to administer this grant and oversee the project.

ANALYSIS
The developer, Community System Solutions, has submitted a revised building plan which alters the total number of units and unit mix for the project. The PLHA / PIP Loan Agreement includes a general project description and states that any changes to the general description must be approved by the City. Such approval must not be unreasonably withheld.

PLHA / PIP LOAN AGREEMENT AMENDMENT NO. 1
FEBRUARY 17, 2026
3 The original project description included a mix of one-, two-, and three-bedroom apartments, for a total of 27 units. The revised project description includes a mix of studio, one-, and two-bedroom apartments, for a total of 36 units. In addition, the date for the developer to submit reimbursement requests to the City has been pushed back from February 27th to March 25th to allow Developer more time to expend the almost $650,000, which is reimbursable from the PIP funded portion of the loan.

AFFORDABLE HOUSING
The PLHA / PIP Loan Agreement requires that only 4 of the units remain affordable for households earning up to 120% AMI for a period of 55 years (moderate income level).

The project plan, however, is that the entirety of the residential units will be affordable with 80% of the units designated for low-income households and 20% of the units designated for moderate income households. Household income designations are created in reference to the area median income (AMI). The Del Norte County AMI is $93,900 for a 4-person household (as determined by HCD). This number is then adjusted based upon how many people are in the household. Low-income households are defined as households earning less than 80% of the annual AMI. Moderate-income households are defined as households earning less than 120% of the annual AMI.

Maximum Allowable Annual Income by Household Size
Income
Level
% AMI 1 person 2 persons 3 persons 4 persons
LowIncome <80% $52,600 $60,100 $67,600 $75,100
ModerateIncome<120% $78,900 $90,150 $101,450 $112,700
The State also sets “affordability” guidelines. Rent is based upon the household’s annual income so that it is affordable for the tenant. Typically, rent can be no more than 30% of the household annual income (divided by 12). For perspective, the maximum rent for a low-income household would be $986.25 for a one-person household and up to $1,408.50 for a four-person household. The maximum rent for a moderate-income household would be $1,808.13 for a one-person household and $2,582.25 for a four-person household.

FISCAL ANALYSIS
This amendment to the project description will not impact on the City’s budget or the PLHA / PIP grant funds to be provided to support the project.

STRATEGIC PLAN ANALYSIS
This action is consistent with the following 2016 Strategic Plan Goals:
• Goal 1: Support quality services, community safety, and health to enhance the quality of life and experience of our residents and visitors.

PLHA / PIP LOAN AGREEMENT AMENDMENT NO. 1
FEBRUARY 17, 2026
4 o Encouraging and supporting community participation in the implementation of the Beachfront Park Master Plan through avenues such as Beachfront Park Fund.
o Target economic development improvements that provide additional benefit by enhancing the quality of life for residents.
o Examine methods to maintain, enhance, and expand park and recreation facilities
• Goal 2: Promote a thriving local economy.
o Evaluate and optimize additional revenue sources.
o Support community services that provide measurable services to the community.
o Research and implement methods to increase local tourism and funding for tourism promotion.
o Expand on the success of grant funding by maximizing utilization of opportunities with corresponding community needs.

ATTACHMENTS

1. Amendment No. 1 to the PLHA / PIP Loan Agreement between the City of Crescent City and Community System Solutions

2. Revised Redwood Downtown Project Building Plan by CSS AMENDMENT NO. 1 TO PLHA / PIP LOAN AGREEMENT PAGE 1 OF 3 AMENDMENT NO. 1

PLHA / PIP LOAN AGREEMENT BY AND BETWEEN THE CITY OF CRESCENT CITY

AND COMMUNITY SYSTEM SOLUTIONS
This Amendment No. 1 to the PLHA / PIP Loan Agreement by and between the City of Crescent City (“CITY”) and Community System Solutions (“CSS”) executed December 2, 2025 (“Amendment”) is entered into for the purpose of amending the Project Description.

WHEREAS, CITY and CSS entered into an agreement whereby CITY agreed to loan CSS State Permanent Local Housing Allocation (PLHA) and Prohousing Incentive Program (PIP) grant funds for the development of an affordable housing project following a competitive call for proposals; and
WHEREAS, the PLHA / PIP Loan Agreement included a general project description and requires that any changes to the general description be approved by CITY; and WHEREAS,CSS has refined its development plan and now proposed to increase the number of housing units and change some of the unit sizes; and WHEREAS, the PLHA / PIP Loan Agreement states that CITY shall not unreasonably withhold its approval of any changes to the project description.

NOW, THEREFORE, the parties agree as follows:

1.0 Amendment to Project Description. The parties hereto agree to amend the Project Description in the Agreement as follows (strikethough indicates a deletion and bold underline indicates an addition):

4.1 Project Description. DEVELOPER warrants and represents that it intends to build a mixed use, infill housing development at 964 Third Street, Crescent City, California (the “Project”), which will create 27 36 residential units and street-level retail and office space. Twenty-seven All 36 of these apartments will be affordable units for lowto moderate-income households. The affordable unit mix includes studio, one-, and two- and three-bedroom apartments affordable to households earning 50-120% AMI.

Apartments will feature balconies, energy-efficient appliances, and durable materials designed for long-term affordability and comfort. The Project aims to revitalize one parcel consisting of .51 acres [APN 118-120-025-000] within the C- 1 zoning district. Any changes to the project as described in this project description must be approved by the CITY. Such approval shall not be unreasonably withheld.

2.0 Amendment to Conditions of Reimbursement. The parties hereto agree to amend the Conditions of Disbursement for PIP Funds in the Agreement as follows (strikethough indicates a deletion and bold underline indicates an addition):

AMENDMENT NO. 1 TO PLHA / PIP LOAN AGREEMENT PAGE 2 OF 3

3.2Conditions of Disbursement. Loan disbursements will be made as follows:
…

3.1.2 PIP Funds. DEVELOPER must submit a written disbursement request identifying the amount, purpose and proof of payment for eligible predevelopment costs to CITY for reimbursement on or before February 27, 2026March 25, 2026. CITY may accept a written disbursement request after this date but cannot guarantee that it will have time to process and timely submit to HCD before the deadline. CITY will then submit the reimbursement request to HCD. Upon receipt of payment from HCD (6-8 weeks), CITY will issue the reimbursement payment to DEVELOPER.

3.0 Amendment to Affordability Warranty. The parties hereto agree to amend the Project Description in the Agreement as follows (strikethough indicates a deletion and bold underline indicates an addition):

4.3 Affordability. DEVELOPER warrants and represents that 4 of the 27 residential units will be offered at affordable rents to households earning up to 120% AMI for a period of 55 years.

4.0 Loan Documentation. Approval of this amendment to the project description also constitutes approval of any changes in the loan documentation (exhibits to the PLHA / PIP Loan Agreement ) necessary to reflect and effectuate this approved change.

4.0 Other Terms and Conditions. All other terms and conditions of the PLHA / PIP Loan Agreement remain valid and enforceable and are unaffected by this Amendment No. 1.

5.0 Electronic Signatures. This Amendment No. 1 may be executed in two or more counterparts, each of which shall be deemed an original but all of which together shall constitute one and the same instrument. Counterparts may be delivered via facsimile, electronic mail (including pdf or any electronic signature complying with California’s Uniform Electronic Transactions Act, Cal Civ. Code 1633.1, et seq.) or other transmission methods, and any counterpart so delivered shall be deemed to have been duly delivered and valid and effective for all purposes.
[signature page to follow]
AMENDMENT NO. 1 TO PLHA / PIP LOAN AGREEMENT PAGE 3 OF 3

PLHA / PIP LOAN AGREEMENT
AMENDMENT NO. 1

SIGNATURE PAGE
IN WITNESS WHEREOF, the parties hereby have caused this Amendment No. 1 to be executed this 17th day of February 2026.

CITY OF CRESCENT CITY COMMUNITY SYSTEM SOLUTIONS
By: Eric Wier, City Manager By: Michael Bahr, CEO
APPROVED AS TO FORM:

Martha D. Rice, City Attorney

THE REDWOOD

DOWNTOWN

PRELIMINARY DEVELOPMENT SUBMITTAL
FEBRUARY 13, 2026
*THIS DESIGN IS CONCEPTUAL IN NATURE. THE INFORMATION AND NUMBERS PROVIDED ARE SUBJECT TO CHANGE, PENDING VERIFICATION BY CLIENT AND AUTHORITIES HAVING JURISDICTION.

UNIT SUMMARY
Average Total # Total
UNIT TYPE SF* FLR 1 FLR 2 FLR 3 Units Unit Mix Net Rent.

Studio:

S1 538 2 2 2 6 3,228 SF
Subtotal 538 2 2 2 6 17% 3,228 SF
1 Bedroom:

A1 672 3 3 3 9 6,048 SF
A2 673 1 2 2 5 3,365 SF
Subtotal 672 4 5 5 14 39% 9,413 SF
2 Bedrooms:

B1 949 4 4 4 12 11,388 SF
B2 938 0 2 2 4 3,752 SF
Subtotal 946 4 6 6 16 44% 15,140 SF
TOTAL 772 10 13 13 36 100% 27,781 SF

LOT AREA SUMMARY
Building Coverage 12,300 SF
Private Open Space 360 SF
Mail 330 SF
Courtyard/Landscape 2,675 SF
Circulation 1,550 SF
BOH/Utility/Storage/Trash 930 SF
Retail 2,220 SF
Street/Parking 2,355 SF
TOTAL 22,720 SF

PARKING PROVIDED
Perpendicular 1 space
Van ADU Accessible 1 space
Parallel Parking along the site +/- 13 spaces
G-1.1

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL

PROJECT INDEX & SUMMARY
TCA Architects
19782 MacArthur Blvd., Suite 300
Irvine, CA 92612
Contact: Chris Williams
Red Sky
300 Standard Veneer Rd
Crescent City, CA 95531
Community Systems Solutions
7806 Juarez Way,
Fair Oaks, CA 95628
Contact: Mike Bahr
P: 949.862.0270
P: 949.862.0289
www.tca-arch.com
[email protected]
P: 541.412.8866
www.redskyteam.com
P: 916.827.0016
communitysystemsolutions.com
[email protected]
G-1.1
A-1.1
A-2.1
A-2.2
A-2.3
A-2.4
A-3.1
The Redwood Downtown will set a new standard for multifamily affordable workforce housing in Crescent City. This infill ground-up housing development, located at 962/ 964 Third Street, transforms a 0.51-acre vacant downtown site bounded by Third Street, J Street, and Fourth Street. (APN 118-120-025-000).

It will be a mixed-use building with retail along Third Street and on the corner of Third and J streets. It will feature studios, one - and two-bedroom apartments, with monthly rents below local market rates. Per tenant annual income limits will range from $30,800 - $84,400 (50% to 120% AMI).

Each apartment will have in-unit washer and dryers, on-demand hot water, energy efficient refrigerators and stoves, smart heating and cooling systems. Patios and balconies will be available on some apartments with views of the bay and ocean.

The project advances the City’s downtown revitalization goals and vision plan and strengthens the downtown core. Tenants will be a short walk, bike or bus ride to work or shop almost anywhere in the urban area. They will be able to live an energy efficient, ecofriendly lifestyle just a few blocks from the beach.

SITE PLAN

BUILDING PERSPECTIVE

BUILDING PERSPECTIVE

BUILDING PERSPECTIVE

BUILDING PERSPECTIVE

COLORS AND MATERIALS

PROJECT INDEX & SUMMARY

PROJECT TEAM PROJECT SUMMARY
INDEX

PROJECT DESCRIPTION

VICINITY MAP
SITE
I ST
J ST
H ST
4TH ST
5TH ST
3RD ST
ARCHITECT:

GENERAL CONTRACTOR:

DEVELOPER:

GENERAL:

ARCHITECTURE:
10’
20’
40’
A-1.1

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL

J STREET

ENOTECA
3RD STREET
4TH STREET

UMBRELLA
ALLEY

COURTYARD

PASEO PASEO
GATE

GATEGATE

PARKING
AWNING
AWNING

TRASH TR TR

RESIDENT

PARKING
ENTRY

RESIDENT

BUILDING

MAIN ENTRY

BUILDING
ENTRY
UP

BUILDING
ENTRY

BUILDING
ENTRY

BUILDING
ENTRY

BUILDING
ENTRY

SITE PLAN

GROUND LEVEL ON SITE
11’
10’-6”
3’
6’
6’
15’

COMMERCIAL
1,876 SF
A1
672 SF
B1
949 SF
B1
949 SF
B1
949 SF
B1
949 SF
S1
538 SF
S1
538 SF
A1
672 SF
A2
673 SF
MAIL
330 SF
A2
673 SF
(ABOVE)
A1
672 SF

COMMERCIAL
340 SF
B2
938 SF
(ABOVE)
B2
938 SF
(ABOVE)
NOTE: SITE PLAN IS CONCEPTUAL AND SUBJECT TO CHANGE IN THE SCHEMATIC DESIGN STAGE.

INDICATED LANDSCAPE IS CONCEPTUAL AND ONLY FOR GRAPHICAL PURPOSE A-2.1

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL

BUILDING PERSPECTIVE
3RD STREET & J STREET INTERSECTION
NOTE: CONCEPTUAL 3D MODEL ONLY. ALL SITE ELEMENTS, FINISHES, AND GEOMETRIES SHOWN ARE PRELIMINARY. FINAL DIMENSIONS AND SPECIFICATIONS WILL BE FURTHER DEVELOPED AND VERIFIED AS PART OF THE FORMAL SCHEMATIC DESIGN SUBMITTAL. INDICATED LANDSCAPE IS CONCEPTUAL AND ONLY FOR GRAPHICAL PURPOSE

J STREET
3RD STREET
4TH STREET
A-2.2

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL
NOTE: CONCEPTUAL 3D MODEL ONLY. ALL SITE ELEMENTS, FINISHES, AND GEOMETRIES SHOWN ARE PRELIMINARY. FINAL DIMENSIONS AND SPECIFICATIONS WILL BE FURTHER DEVELOPED AND VERIFIED AS PART OF THE FORMAL SCHEMATIC DESIGN SUBMITTAL. INDICATED LANDSCAPE IS CONCEPTUAL AND ONLY FOR GRAPHICAL PURPOSE

BUILDING PERSPECTIVE
3RD STREET & J STREET INTERSECTION

J STREET
3RD STREET
4TH STREET
A-2.3

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL

BUILDING PERSPECTIVE

EAST / ALONG J STREET
NOTE: CONCEPTUAL 3D MODEL ONLY. ALL SITE ELEMENTS, FINISHES, AND GEOMETRIES SHOWN ARE PRELIMINARY. FINAL DIMENSIONS AND SPECIFICATIONS WILL BE FURTHER DEVELOPED AND VERIFIED AS PART OF THE FORMAL SCHEMATIC DESIGN SUBMITTAL. INDICATED LANDSCAPE IS CONCEPTUAL AND ONLY FOR GRAPHICAL PURPOSE

J STREET
3RD STREET
4TH STREET
A-2.4

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL
NOTE: CONCEPTUAL 3D MODEL ONLY. ALL SITE ELEMENTS, FINISHES, AND GEOMETRIES SHOWN ARE PRELIMINARY. FINAL DIMENSIONS AND SPECIFICATIONS WILL BE FURTHER DEVELOPED AND VERIFIED AS PART OF THE FORMAL SCHEMATIC DESIGN SUBMITTAL. INDICATED LANDSCAPE IS CONCEPTUAL AND ONLY FOR GRAPHICAL PURPOSE

BUILDING PERSPECTIVE

EAST / ALONG J STREET

J STREET
3RD STREET
4TH STREET
A-3.1

THE REDWOOD DOWNTOWN

CRESCENT CITY, CA
TCA # 2025-186
FEBRUARY 13, 2026

PRELIMINARY DEVELOPMENT SUBMITTAL

COLORS & MATERIALS
C - Composite Siding
Nichiha, Vintagewood:

A- Redwood
B - Bark
C - Spruce
or Similar
P - Asphalt Shingle Roof
Certainteed: Colonia Slate
or Similar
A B C
W - Vinyl Windows
VPI: Architectural Bronze,
Black
or Similar
S - Storefront
VPI: Architectural Black
or Similar
R - Metal Picket Raling
TBD
P - Plank Siding
Nichiha: Sierra Premium Shake
Charcoal
or Similar

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: MARTHA D. RICE, CITY ATTORNEY
DATE: FEBRUARY 17, 2026
SUBJECT: SIGNS REGULATIONS UPDATE (MUNI CODE CHAPTER 17.39) ______________________________________________________________________

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. 861, AN

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING CHAPTER 17.39, SIGNS, OF TITLE 17, ZONING, OF THE

CRESCENT CITY MUNICIPAL CODE

BACKGROUND
On October 16, 2025, the Planning Commission held a public hearing and subsequently adopted Resolution No. PC2025-11, recommending updates to Chapter 17.39, Signs, of the municipal code.

The Planning Commission’s recommendations include:

1. Adds definition of “digital sign”
➢ an LED digital display sign that may rotate images

2. Adds definition of “off-site advertising”; removes definitions and references to “billboard” and “general advertising sign”

3. Adds regulations for “digital signs”
➢ Digital signs may contain static messages only. Signs may not display text which flashes, pulsates, moves or scrolls. Each complete message must fit on one screen.
➢ Digital signs may not change message more than once every 15 seconds. ➢ The content of a digital sign must transition by changing instantly (e.g., no fade-out or fade-in).

SIGNS REGULATIONS UPDATE
February 17, 2026
2 ➢ Any digital signs within 100 feet from HWY 101 must obtain any and all permits from Caltrans.

4. Adds regulations for “off-site advertising”
➢ No off-site advertising sign may be erected, constructed, or maintained in excess of 100 square feet of display surface, in accordance with the allowable sign area regulations of this chapter.
➢ Off-site advertising is only allowed in the C-2 Zone and must meet all applicable Caltrans requirements and regulations.
➢ Each business is limited to two off-site advertising signs within the city limits. ➢ Off-site advertising sign area counts toward the allowable sign area for both the business being advertised and the business hosting the off-site advertising sign.

5. Adds regulations regarding “illumination” (brightness) ➢ During daylight hours between sunrise and sunset, luminance is limited to 10,000 nits.
➢ At all other times, luminance is limited to 160 nits. ➢ Digital signs may produce no more than 0.3 foot-candle of light when measured from the distance using the following formula: Measurement Distance= (Area of Sign Sq. Ft. × 100)
➢ Each sign must have a light sensing device that will automatically adjust the brightness of the display as the natural ambient light conditions change.

6. Removes references to coastal zones, the regulations for which are governed by Chapter 17.74, Coastal Zone Signs.

On November 17, 2025, the City Council discussed the Planning Commission’s recommendations for updates to the City’s sign regulations. Present at the meeting were Council Member Altman, Mayor Pro Tem Tinkler and Mayor Wright. Council Member Greenough was absent and there was one vacancy. At that meeting, the City Council discussed the Planning Commission recommendation, expressed concerns regarding community aesthetics and traffic safety, and directed that the following changes to the recommendation be brought back to the Council:
• Limit the number of digital signs to 2 total signs within the City • Limit digital signs to 32 square feet in size
• No offsite advertising allowed within the City (regardless of sign type)

SIGNS REGULATIONS UPDATE
February 17, 2026
3 ITEM ANALYSIS
On January 20, 2026, the full five-member City Council held another discussion regarding updates to the sign regulations. At that meeting, the Council directed the sign regulations include the following provisions:
• Limit digital signs to one every 1750 linear feet along the streets and highways within the City’s C-2 zoning district.
• Allow offsite advertising in the C-2 zone
• Limit digital signs to 32 square feet in size
The draft ordinance attached to this staff report contains the Planning Commission’s recommendations as well as the direction provided by the City Council, summarized as follows:

Digital Signs Off-Site Advertising
Zoning District C-2 C-2
Size Limitation 32 SF max 100 SF max
Distance Requirement 1750 linear feet b/w signs No requirement If the ordinance is introduced at this meeting, then it will be brought back for adoption and public hearing at a future meeting.

FISCAL ANALYSIS
Introducing this ordinance does not have a direct fiscal impact to the City.

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

GOAL 1: PROMOTE A THRIVING LOCAL ECONOMY
(E) 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.

ATTACHMENTS

1. C-2 Zone Map

2. Draft Ordinance No. 861 (sign regulations)
Washington Blvd.
1,000’
ORDINANCE NO. 861

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CRESCENT CITY AMENDING CHAPTER 17.39, SIGNS, OF TITLE 17, ZONING, OF

THE CRESCENT CITY MUNICIPAL CODE
WHEREAS, the City of Crescent City is a general law city subject to all California State laws of general applicability; and
WHEREAS, as a prominent part of the scenery, signs may attract the viewing public, affect the safety of vehicular and pedestrian traffic, and help set the tone and character of the community; and
WHEREAS, signs have an obvious impact on the character, quality and economic health of the City’s scenery; and
WHEREAS, the Planning Commission recommend allowing both changeable digital signs and off-site advertising be allowed within the City; and WHEREAS, the City Council has considered the Planning Commission recommendations and directed staff to make specific changes to the Planning Commission recommendation; and
WHEREAS, the City Council held a duly noticed public hearing on the proposed changes to the City’s sign regulations, contained in Chapter 17.39 of the Crescent City Municipal Code.

NOW, THEREFORE, the City Council of the City of Crescent City does hereby ordain 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. FINDINGS. The City Council finds that the proposed amendments to the City’s sign regulations further the purposes of Chapter 17.39 as set forth in Section

17.39.010 of the Crescent City Municipal Code.

SECTION 3. CODE AMENDMENT. Chapter 17.39, Signs, of Title 17, Zoning, of the Crescent City Municipal Code is hereby as described in this Section.

Note: Additions = red underlined text, Deletions = red text with strikethrough.

3.01 DEFINITIONS. Section 17.39.030, Definitions, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:

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§ 17.39.030 Definitions.

As used in this chapter:
"Abandoned sign" means any sign or advertising display remaining in place or not maintained for a period of ninety days which no longer advertises or identifies an ongoing business, product or service available on the business premises where the sign or display is located.
"Advertising display" means the same as "sign."
"A-frame" means a sandwich board sign.
"Architecturally controlled sign" means any sign that is submitted as part of, or related to, the design of a building, or group of buildings, constructed for commercial purposes, and that has gone through an approved process of design review. "Awning/canopy sign" means any sign that is a part of or attached to an awning, canopy or other fabric, plastic, or nonpermanent structural protective cover over the doorway, window, patio or other part of the exterior of a building. A marquee is not an awning or a canopy.
"Balloon" means a nonporous bag containing a gas lighter than air causing it to rise and float above the ground.
"Banner" means a sign made of flexible materials such as cloth, canvas, plastic or cardboard.
"Beacon" means a rapidly rotating fixed light giving the appearance of a flashing light. "Bed and breakfast establishment" means a residential dwelling occupied by a resident person or family, containing individual living quarters occupied on a transient basis for compensation, and in which a breakfast may be provided to the guests. "Billboard" means a sign structure which is made available for ease or rent for the purpose of off-site advertising.
"Changeable copy sign" means a sign that is designed so that characters, letters or illustrations can be changed or rearranged without altering the face of the sign. "Community event" means an occasion or activity sponsored by either a governmental or quasi-governmental agency (such as the harbor district, city of Crescent City, Del Norte County, the Crescent City business and parking improvement district, or chamber of commerce) or by a not-for-profit organization (such as a church or a civic organization), the purpose of which is to benefit the community as a whole, either by raising funds through a specific event to address a specific issue (such as the United Way Ball), by publicizing the area to visitors (such as street fairs) or for the purpose of a communitywide celebration (such as the fourth of July).

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"Construction signs" means a temporary sign erected on the premises on which construction is taking place identifying the names of the persons or companies involved in the project.
"Curbline" means the line at the face of the curb nearest to the street or roadway. In the absence of a curb, the curbline shall be established by the public works director. "Directional sign" means an accessory sign designed to guide or direct pedestrian or vehicular traffic.
“Digital Sign” means an LED digital display sign that may rotate images. "Display surface" means the area made available by the sign structure, including the background area, for the purpose of displaying an advertising message. "Double-faced sign" means a sign with two faces only, with each face oriented one hundred eighty degrees from the other. Such sign may be a pole, projecting, hanging or roof sign.
"Enforcement officer" means the public employee or officer designated by the legislative body of the city to perform the duties imposed by these regulations. "Flag" means a usually rectangular piece of fabric of distinctive design that is used as a symbol or as an attracting or signaling device. Corporate flags contain the name or logo of an incorporated business or organization. Governmental flags are duly recognized symbols of a city, state or nation.
"Flashing" means sudden bursts of light. In certain uses it appears to simulate movement. "Freestanding sign" means a sign not attached to any building and having its own support structure, such as a pole or a monument-style base.
"Frontage" means the distance in feet of a lot measured along a street right-of-way. "General advertising sign" is a sign which directs attention to a business, commodity, industry or other activity which is sold, offered or conducted elsewhere than on the premises upon which such sign is located, or to which it is affixed, and which is sold, offered or conducted on such premises only incidentally if at all. "Grand opening" means the first thirty business days of a new business. "Ground sign" means the same as "monument sign."
"Hanging sign" means a sign that is suspended from the underside of a horizontal plane surface, such as a marquee, awning or canopy, or from a bracket, and which is supported by that surface or bracket.
"Holiday decorations" means wording, symbols or pictures of a noncommercial nature CRESCENT CITY ORDINANCE NO. 861 PAGE 4 OF 22
which may be erected or displayed in reference to a specific seasonal, political or religious holiday. Sale announcements are not holiday decorations. "Horizontal sign" means a projecting sign having its greatest dimension in a horizontal direction.
"Identification" means a sign giving the name, nature, logo, trademark or other identifying symbol of an establishment.
"Institutional use" means a nonprofit, public or quasi-public use or institution such as a church, library, public or private school, hospital, or municipally owned or operated building, structure or land used for a public purpose.
"Legal nonconforming signs" means on-premises advertising displays which do not conform to the provisions of this chapter but which lawfully existed and were maintained prior to January 17, 1996.
"Luminescence" means an emission of light produced by electrical action. "Mansard roof" means a roof having two slopes on each side, with the lower slope steeper than the upper one.
"Marquee" means any permanent-roofed structure made of a nonflexible material, which is attached to and supported by a building, and which projects over public property. "Monument/ground sign" means any sign other than a pole sign, placed upon or supported by the ground independent of any other structure. "Mural" means a decorative scene or graphic design painted on and made an integral part of a wall surface, and making no reference to a specific business or brand of product offered for sale on the premises.
"Nameplate" means a small sign stating only the name and/or address of the occupant(s), and his or her profession or specialty. However, in the case of bed and breakfast establishments, only, nameplate additionally means a sign displaying the name of the establishment.
“Off-site advertising” means a sign that directs attention to a business, product, industry or other activity which is sold, offered, or conducted elsewhere than on the premises upon which the sign is located or to which it is affixed.
"On-premises advertising display" has the same definition as California Business and Professions Code Section 5490(b) as amended or supplanted.

Paper Signs. Paper signs tacked or otherwise fastened to a side of a building or bulletin board, or outside of a window are temporary signs unless enclosed in a frame with a glass, Plexiglas or equivalent cover.

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"Parapet" means the extension of the main walls of a building above the roof level, such as a false front. Parapet walls are often used to shield mechanical equipment or vents from view.
"Pennant" means a flag which tapers to one or two points. "Pennants" also refers to strings of small flags or strips which can be hung either attached to a building or across an open parking area.
"Placard" means a nonpermanent announcement or sign in the form of a small card, such as a poster or plaque.
"Pole sign" means a freestanding sign that is wholly supported by one or more posts or poles, free of braces or cables, either in the ground or in a concrete base. "Portable sign" means a sign that is not permanently attached to the ground or to a structure.
"Projecting sign" means a sign other than a wall sign or awning sign which projects out from and is supported by a wall of a building or structure. "Projection" means the distance by which a sign extends over or beyond the edge of a building.
"Public right-of-way (RoW)" means a public street, sidewalk or accessway. "Real estate sign" means a sign of any size advertising real property for sale or lease, including "open house" signs.
"Revolving sign" means a sign whose face(s) turn round on an axis, usually a pole of any height.
"Right-of-way (RoW)" means the same as "public right-of-way." "Roof height" means the vertical distance measured from the average grade level of the building (the ground) to the highest point of the roof, ridge or parapet wall. "Roof sign" means a sign erected upon or above a roof or parapet of a building or structure.
"Sandwich board sign" means a portable sign consisting of two hinged boards designed to stand alone for display, and which may be folded and moved from place to place. Also known as an "A-frame."
"Setback" means the minimum horizontal distance from the building to the property line as prescribed by this title.
"Sign" means any writing, pictorial representation, symbol, banner, or other figure of similar character of any material that is used to identify, announce, direct attention to, CRESCENT CITY ORDINANCE NO. 861 PAGE 6 OF 22
communicate, inform or advertise.
"Sign area" means the area in square feet of the smallest rectangle enclosing the total exterior surface of a sign, or of one face of a double-faced sign. "Sign height" means the vertical distance from the average grade at the base of the sign structure to the uppermost point of the sign.
"Sign structure" means any structure that supports, or is capable of supporting any sign as defined in this chapter. A sign structure may be a single pole, several poles, frame structure, or solid base, or may be an integral part of a building. "Spinner" means any advertising or attention-getting device which includes a part or parts which turn, gyrate or revolve rapidly.
"Streamer" means any long wavy strip, either free-floating or attached at both ends, as alongside a building or over a parking lot or other open area. "Structure" means that which is built or constructed; an edifice or building of any kind, or any piece of work artificially built up or composed of parts joined in some definite manner; but not including fences, or walls used as fences that are three feet in height or less. "Suspended sign" means the same as "hanging sign."
"Temporary sign" means any sign or advertising display constructed of fabric, canvas, paper, plywood or other such light material, not permanently erected, and constructed, created, intended or engineered to have a useful life of less than fifteen years. Temporary signs may include, but are not limited to vehicle and trailer signs, banners, balloons, sandwich boards and paper signs.
"Time and temperature device" means any device which displays the current time and temperature, usually in the form of a clock and thermometer or an electronic digital display unit. Often such devices include the name or logo of the business upon whose premises the device is located.
"Trailer sign" means any sign mounted on a trailer or cart so as to be movable by being pulled about.
"Twirler" means the same as "spinner."
"Vehicle sign" means any sign which is painted or mounted on an operating or nonoperating vehicle, which is parked on or adjacent to any property, the principal purpose of which is to attract attention to any business, service, product or an activity, or to convey a message for which other avenues of expression are readily available. For the purpose of this chapter, vehicle sign regulations shall not apply to business vehicles on which the business name or logo is painted or attached, and which are driven in the normal course of business activity.

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"Vertical sign" means a projecting sign having its greatest dimension in a vertical direction. "Wall sign" means a single-faced sign painted on or attached parallel to a building or wall. "Window sign" means a sign maintained in or painted upon a window so that its message can be seen from the exterior of the structure. Window signs do not include holiday decorations.

3.02 TYPES -- GENERALLY. Section 17.39.040, Types -- Generally, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.040 Types—Generally.

The types of signs set forth in this section will be permitted for the various uses allowed in Sections 17.39.110 through 17.39.140 and must be limited to the restrictions set forth in Section 17.39.020, in addition to those required in Sections 17.39.050 through

17.39.080. Additional special use signs are also listed in this section.

A. Signs having Double Faces. Pole signs, revolving signs and projecting signs may have double faces. Where such signs and marquees have double faces, and are included in the total sign area, the area of only one face need be included in the total area allowed.

Where the two faces are of different areas, the larger of the two must be counted as part of the total sign area.

B. Projecting Signs. Projecting signs identifying a business located on the premises shall be located no less than nine feet above the sidewalk, may not project above the roofline of a wall or building, and shall project into public property no more than thirty-six inches from the side of the building. The area of such sign shall be included in the total allowable aggregate sign area as provided in this chapter.

C. Wall Signs.

1. Flat wall sign(s) identifying each business conducted on the premises may be painted on the surface of the building or attached to the face of the building, no point of which shall project over eighteen inches from the face of the building. Wall signs shall not occupy more than fifty percent of the building surface envelope excluding window areas, and shall not project above the top of the wall or above the roofline of the building to which they are attached. The area of such sign shall be included in the total allowable aggregate sign area as provided in this chapter.

2. On buildings which are two or more stories in height, but which are occupied above the first floor by other than the ground floor business, the first floor envelope shall extend to the bottom of the second floor window line. The second floor envelope shall extend from the bottom of the second floor window line to the bottom of the above floor window line, or to a line one and one-half feet below the roofline or top of the wall.

D. Marquee Signs.

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1. For purposes of computing sign area, signs on the face of a marquee which is parallel to the front wall of a building shall be considered as part of the flat wall sign envelope, and signs on other faces of the marquee shall be considered as a double-faced projecting sign.

2. Single-faced or double-faced signs placed under marquees or canopies shall be limited to a maximum size of eighteen inches high and sixty inches long, and shall be not less than nine feet from the sidewalk to the bottom of the sign. Only one side of these signs shall be used in computing total aggregate sign area.

E. Pole or Freestanding Signs. Provisions for pole or freestanding signs shall be as follows:

1. Minimum height in a vehicular area: fourteen feet to the bottom of the sign;

2. Minimum height over a public pedestrian area: ten feet to the bottom of the sign;

3. Maximum height: thirty feet to the top of the sign absent a variance;

4. Minimum setback from the right-of-way line: one-half the distance from the road rightof-way line to the legal setback line;

5. Only one pole sign shall be permitted per parcel where allowed;

6. The minimum ground area of two feet around the perimeter of the base of all freestanding signs shall be landscaped. The community development director may exempt certain freestanding signs from this requirement where it is demonstrated by the applicant that the landscaping would unduly interfere with pedestrian or vehicular traffic, or where this requirement would be impossible to meet without compromising the stability of the sign structure.

F. Monument or Ground Signs. Monument or ground signs shall not exceed five or ten feet in height, depending upon the regulations for the zone in which the sign is being placed, unless a variance for a higher sign has first been approved by the planning commission. Such signs shall not impede vehicle sight distance.

G. Canopy or Awning Signs. Signage shall only be permitted on the valance of the canopy or awning, or as hanging signs suspended below the canopy. Hanging signs suspended below canopies shall not exceed eighteen inches in height or sixty inches in length, and shall be hung at a height not less than nine feet measured from the sidewalk to the bottom of the sign. Sign area shall be computed using only one face of the hanging sign.

H. Architecturally Controlled Signs. Architecturally controlled signs for a special development of an unusual nature or size may be reviewed and approved if acceptable by the planning commission for their conformance with the intent of this chapter, with the goals of the general plan, and for their appropriateness to the type of development to which they are related. The determination that such a review is desired may be made by the community development director.

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I. Sandwich Board or A-Frame Signs.

1. Subject to an encroachment permit through public works if within city right-of-way.

2. Signs must be constructed of durable materials and in such a manner as not to present a hazard to pedestrian movement.

J. Pennant Signs. Pennants signs include wind-blown signs, double-faced signs, freestanding signs, small pole signs, portable signs, revolving signs, temporary signs, and vertical signs.

K. Digital signs.

1. Digital signs may contain static messages only. Signs may not display text which flashes, pulsates, moves or scrolls. Each complete message must fit on one screen.

2. Digital signs are limited to a maximum display size of 32 square feet.

3. Digital signs may not change message more than once every 15 seconds.

4. The content of a digital sign must transition by changing instantly (e.g., no fade-out or fade-in).

5. Any digital signs within 100 feet of HWY 101 must obtain any and all permits required from Caltrans.

6. Digital signs must have a minimum distance of 1750 linear feet between them as measured along the streets and highways, regardless of which side of the street or highway the sign is located on.

L. Off-site Advertising.

1. No off-site advertising sign may be erected, constructed, or maintained in excess of 100 square feet of display surface, in accordance with the allowable sign area regulations of this chapter.

2. Off-site advertising is only allowed in the C-2 Zone and must meet all applicable Caltrans requirements and regulations.

3. Each business is limited to two off-site advertising signs within the city limits.

4. Off-site advertising sign area counts toward the allowable sign area for both the business being advertised and the business hosting the off-site advertising sign.

K M. Not Otherwise Specified. Any sign that is not otherwise defined above, may be reviewed by the community development director for a determination as to which approval criteria shall apply based upon the similarity of characteristics of the undefined sign as compared to those sign types that are defined.

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3.03 PROHIBITED SIGNS. Section 17.39.080, Prohibited signs, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.080 Prohibited signs.

In addition to any sign or advertising display device not specifically allowed by these provisions, the following signs are prohibited.

A. Signs having one or a combination of the following characteristics:

1. Obscene or Offensive to Morals. Containing statements, words or pictures of an obscene, indecent or immoral character which, taken as a whole, appeal to the prurient interest in sex, and which signs are patently offensive and, when taken as a whole, do not have serious literary, artistic, political or scientific value,

2. Imitative of Official Signs. Signs (other than when used for traffic direction) which contain the words stop, go, slow, caution, danger, warning or similar words, or signs which imitate or may be construed as other public notices, such as zoning violations, building permits, business licenses and the like;
B. Moving signs having one or a combination of the following characteristics:

1. Flashing lights or changing of color intensity, unless otherwise permitted,

2. Wind-blown devices such as streamers, balloons, flares, propellers and similar attention-getting displays or devices with the exception of the following:
a. National, state and/or local government flags properly displayed and maintained upon a permanently mounted flagpole or bracket,
b. One corporate or logo flag of a size not to exceed any governmental flag displayed upon the same premises,
c. Twirlers or spinners, provided a use permit has first been obtained from the planning commission,
d. Holiday decorations, in season, displayed for an aggregate period not exceeding sixty days in any one calendar year, except no advertising of the business or products shall be permitted,
e. Wind-blown signs such as pennants obtained through a standard sign permit.

3. Where there is any production of smoke, sound or other substances; C. Portable or temporary signs, including sandwich boards and pennants, except as permitted;
D. Obstructive to Use or Visibility—Hazardous Locations. No sign shall be erected in any manner which, in whole or in part, would create a hazardous condition to pedestrians or CRESCENT CITY ORDINANCE NO. 861 PAGE 11 OF 22
traffic alike, either by creating visual distraction, being color, sounds or glare, or by representing a traffic-control device; and
E. Signs in one or more of the following locations:

1. Within Public Places.
a. Within any public street, sidewalk, public parking lot, or right-of-way, unless they shall maintain a minimum clearance of fourteen feet above the adjoining grade level and after acquiring an encroachment permit from the Department of Public Works, except marquee signs as defined by this chapter, unless specifically provided for in this chapter, b. Furthermore, no person except a duly authorized public officer or employee shall erect, construct, maintain, paste, print, nail, tack or otherwise fasten or affix any card, banner, flag, pennant, handbill, campaign sign, poster, sign, advertisement, or notice of any kind, or cause or suffer the same to be done, on any curbstone, lamppost, driveway, roadway, parkway, sidewalk, street, light standard, fire hydrant, bench, electrical light pole, power pole, telephone pole, traffic signal, bridge, wall, tree, parking meter, or on any other public property, except as may be required or permitted by ordinance or law; provided, that this provision shall not prohibit the placement, use and maintenance of warning signs designating street construction or repair and/or the location of underground utility lines, c. Any flags, pennants, sign, handbill, campaign sign, poster or notice of any kind that is placed upon a public street or public property in violation of this subsection is declared to be a public nuisance and may be summarily abated in addition to other remedies provided by this code,

2. Roof signs, except mansard roof signs,

3. Projecting. Signs projecting more than thirty-six inches from the face of a building shall not be allowed except for awning or canopy signs,

4. Signs on Vehicles. No vehicle may be used as a platform or substitute for a billboard, freestanding sign or movable sign, whether parked on private property or the public rightof-way. The parking of any such vehicle on any street or on public or private property, or the movement of any such vehicle in and/or along any street for the sole or primary purpose of displaying advertising matter is declared to be a nuisance and a violation of this Section. The following exceptions are permissible under these regulations:
a. The driving, operation and movement of vehicles displaying political campaign advertisements for candidates for public office or for ballot measures, provided the same is not otherwise prohibited by this section,
b. The identification of a business enterprise upon a vehicle used primarily for the purpose of and in the usual business of the owner for transporting or servicing goods or persons for commercial or other business purposes, provided that the identification is painted on or otherwise affixed so as not to project from the usual profile of the vehicle, CRESCENT CITY ORDINANCE NO. 861 PAGE 12 OF 22
c. The incidental display of noncommercial stickers, plates, license plate brackets and the like; or of customary small identifications on license plate brackets or elsewhere, of vehicle manufacturers, models or types of vehicles, or dealers or entities from whom vehicles bearing the same were purchased or otherwise obtained, d. A single isolated movement of a sign or sign equipment or materials from one place to another within the city,
e. Vehicles located on construction sites that are directly involved with ongoing construction,

5. Miscellaneous Temporary Signs and Posters. The tacking, posting or otherwise affixing of signs of a miscellaneous character, visible from a public way, located on the walls of buildings, barns or sheds, on trees, poles, posts, fences, or other structures shall be prohibited, unless specifically permitted by this chapter; F. Abandoned Signs.

1. In addition to the other requirements imposed by this chapter, signs advertising an activity, business, product or service no longer conducted on the premises on which the sign is located, or sign frames, structural members or supporting poles remaining unused for twelve months or longer, shall be removed from the site. Signs will be considered abandoned or dilapidated where the sign or any element of it is excessively weathered or structurally unsound or where the copy can no longer be seen or understood by a person with normal eyesight under normal viewing conditions,

2. This provision may be waived for set periods of time at the discretion of the community development director;
G. General advertising signs.

3.04 RESIDENTIAL ZONES. Section 17.39.110, Residential zones, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.110 Residential zones.

The following signs are permitted in the city's residentially zoned districts (R1, R2, R3, CZ-R1, CZ-R1B, CZ-R2):

A. 1. Institutional uses such as churches, schools, libraries, hospitals, community centers and/or public agency buildings such as fire or police stations may have wall, ground or monument signs with an area not to exceed one-half square foot of sign area for each linear foot of street frontage.

2. For parcels with multiple street frontages the allowable sign area shall be one-half square foot for each linear foot of the longest street frontage plus one-quarter square foot for each additional linear foot of frontage.

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3. A sign permit shall be required for these uses, unless the entity or agency is categorically exempt.

B. Apartment complexes with four or more units may have one monument sign per street frontage not to exceed twenty-four square feet of area and five feet in height. A sign permit shall be required.

C. Approved and licensed home occupations, including day care homes, shall be allowed one name-plate not to exceed two square feet in size, stating the occupant's name, address and/or profession. A sign permit shall not be required for the nameplate.

D. Bed and Breakfast Establishments. Bed and breakfast establishments within residential zones may be permitted one sign per establishment. The sign may be one of the following:

1. One sign not to exceed twenty square feet in size. The sign may be a wall sign, hanging sign, or ground or monument sign not to exceed five feet in height. The sign shall be constructed of nonplastic materials, and only low-level lighting exterior illumination to light the sign shall be permitted. The sign must have approval of the community development department, and a sign permit shall be required.

2. One nameplate sign, made of nonplastic materials, not to exceed two square feet in size. The nameplate may bear the proprietor's name, address, and/or the name of the establishment. A sign permit shall not be required for the nameplate.

E. Sandwich board signs or A-frame signs, with a valid business license or nonprofit business license exemption.

F. Pennant signs, with a valid business license or nonprofit business license exemption.

G. Exempt Signs. No permit required.

3.05 RESIDENTIAL-PROFESSIONAL ZONES. Section 17.39.120, Residentialprofessional Zones (RP), of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.120 Residential-professional zones (RP) and CZ-RP).

A. Sign Types Permitted. The following signs are permitted for licensed businesses in the city's residential-professional zoned districts (RP and CZ-RP):

1. Wall signs;

2. Canopy signs;

3. Monument or ground signs not to exceed five feet in height, and not to impede vehicle sight distance;
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4. Institutional uses such as churches, schools, libraries, hospitals, community centers and/or public agency buildings such as fire or police stations may have a wall, ground or monument sign. A sign permit is required for these uses;

5. Sandwich board signs or A-frame signs, with a valid business license or nonprofit business license exemption.

6. Pennant signs, with a valid business license or nonprofit business license exemption.

7. Exempt Signs. No permit required.

B. Allowable Sign Area.

1. The allowable sign area for nonresidential uses in the residential-professional districts is not to exceed one-half square foot of sign area for each linear foot of street frontage.

2. For parcels with multiple street frontages the allowable sign area shall be one-half square foot for each linear foot of the longest street frontage plus one-quarter square foot for each additional linear foot of frontage.

3. Canopy signs are not included in the total sign area of the property.

3.06 LIMITED COMMERCIAL ZONES. Section 17.39.130, Limited commercial (C1) zones, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.130 Limited commercial (C1) and commercial-waterfront (CW) zones.

A. Sign Types Permitted. The following signs are permitted for licensed businesses in the city's limited commercial and commercial-waterfront zoning districts (C1 and CW):

1. Wall signs;

2. Canopy signs;

3. Marquee signs;

4. Monument or ground signs not to exceed five feet in height;

5. Institutional uses such as churches, schools, libraries, hospitals, community centers and/or public agency buildings such as fire or police stations may have a ground or monument sign. A sign permit is required for these uses;

6. Hanging signs;

7. Projecting signs;

8. Window signs;
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9. Sandwich board signs or A-frame signs.

10. Pennant signs.

11. Exempt Signs. No permit required.

B. Sign Types Prohibited. The following types of signs are prohibited in the C1 and CW zoning districts:

1. Pole signs, unless no other option is available to meet state requirements, such as for gasoline price signs;

2. Roof signs.

C. Allowable Sign Area.

1. The allowable sign area for nonresidential uses is not to exceed one square foot of sign area for each linear foot of street frontage.

2. For parcels with multiple street frontages the allowable sign area shall be one square foot for each linear foot of the longest street frontage plus one-half square foot for each additional linear foot of frontage.

3. No sign for any business shall exceed one hundred square feet, nor shall any business be restricted to less than twenty square feet of total sign area.

4. Buildings with over thirty thousand square feet of floor area shall be allowed to have one one-hundred-fifty-square-foot wall sign. Such sign shall be included in the total sign area for the parcel.

3.07 GENERAL COMMERCIAL, HIGHWAY SERVICE AND COMMERCIALMANUFACTURING ZONES. Section 17.39.140, General commercial (C2), highway services (HS), and commercial-manufacturing (CM) zones, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.140 General commercial (C2), coastal zone general commercial (CZ-C2), highway services (HS), coastal zone highway services (CZ-HS), coastal zone harborrelated (CZ-HR) and commercial-manufacturing (CM) zones.

A. Sign Types Permitted. The following signs are permitted for licensed businesses in the city's general commercial (C2), coastal zone general commercial (CZ-C2), highway services (HS), coastal zone high-way services (CZ-HS), coastal zone harbor-related (CZHR) and commercial-manufacturing (CM) zoning districts:

1. Wall signs;
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2. Awning or canopy signs;

3. Marquee signs;

4. Monument or ground signs not to exceed ten feet in height;

5. Institutional uses such as churches, schools, libraries, hospitals, community centers and/or public agency buildings such as fire or police stations may have a ground or monument sign. A sign permit is required for these uses;

6. Hanging signs;

7. Projecting signs;

8. Window signs;

9. Changeable copy signs;

10. Pole signs;

11. Banners. One promotional banner per street frontage. The banner must be mounted flat against the building, and must be maintained in a good condition. Tattered or torn banners must be removed;

12. Sandwich board signs or A-frame signs.

13. Pennant signs.

14. Off-site advertising signs are allowed in the C-2 zone only.

15. Digital signs are allowed in the C-2 zone only.

16. Exempt Signs. No permit required.

B. Use Permit Required. Twirlers or spinners are prohibited in these zones unless a use permit has first been approved by the planning commission.

C. Allowable Sign Area.

1. The allowable sign area for businesses in the general commercial (C2), coastal zone general commercial (CZ-C2), highway services (HS), coastal zone highway services (CZHS), coastal zone harbor-related (CZ-HR) and commercial-manufacturing (CM) districts is not to exceed one and one-half square feet of sign area for each linear foot of street frontage.

2. Every business shall be permitted at least twenty square feet of sign area. No sign may exceed one hundred fifty square feet of sign area, with the exception of buildings of greater than thirty thousand square feet in size, which are permitted to have one wall sign of two hundred square feet.

CRESCENT CITY ORDINANCE NO. 861 PAGE 17 OF 22

3.08 ILLUMINATION. Section 17.39.150, Illumination, of Chapter 17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:
§ 17.39.150 Illumination.

All signs shall be subject to the following restrictions upon illumination:

A. Light from any illuminated sign shall be shaded, shielded or directed so that its intensity or brightness shall not be objectionable to surrounding areas and uses:

1. During daylight hours between sunrise and sunset, luminance is limited to 10,000 nits.

2. At all other times, luminance is limited to 160 nits.

3. Digital signs may produce no more than 0.3 foot-candle of light when measured from the distance using the following formula: Measurement Distance= (Area of Sign Sq.

Ft. × 100)

4. Each sign must have a light sensing device that will automatically adjust the brightness of the display as the natural ambient light conditions change.

B. Except for public service signs such as time and temperature units and official traffic signs, no flashing lights, beacons or other interrupted illuminating devices shall be permitted, with the exception of permitted digital display signs.

C. Illuminated signs are prohibited except in commercial districts.

D. Illuminated signs shall not be lighted at night unless the service or product is available at that time.

3.09 MATRIX OF REGULATIONS. Section 17.39.200, Matrix of regulations, of Chapter

17.39, of Title 17, Zoning, of Crescent City Municipal Code is amended as follows:

CRESCENT CITY ORDINANCE NO. 861 PAGE 18 OF 22
§ 17.39.200 Matrix of regulations.

SIZE REGULATIONS
Single
-
Family
Res.

Zones
(R1,
R1B,
CZ-R1,
CZR1B)
Multiple
-Family
Res.

Zones
(R2, CZR2, R3)
Apts
. of 4
or
mor
e
units
(R3)
ResidentialProfessiona
l Zones
(RP and CZRP)
Limite
d Com.
and
Com.

Wat.
(C1,
CZ-C1,
CW,CZ
-CW)
General
Com.
and
Hwy.

Service
s
(C2, CZC2,
HS,CZHS)
Commercial
Manufacturin
g
(CM)
Coasta
l ZoneHarbor
-
Relate
d
(CZHR)
Bed and
Breakfast
Establishment
s
Nameplates, 2
sq. ft. of sign
area,
nonilluminated

X X X X X
½ sq. ft. of sign
area for each
linear ft. of
frontage
X
½ sq. ft. of sign
area for each
linear ft. of
frontage plus ¼
sq. ft. of sign
area for each ft.
of frontage for
multiple
frontages

X X X X
1 sq. ft. of sign
area for each
linear ft. of
frontage
X
1 sq. ft. of sign
are for each
linear ft. of
frontage plus ½
sq. ft. of sign
area for each ft.
of frontage for
multiple
frontages
X
1 and ½ sq. ft. of
sign area for
each linear ft. of
frontage
X X X
Projecting sign
extending not

X X X X
CRESCENT CITY ORDINANCE NO. 861 PAGE 19 OF 22

SIZE REGULATIONS
Single
-
Family
Res.

Zones
(R1,
R1B,
CZ-R1,
CZR1B)
Multiple
-Family
Res.

Zones
(R2, CZR2, R3)
Apts
. of 4
or
mor
e
units
(R3)
ResidentialProfessiona
l Zones
(RP and CZRP)
Limite
d Com.
and
Com.

Wat.
(C1,
CZ-C1,
CW,CZ
-CW)
General
Com.
and
Hwy.

Service
s
(C2, CZC2,
HS,CZHS)
Commercial
Manufacturin
g
(CM)
Coasta
l ZoneHarbor
-
Relate
d
(CZHR)
Bed and
Breakfast
Establishment
s
more than 36
inches from
building
One sign not to
exceed 20 sq. ft.
in area
X
Maximum sign
area 100 sq. ft.
per face
X
Maximum sign
area 150 sq. ft.
per face
X
Construction
signs not to
exceed 32 sq. ft.
in area

X X X X
Construction
signs not to
exceed 9 sq. ft.
in area

X X X X X
Real estate
signs not to
exceed 9 sq. ft.
in area and 3 ½
ft. in height

X X X X X X X X X
HEIGHT

REGULATIONS
:
30 foot
maximum to top
of pole sign
X X X
14 ft. minimum
to bottom of
pole sign in a
vehicular area
X X X
10 ft. minimum X X X
CRESCENT CITY ORDINANCE NO. 861 PAGE 20 OF 22

SIZE REGULATIONS
Single
-
Family
Res.

Zones
(R1,
R1B,
CZ-R1,
CZR1B)
Multiple
-Family
Res.

Zones
(R2, CZR2, R3)
Apts
. of 4
or
mor
e
units
(R3)
ResidentialProfessiona
l Zones
(RP and CZRP)
Limite
d Com.
and
Com.

Wat.
(C1,
CZ-C1,
CW,CZ
-CW)
General
Com.
and
Hwy.

Service
s
(C2, CZC2,
HS,CZHS)
Commercial
Manufacturin
g
(CM)
Coasta
l ZoneHarbor
-
Relate
d
(CZHR)
Bed and
Breakfast
Establishment
s
to bottom of
pole sign in a
pedestrian area
Ground or
monument sign
not to exceed 5
ft. in height and
20 sq. ft. in area
X
Ground or
monument sign
not to exceed 5
ft. in height and
24 sq. ft. in area
X
Ground or
monument sign
not to exceed 5
ft. in height
X X
Ground or
monument sign
not to exceed 10
ft. in height
X X X
One pole sign
per parcel
X X X

SIGN TYPE

REGULATIONS
:

Wall signs X X X X X
Awning or
canopy signs

X X X X X
Marquee signs X X X X
Monument or
ground signs

X X X X X X
Hanging signs X X X X
Projecting signs X X X X
Sandwich
Boards or AX X X X X X X X
CRESCENT CITY ORDINANCE NO. 861 PAGE 21 OF 22

SIZE REGULATIONS
Single
-
Family
Res.

Zones
(R1,
R1B,
CZ-R1,
CZR1B)
Multiple
-Family
Res.

Zones
(R2, CZR2, R3)
Apts
. of 4
or
mor
e
units
(R3)
ResidentialProfessiona
l Zones
(RP and CZRP)
Limite
d Com.
and
Com.

Wat.
(C1,
CZ-C1,
CW,CZ
-CW)
General
Com.
and
Hwy.

Service
s
(C2, CZC2,
HS,CZHS)
Commercial
Manufacturin
g
(CM)
Coasta
l ZoneHarbor
-
Relate
d
(CZHR)
Bed and
Breakfast
Establishment
s
frame signs
Pennant Signs X X X X X X X X
Window signs X X X X X
Changeable
copy signs
X X X
Pole signs X X X
Banners X X X
Nameplate
signs

X X X X X X X X
Illuminated
signs

X X X X
Digital Signs X
Off-site
Advertising
X
[END TEXT AMENDMENT]
CRESCENT CITY ORDINANCE NO. 861 PAGE 22 OF 22
SECTION 4. 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 5. 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 CEQA Guidelines 15061(b)(3) (common sense exemption).

SECTION 6. 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 within 15 days of its adoption in accordance with the requirements of Government Code Section 36933.

INTRODUCED by the City Council of the City of Crescent City at a regular meeting of the City Council held the ___ day of _______________ 2026.

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 _____________ 2026 by the following polled vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Isaiah Wright, Mayor
ATTEST:

Robin Altman, City Clerk
APPROVED AS TO FORM:

Martha D. Rice, City Attorney

CITY COUNCIL AGENDA REPORT
TO: MAYOR WRIGHT AND MEMBERS OF THE CITY COUNCIL
FROM: ERIC WIER, CITY MANAGER
BY: SARA BARBOUR, HUMAN RESOURCES MANAGER
MARTHA D. RICE, CITY ATTORNEY

LINDA LEAVER, FINANCE DIRECTOR
DATE: FEBRUARY 17, 2026
SUBJECT: UPDATES TO EMPLOYEE WAGES, TERMS & WORKING CONDITIONS ______________________________________________________________________

RECOMMENDATION
• Hear staff report
• Technical questions from the Council
• Receive public comment
• Further Council discussion
• Approve and adopt:

1. Comprehensive Compensation Study Prepared by Evergreen Consulting

2. Resolution No. 2026-04, A Resolution of the City Council of the City of Crescent City Approving a Memorandum of Understanding and Side Letter Agreement Between the City of Crescent City and the Crescent City Management Employees Association for the Period July 1, 2025 Through June 30, 2027

3. Resolution No. 2026-05, A Resolution of the City Council of the City of Crescent City Approving a Memorandum of Understanding Between the City of Crescent City and the Crescent City Employees Association for the Period July 1, 2025 Through June 30, 2027

4. Resolution No. 2026-06, A Resolution of the City Council of the City of Crescent City Approving a Memorandum of Understanding Between the City of Crescent City and the Clerical Employees of Crescent City for the Period July 1, 2025 Through June 30, 2027

5. Resolution No. 2026-07, A Resolution of the City Council of the City of Crescent City Approving a Memorandum of Understanding and Side Letter Agreement Between the City of Crescent City and the Crescent City Police Officers Association for the Period July 1, 2025 Through June 30, 2027

6. Resolution No. 2026-08, A Resolution of the City Council of the City of Crescent City Approving a Memorandum of Understanding and Side Letter Agreement Between the City of Crescent City and the Crescent City

UPDATES TO EMPLOYEE WAGES, TERMS & WORKING CONDITIONS
FEBRUARY 17, 2026
2 Career Firefighters Association for the Period July 1, 2025 Through June 30, 2027

7. Resolution No. 2026-09, A Resolution of the City Council of the City of Crescent City Establishing Compensation and Benefits for Unrepresented, Confidential Classifications

8. Resolution No. 2026-10, A Resolution of the City Council of the City of Crescent City Approving Special Pays and Wages for Contract Employees

9. Resolution No. 2026-11, A Resolution of the City Council of the City of Crescent City Amending the FY 2025-26 Budget and Position Control

10.Resolution No. 2026-12, A Resolution of the City Council of the City of Crescent City Amending the Temporary Employment Agreement of William “Bill” Gillespie for the Retired Annuitant Position of Interim Fire Chief

BACKGROUND
Compensation Study
As part of the 2023-2025 MOU negotiations the City Council agreed to consider commissioning a compensation study in preparation for the next round of labor negotiations. This expense was subsequently budgeted and following a competitive solicitation for proposals, the City Council selected and engaged Evergreen Consulting.

This selection came at the recommendation of both City staff and employee association representatives. Over several months, Evergreen Consulting worked with City administrative staff as well as employees to gather information, analyze comparable agencies and competitor agencies, and provide wage recommendations based upon the 50th percentile (median). The compensation study presents the results of that study.

Collective Bargaining Agreements
The current memorandums of understanding between the City and the City’s employee bargain groups expired June 30, 2025. The City’s negotiating team made up of City Manager Eric Wier, City Attorney Martha Rice, Finance Director Linda Leaver, and HR Manager Sara Barbour, has met with association representatives on several occasions and exchanged information, proposals, and counterproposals. The parties have reached tentative agreements presented to the City Council for approval by way of resolution for all groups.

Confidential employees – Human Resources
The City currently has one Human Resources employee, the HR Manager, who is not represented by an association because the position is an integral part of labor negotiations. Therefore, the HR positions wages, terms and working conditions are contained within a stand-alone resolution. An updated resolution is presented for Council approval.

Contract Employees
The City has 8 employees whose wages, terms and working conditions are governed by individual contracts. These positions are the City Manager, City Attorney, Chief of Police, Fire Chief, Public Works Director, Finance Director, Recreation Director / Events

UPDATES TO EMPLOYEE WAGES, TERMS & WORKING CONDITIONS
FEBRUARY 17, 2026
3 Coordinator, and Housing Authority Director. Updates to compensation are made by resolution. A resolution updating the compensation for contract employees consistent with the compensation plan is presented for Council approval.

ANALYSIS
Compensation Study
The full Compensation and Classification Study Report is included as an attachment. This study was done in consultation and coordination with the City’s employees, who spoke and responded directly to the consultant team. Each employee was provided a JAT survey (Job Assessment Tool ©), which was analyzed and compared to the current classification descriptions. The JAT included questions regarding 5 compensable factors – Management, Processes, Resources, Technology, Errors and Risk, Knowledge and Experience. Each JAT was scored and the results were used to develop a rank order of classes within the proposed compensation structure.

Comparable and competitor agencies were surveyed for both wages and benefits for matching job classifications. Evergreen surveyed a total of 24 agencies, which are listed on Page 4-2 of the report. The salaries for the surveyed agencies were adjusted according to a cost-of-living index to adjust for variations in economic conditions. This is explained on Pages 4-2 and 4-3 of the report. Exhibit 4C contains the Market Survey Results (Page 4-4). The results show that on average, the City is compensating employees roughly 4.7% below the market median at the top of the pay range. The result per classification varies, however, from 30.7% below the market median to 13% above the market median.

Compensation Study Analysis and Plan
The cost to the City to move all positions to the 50th percentile (market median) would cost the City approximately $870,000 in FY 25-26, assuming full staffing. Each year thereafter would be this amount plus a cost of living adjustment. Unfortunately, bringing all classifications to the market median is not feasible given the City’s budget.

City staff worked to create a compensation structure that would take into account the compensation structure recommendations, external market results, internal pay equity, and the City’s budget. The result of this effort is a salary schedule that utilizes standardized grade and step ranges for all city classifications. The new structure includes grades separated by 2.5% and steps separated by 5%,for most grades. Grades are assigned to each classification. Steps are increases that an individual in a particular classification moves through over time in accordance with performance criteria. For most classifications, the new salary schedule adds a Step 6 (previously all salary schedules were Step 1 through Step 5) with specific criteria that must be met for the employee to attain Step 6. The new compensation schedule is included as an attachment after the compensation study report.

Bargaining Unit Specific Changes
Various clarifications and updates based upon changes in state law were made to all memorandums. In addition, some of the associations negotiated changes specific to their

UPDATES TO EMPLOYEE WAGES, TERMS & WORKING CONDITIONS
FEBRUARY 17, 2026
4 group’s members. All of these clarifications, changes, and negotiated terms are included in the memorandums presented for approval.

FISCAL ANALYSIS
The FY 25-26 budget impact for full implementation with all positions filled is estimated to be $423,170 allocated to the various funds as follows:

Fund
Revenue Increase
(Decrease)
Expense/Expenditure
Increase (Decrease)
General Fund 279,292
Housing Authority Fund 16,305
RV Park Fund 7,831
Sewer Fund 48,248
Water Fund 51,768
IT Fund 11,350
Building Maint Fund 5,000
Equipment Fund 3,376
The attached budget resolution authorizes these amounts for transparency. However, the actual amounts expended this year will be less due to unfilled positions. City staff is currently working on the mid-year budget update, which will take into account the unfilled positions for the first half of this fiscal year. The midyear budget update will be brought to the Council at an upcoming meeting.

The memorandums of understanding include a 1-3% cost of living adjustment for year two (FY 26-27). The estimated budget increases due to the COLA in year two (assuming all positions are filled for the full year) would be between $67,498 and $202,495 allocated to the various funds as follows:

Fund
Year 2 Estimated Increase
(1% COLA)
Year 2 Estimated Increase
(3% COLA)
General Fund 39,337 118,012
Housing Authority Fund 3,966 11,897
RV Park Fund 1,688 5,065
Sewer Fund 8,446 25,337
Water Fund 9,290 27,871
IT Fund 2,441 7,323
Building Maint Fund 983 2,950
Equipment Fund 1,347 4,040

STRATEGIC PLAN ANALYSIS
This action is consistent with the following 2016 Strategic Plan Goals:
• Goal 3: Obtain the Highest Levels of Organization Excellence C. Maximize performance and value in all City Council, staff, volunteer and committee position

UPDATES TO EMPLOYEE WAGES, TERMS & WORKING CONDITIONS
FEBRUARY 17, 2026
5 E. Recruit and retain highly qualified employees.

ATTACHMENTS

1. Comprehensive Compensation Study Prepared by Evergreen Consulting

2. New City Salary Schedule

3. Resolution No. 2026-04 (CCMEA)

4. Resolution No. 2026-05 (CCEA)

5. Resolution No. 2026-06 (CECC)

6. Resolution No. 2026-07 (CCPOA)

7. Resolution No. 2027-08 (CCCFA)

8. Resolution No. 2026-09 (Confidential)

9. Resolution No. 2026-10 (Contract)

10.Resolution No. 2026-11 (Budget and Position Control)

11.Resolution No. 2026-12 (Interim Fire Chief)

FOR THE CITY OF CRESCENT CITY, CA

COMPENSATION AND CLASSIFICATION STUDY
February 12, 2026

FINAL REPORT

EVERGREEN SOLUTIONS, LLC
PAGE

01 INTRODUCTION.................................................................................................... 1-1

1.1 Study Methodology ....................................................................................... 1-1

1.2 Report Organization...................................................................................... 1-3 02 SUMMARY OF EMPLOYEE OUTREACH ............................................................... 2-1

2.1 General Feedback ........................................................................................ 2-1

2.2 Compensation and Classification................................................................ 2-2

2.3 Market Peers................................................................................................. 2-2

2.4 Summary ....................................................................................................... 2-2

03 ASSESSMENT OF CURRENT CONDITIONS ......................................................... 3-1

3.1 Analysis of Pay Plans.................................................................................... 3-1

3.2 Grade Placement Analysis ........................................................................... 3-3

3.3 Quartile Analysis ........................................................................................... 3-4

3.4 Compression Analysis .................................................................................. 3-8

3.5 Summary ..................................................................................................... 3-15

04 MARKET SUMMARY ........................................................................................... 4-1

4.1 Market Data .................................................................................................. 4-3

4.2 Salary Survey Results................................................................................... 4-5

4.3 Salary Survey Conclusion............................................................................. 4-7

4.4 Total Compensation Introduction................................................................ 4-7

4.5 Total Compensation Methodology............................................................... 4-8

4.6 Total Compensation Data ............................................................................ 4-9

4.7 Total Compensation Results...................................................................... 4-11

4.8 Overall Market Summary ........................................................................... 4-12

05 RECOMMENDATIONS .......................................................................................... 5-1

5.1 Classification Recommendations................................................................ 5-1

5.2 Compensation Recommendations.............................................................. 5-2

5.3 Compensation and Classification Administration ...................................... 5-5

5.4 Summary ....................................................................................................... 5-6

TABLE OF CONTENTS

EVERGREEN SOLUTIONS, LLC

01 INTRODUCTION
EVERGREEN SOLUTIONS, LLC PAGE 1 - 1
The City’s ability to deliver effective and reliable services is directly dependent on its capacity to attract, retain, and support a skilled and engaged workforce. Compensation, classification, and benefits structures form the foundation of this effort, influencing recruitment and retention outcomes, internal equity, employee morale, and long-term organizational sustainability. As labor markets continue to evolve and competition for qualified employees intensifies, periodic evaluation of these systems is essential to ensure alignment with best practices and market conditions.

In keeping with this commitment, the leadership of the City of Crescent City, CA (“the City”) determined that its existing compensation and classification systems and structures should be reviewed and updated. Evergreen Solutions, LLC (“Evergreen”) was selected by the City in August 2024 to conduct a comprehensive compensation, classification, and benefits study. The purpose of this engagement was to evaluate the strengths and limitations of the City’s current systems, assess internal equity through a job and pay grade analysis, analyze external equity through a peer market salary survey, and develop recommendations to better align compensation practices with the labor market.

Internal equity refers to the fairness of compensation relationships among the City’s employees and is evaluated by examining the relative skills, responsibilities, and duties associated with each position.

External equity reflects how the City’s classifications and pay practices compare to compensation offered by other local government organizations with similar positions, service offerings, and labor market characteristics. Together, these analyses provide a framework for understanding how effectively the City’s current practices support equitable treatment of employees and competitive positioning in the marketplace.

The findings and recommendations presented in this report are intended to provide City leadership with a clear, data-driven foundation for decision-making. Evergreen created a range of options for the City’s consideration. Then, Evergreen and the City worked together to select an option that made sense to bring forward to negotiations based on the City’s available resources. This option was designed to improve structural alignment, enhance market competitiveness, and support consistent and equitable compensation practices, while maintaining flexibility to account for fiscal considerations and evolving workforce needs.

1.1 STUDY METHODOLOGY
Evergreen Solutions combines qualitative and quantitative data analysis to produce recommendations that maximize the fairness and competitiveness of an organization’s compensation structure and practices. It is important to note that the data utilized in the study represents a snapshot in time. As market conditions can change rapidly, it is important for the City to conduct regular market surveys to ensure its external market position does not decay. A full compensation and classification review is recommended approximately every three to five years. Some examples of project activities included:

Some examples of project activities included:
• Conducting a project kick-off meeting
• Presenting orientation sessions to employees
• Facilitating focus group sessions with employees
• Conducting an external market salary survey
01 INTRODUCTION
01 INTRODUCTION | CITY OF CRESCENT CITY, CA
EVERGREEN SOLUTIONS, LLC PAGE 1 - 2
• Conducting an external market benefits survey
• Comparing the City’s benefit offerings to those in the market • Developing recommendations for compensation management • Revising classification descriptions based on employee Job Assessment Tool (“JAT”) feedback • Developing recommendations for compensation and classification changes • Creating draft and final reports
Kickoff Meeting
The kickoff meeting provided an opportunity to discuss the history of the City, finalize the work plan, and begin the data collection process. Data collection included the gathering of relevant background material, including existing pay plans, organization charts, policies, procedures, training materials, classification specifications, and other pertinent material.

Employee Outreach
Through the orientation sessions, Evergreen consultants briefed employees on the purpose and major processes of the study. This process addressed employee questions in an effort to resolve misconceptions about the study and related tasks, and explained the importance of employee participation in the JAT process.

In addition, employees participated in focus group sessions designed to gather input from their varied perspectives as to the strengths and weaknesses of the current system. Feedback received from employees in this context was helpful in highlighting aspects of the organization that needed particular attention and consideration. This information provided some basic perceptional background, as well as a starting point for the research process.

Job Assessment Tool© (“JAT”) Classification Analysis
Employees were asked to complete individual JAT surveys, where they shared information pertaining to their work in their own words. These JATs were analyzed and compared to the current classification descriptions, and classifications were individually scored based on employee responses to five compensable factor questions. Each of the compensable factors—Management, Processes, Resources, Technology, Errors and Risks, and Knowledge and Experience—was given a weighted value based on the employee’s responses, resulting in a point factor score for each classification. The rank order of classes by JAT scores was used to develop a rank order of classes within the proposed compensation structure. Combined with market data, this information formed the foundation of the combined recommendations. The nature of each compensable factor is described below:
• Management – outlines leadership roles, from supervised tasks to independent work, team supervision, and overseeing departments or operations across multiple areas. • Processes – relates to operational actions, from performing tasks to managing processes within departments or across the entire organization.
• Resources – defines resource responsibilities, from using and monitoring resources to managing budgeting, compliance, and allocation across the organization. • Technology – describes the application of technology in performing duties, from using basic tools and software to managing complex systems, setting guidelines, and overseeing long-term projects.
01 INTRODUCTION | CITY OF CRESCENT CITY, CA
EVERGREEN SOLUTIONS, LLC PAGE 1 - 3
• Errors and Risks – identifies the types of errors and risks associated with different roles, ranging from minimal impact to those that could result in significant physical, financial, or legal consequences.
• Knowledge and Experience - indicates the knowledge and experience required for various roles, ranging from basic tasks with on-the-job training to advanced education and strategic planning expertise.

Market Survey
The external market for this study was defined as selected local government organizations with comparable positions, characteristics, demographics, and service offerings. All City positions were included in the survey; however, not every position had a direct match within the identified peer organizations. The data were analyzed by comparing City classifications to positions performing similar duties within the market in order to develop a comprehensive understanding of the City’s competitive position.

Recommendations
Evergreen developed a range of recommendations for the City’s consideration to improve the effectiveness and efficiency of the current compensation and classification structure. These recommendations reflect varying levels of investment and scope, ranging from targeted adjustments to the existing system to comprehensive changes affecting the broader organizational structure. Each option was intended to address the issues identified in this report while building upon the strengths currently demonstrated by the City.

1.2 REPORT ORGANIZATION
This report includes the following additional chapters:
• Chapter 2 – Summary of Employee Outreach
• Chapter 3 – Assessment of Current Conditions
• Chapter 4 – Market Summary
• Chapter 5 – Recommendations
Chapter 2 – Summary of Outreach
Employee outreach was conducted by two Evergreen consultants over a two-day period. During this time, meetings were held with City employees to explain the study process and address questions regarding the project. Focus groups were facilitated to gather employee input, which provided valuable qualitative information to inform subsequent analysis. Participants shared perspectives on classifications perceived as outdated, below market, or experiencing recruitment and retention challenges.

Employees also identified organizations viewed as the City’s primary competitors in the labor market and highlighted positive aspects of employment with the City. Employee feedback was used as an initial reference point for data collection; however, all information relied upon in this study was independently validated by Evergreen. A full summary of the outreach can be found in Chapter 2 of this report.
01 INTRODUCTION | CITY OF CRESCENT CITY, CA
EVERGREEN SOLUTIONS, LLC PAGE 1 - 4
Chapter 3 - Assessment of Current Conditions
An assessment of current conditions was conducted to evaluate the City’s existing pay plans, workforce demographics, and compensation structures. This assessment represents a snapshot in time and reflects conditions as they existed at the outset of the study. The information obtained was used to identify strengths and limitations within the current compensation system. When combined with the market analysis, the Assessment of Current Conditions provided a foundational basis for the development of recommendations. A full summary of the Assessment of Current Conditions can be found in Chapter 3 of this report.

Chapter 4 - Market Summary
A market survey and the associated external target organizations were developed by Evergreen and approved by the City’s administrative team in consultation with employee bargaining groups. Data were collected on both salaries and benefits to support a comprehensive total compensation analysis for all classifications. Upon receipt, the data were analyzed to assess the City’s compensation relative to the overall market. When considered in conjunction with the Assessment of Current Conditions, the market survey provided the basis for evaluating the City’s position within its labor market. A full summary of the market results can be found in Chapter 4 of this report.

Chapter 5 – Recommendations
During the recommendations phase, multiple solution options were developed based on the City’s current position relative to the market. These options ranged from targeted adjustments requiring minimal modifications to the existing compensation and classification systems to more comprehensive structural changes. The recommended approaches were designed to both leverage elements of the current compensation framework and enhance the City’s ability to recruit and retain employees in highly competitive classifications. A detailed discussion of the recommendation process and the City’s selected option is provided in Chapter 5 of this report.

EVERGREEN SOLUTIONS, LLC

02 SUMMARY OF EMPLOYEE OUTREACH
EVERGREEN SOLUTIONS, LLC PAGE 2 - 1
Evergreen consultants completed outreach using orientations, department head interviews, and focus groups. During the orientation sessions, the Evergreen Solutions team provided information to participants about the goals of the study and their role in the study process. Within the employee surveys and department head interviews, questions were asked that were designed to gather feedback on several topics related to the study.

The observations in this chapter are a generalized summary of opinions, general themes, and trends expressed by employees who either participated in a focus group or provided direct feedback to Evergreen. Information that may identify the commenter has been removed. Note that the views shared in this summary are from the perspective of the commenter and may not reflect actual conditions in the City.

Comments are separated by the following four categories below:

2.1 General Feedback

2.2 Compensation and Classification

2.3 Market Peers

2.4 Summary

2.1 GENERAL FEEDBACK
The comments described in this section reflect the factors that incentivize prospective applicants to pursue employment with the City, and the reasons employees have decided to continue working for the City. These elements are as important to highlight as compensation, which, while a principal factor, is often not the sole determinant for where employees wish to work. The responses varied, with two of the most common answers being the City’s location and the inherent stability of working for a local government organization. Additional comments expressed by employees include:
• Camaraderie – one of the frequent responses on positive aspects of employment between groups was the family-like environment and appreciation for those working around them. • Flexibility – across employee groups, the steady, year-round work was viewed as a “significant positive” especially compared to a community that was described as limited in the opportunities for employment.
• Benefits – regular mention of the health insurance contributions and retirement plan demonstrated the attractive aspects of the City’s offerings outside of compensation.

Overall, personnel revealed that the City is a comfortable and flexible place to work with several distinct advantages in place for employees. However, there was a perception that the City should investigate health insurance contributions for retirees and staffing capacity compared to workload and expectations. While Evergreen Solutions receives this input frequently while conducting these types of studies, this belief was expressed by employees in many of the outreach sessions and was a predominant theme.

02 SUMMARY OF EMPLOYEE OUTREACH
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2.2 COMPENSATION AND CLASSIFICATION
Focus group participants contributed the following concerns related to the classification and compensation structure and associated pay practices:
• External Equity – All groups expressed prominent concern that current salaries could lag similar roles in neighboring communities.
• Internal Equity – Employees expressed several concerns or requests regarding internal equity.

Common themes involved:
- “Compaction”; the issue described as compaction between many groups aligns with a common element that can be experienced in pay plans known as compression in rank, where one’s salary or range overlaps too broadly with positions above or below theirs, - Overburdening of the workforce due to staffing shortages. Specific areas between public safety and administrative divisions provided descriptions in alignment with this perception, - Employees across several departments highlighted discrepancies between job descriptions and actual duties,
- Parity between pay and the depth of responsibility.
• Raises – Overall, considering the dynamic economic environment, employees at all levels through several groups suggested a defined establishment of cost-of-living adjustments as the city continues to move forward.

2.3 MARKET PEERS
Outreach participants were asked to name organizations they considered to be market peers competing for employees performing similar work. Employees continually mentioned the surrounding counties and cities, but felt a fairer assessment could also include state agencies that might possess nearby offices.

2.4 SUMMARY
According to many groups, their top concerns are livable wages, consistent and intuitive pay structures, economically viable cost-of-living adjustments, and unsustainable workloads given the current workforce capacity.

Additionally, critical positions (as determined by City employees) include entry-level administrative or clerical employees, entry-level public safety roles, skilled trades roles, and public works/utility support roles.

The concerns expressed and reported above are consistent with many organizations today, despite the unique size and geographic location of the City. The City’s commitment to seeking employee input and feedback regarding the compensation and classification system is a positive step toward improvement in these areas. Using the employee perception interviews, employees and senior leaders consistently stated that the compensation system should be improved to be market-competitive and 02 SUMMARY OF EMPLOYEE OUTREACH | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 2 - 3
internally equitable. Furthermore, the classification system should be reviewed to ensure that titles align appropriately with performed duties and responsibilities.

The information received during this employee outreach provided a foundation for understanding the current environment while conducting the remainder of the study. The feedback aided Evergreen Solutions in the consideration and development of the recommendations provided in Chapter 6 of this report.

EVERGREEN SOLUTIONS, LLC

03 ASSESSMENT OF CURRENT CONDITIONS
EVERGREEN SOLUTIONS, LLC PAGE 3 - 1
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The purpose of this chapter is to provide a statistical analysis of the compensation and classification system in place at the City at the start of this study. The assessment is divided into the following sections:

3.1 Analysis of Pay Plans

3.2 Grade Placement Analysis

3.3 Quartile Analysis

3.4 Compression Analysis

3.5 Summary
The analysis represented in this chapter represents a snapshot in time – this chapter was built off of employee information collected in August of 2024. Every organization changes continuously, so this chapter is not meant to be a definitive statement on continuing compensation practices at the City.

Rather, this AOCC is meant to represent the conditions that were in place when this study began. The data contained within provide the baseline for analyses through the course of this study but are not sufficient cause for recommendations in isolation. By reviewing employee data, Evergreen gained a better understanding of the structure and methods in place and identified issues for both further review and potential revision.

3.1 ANALYSIS OF PAY PLANS
The purpose of analyzing the pay plans used within the City is to help gain an overview of the compensation philosophy as it existed when the study began. The City had a system in place that categorized classifications by level and type of work. This system was defined by each individual classification; while there was some overlap, artificial grades were created for each unique range based from the lowest range minimum to the highest and applied across all pay structures. For the purpose of this report, the various pay plans are being included together in the analysis to provide a holistic look at the pay ranges available to employees. Exhibit 3A displays the City’s pay plans summarized for ease of comparison. The exhibit provides the name; each pay grade on the plan; the value of each pay grade at minimum, midpoint, and maximum; the range spread for each pay grade – which is a measure of the distance between the minimum and maximum of the grade; the midpoint progression between grades; and the number of employees per pay grade.

The City does use a single “ungraded” pay grade, pay grade UNG. An ungraded pay grade is one that does not include pay ranges. That differs from a typical pay grade that would normally expect a range spread from 20 - 30 percent. The advantage of an ungraded pay grade is that is allows much more flexibility when assigning salaries than a typical range. While a 20 – 30 percent pay range might be sufficient for an administrative support position, for example, an ungraded range can be appropriate for positions that may experience quick changes over time due to changing market conditions.

Employee salaries in certain classifications could also vary widely depending on the department, the level of competency, and the level of responsibility and oversight an employee is assigned. There are two employees total in this pay grade. Classifications assigned to this pay grade includes newly developed or part-time roles.
03 ASSESSMENT OF CURRENT CONDITIONS
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The City’s pay plan includes 30 occupied pay grades that hold 78 employees. The pay range spreads fall between 0.0 - 33.6 percent. Eleven of the generated pay grades only have one employee, while pay grade 1 contains the most employees with 11.

Exhibit 3A | Pay Plan Summary

Comparing the summary data in Exhibit 3A to best practices, a number of observations can be made regarding the City’s pay plans. Based on the analysis of the pay plans, the following facts can be observed:

Pay Plan Grade Minimum Midpoint Maximum Range
Spread
Midpoint
Progression Employees
1 38,350 $ 42,486 $ 46,622 $ 21.6% - 11
3 40,273 $ 44,606 $ 48,940 $ 21.5% 5.0% 3
5 42,289 $ 46,843 $ 51,396 $ 21.5% 5.0% 1
7 44,398 $ 49,183 $ 53,968 $ 21.6% 5.0% 6
11 53,968 $ 59,784 $ 65,600 $ 21.6% 21.6% 2
12 56,656 $ 62,762 $ 68,868 $ 21.6% 5.0% 1
14 62,472 $ 69,204 $ 75,935 $ 21.6% 10.3% 2
18 72,320 $ 80,106 $ 87,892 $ 21.5% 15.8% 1
1 38,350 $ 42,486 $ 46,622 $ 21.6% - 1
10 51,396 $ 56,934 $ 62,472 $ 21.6% 34.0% 2
11 53,968 $ 59,784 $ 65,600 $ 21.6% 5.0% 1
12 56,656 $ 62,762 $ 68,868 $ 21.6% 5.0% 2
15 65,600 $ 72,668 $ 79,736 $ 21.5% 15.8% 4
16 68,868 $ 76,294 $ 83,721 $ 21.6% 5.0% 2
20 78,593 $ 87,059 $ 95,525 $ 21.5% 14.1% 1
21 79,736 $ 88,321 $ 96,906 $ 21.5% 1.4% 1
2 38,358 $ 42,486 $ 46,614 $ 21.5% - 2
6 42,295 $ 46,851 $ 51,406 $ 21.5% 10.3% 3
8 46,614 $ 51,631 $ 56,648 $ 21.5% 10.2% 3
9 48,932 $ 54,206 $ 59,481 $ 21.6% 5.0% 2
22 96,322 $ 108,553 $ 120,783 $ 25.4% - 2
23 102,437 $ 115,430 $ 128,424 $ 25.4% 6.3% 3
24 110,604 $ 124,634 $ 138,663 $ 25.4% 8.0% 1
25 116,425 $ 132,596 $ 148,766 $ 27.8% 6.4% 1
26 126,093 $ 142,086 $ 158,080 $ 25.4% 7.2% 1
none UNG - - - - - 2
CCCFA 17 70,986 $ 78,635 $ 86,284 $ 21.6% - 3
Total - - - - - - 64
CECC (Clerical)
Contract
CCMEA (Mgmt)
CCEA (Misc)
03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 3
 Range spreadsgenerally set between 20 - 30 percentare consistently aligned with what you would typically see in the market today. This provides a positive observation, at least from the structural sense of the plan.
 The number of employees on each pay grade is widely varied. Multiple pay grades have only a single incumbent occupying the grade, while some pay grades contain approximately ten employees each.
 Not pictured, but critically important to note is that each range identified consists of five steps, or pay progression points, throughout. This allows consistency in policies associated with progression in pay and transparency to employees on where a salary may fall at any point in time if expectations are met.

3.2 GRADE PLACEMENT ANALYSIS
The Grade Placement Analysis examines how employee salaries are distributed throughout the pay grades. This can help identify salary progression issues, which are usually accompanied by employee salaries that are clustered in segments of the pay grades. A clustering of employee salaries in the lower part of ranges can indicate a lack of salary progression for employees or a high level of employee turnover. A clustering of employee salaries in the high end of pay ranges can be a sign of high employee tenure or a sign that the pay ranges are behind market, forcing the organization to offer salaries near the maximum of the range to new hires. With regard to minimum and maximum salaries, employees at the grade minimum are typically newer to the organization or to the classification, while employees at the grade maximum are typically highly experienced and highly proficient in their classification. The Grade Placement Analysis examines how salaries sit within their pay ranges. Only pay grades with at least one incumbent are included in this analysis.

In service of this effort, an analysis was conducted to determine the number of employees below and above pay grade midpoint. The percentages refer to the percentage of employees in each pay grade that are above and below midpoint. Exhibit 3B displays the results of this analysis: a total of 29 employees are compensated below their pay grade midpointwhich is 37.2 percent of all employees for the City. There are 47 employees compensated above the midpoint of their pay grade, which is

60.3 percent of all employees.

03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 4
Exhibit 3B | Employees Above and Below Midpoint by Pay Grade

3.3 QUARTILE ANALYSIS
The last part of the Grade Placement Analysis is a detailed look at how salaries are distributed through pay grades, through a quartile analysis. Here, each pay grade is divided into four segments of equal width, called quartiles. The first quartile represents the first 25 percent of the pay range; the second quartile represents the part of the range above the first quartile up to the mathematical midpoint; the third quartile represents the part of the range from the midpoint to 75 percent of the pay range; and Pay Plan Grade Employees # < Mid % < Mid # > Mid % > Mid 1 11 2 18.2% 9 81.8%
3 3 1 33.3% 2 66.7%
5 1 0 0.0% 1 100.0%
7 6 4 66.7% 2 33.3%
11 2 1 50.0% 1 50.0%
12 1 0 0.0% 1 100.0%
14 2 2 100.0% 0 0.0%
18 1 0 0.0% 1 100.0%
1 1 1 100.0% 0 0.0%
10 2 1 50.0% 1 50.0%
11 1 1 100.0% 0 0.0%
12 2 1 50.0% 1 50.0%
15 4 0 0.0% 4 100.0%
16 2 0 0.0% 2 100.0%
20 1 0 0.0% 1 100.0%
21 1 1 100.0% 0 0.0%
4 1 1 100.0% 0 0.0%
13 9 4 44.4% 5 55.6%
19 4 2 50.0% 2 50.0%
2 2 0 0.0% 2 100.0%
6 3 2 66.7% 1 33.3%
8 3 0 0.0% 3 100.0%
9 2 0 0.0% 2 100.0%
22 2 1 50.0% 1 50.0%
23 3 1 33.3% 2 66.7%
24 1 0 0.0% 1 100.0%
25 1 0 0.0% 1 100.0%
26 1 0 0.0% 1 100.0%
none UNG 2 0 0.0% 0 0.0%
CCCFA 17 3 3 100.0% 0 0.0%
Total - 78 29 37.2% 47 60.3%
CCEA (Misc)
CCMEA (Mgmt)
CCPOA (Police)
CECC (Clerical)
Contract
03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 5
the fourth quartile represents the part of the range above the third quartile up to the pay range maximum. Employees are assigned to a quartile within their pay range based on their current salary.

The quartile analysis is used to evaluate how employee salaries are distributed within pay grades and to identify the presence of salary clustering in specific portions of the ranges. This analysis also examines employee tenure in order to assess the relationship between length of service and salary progression. While quartile data alone are not determinative, they provide important context when considered alongside market data and employee feedback in evaluating the effectiveness of the current compensation and classification system.

Exhibit 3C presents the distribution of employees across quartiles for each pay grade, along with average organizational tenure by quartile. Overall, 31.6 percent of employees are positioned in Quartile 1 of their respective pay grades, 6.6 percent in Quartile 2, 13.2 percent in Quartile 3, and

48.7 percent in Quartile 4. While this distribution does not independently support a definitive conclusion, the accompanying tenure data provide insight into the relationship between tenure and salary placement.

Average tenure initially declines before increasing as employees progress through the quartiles.

Employees in Quartile 1 average 2.6 years of service, those in Quartile 2 average 1.8 years, those in Quartile 3 average 3.4 years, and those in Quartile 4 average 7.6 years. While the lower average tenure observed in Quartile 2 represents a notable deviation from a strictly linear progression, the overall pattern indicates that salary placement generally increases with organizational tenure, suggesting that employees are, in most cases, advancing through pay ranges in alignment with length of service.

Quartile 2 is made up of only 6.6 percent of the employee population (five employees total), so an outlier does not cause as much concern as it would with a larger population size.

Exhibit 3D displays a graphical representation of the data contained in Exhibit 3C. Each pay grade is divided into up to four sections representing the percentage of employees in that pay grade who belong in each quartile. For example, pay grade 5 has zero employees in Quartiles 1, 2, or 4. That pay grade is represented by a 100 percent yellow bar, showing that 100 percent of grade 5 employees are in Quartile 3. Pay grade 7 has employees between all four quartiles, and it is consequently represented with bars displaying all four colors, corresponding to the percentage of employees for each pay grade in each quartile.
03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 6 Exhibit 3C | Quartile Analysis and Time With the Organization # Employees Avg Tenure # Employees Avg Tenure # Employees Avg Tenure # Employees Avg Tenure 1 11 0.5 2 0.8 0 - 1 0.5 8 0.53 3 5.9 1 0.6 0 - 0 - 2 8.65 1 0.9 0 - 0 - 1 0.9 0 -7 6 3.7 2 2.3 2 2.5 1 6.3 1 6.2 11 2 1.4 1 0.5 0 - 1 2.3 0 -12 1 1.4 0 - 0 - 0 - 1 1.414 2 3.9 2 3.9 0 - 0 - 0 -18 1 11.8 0 - 0 - 0 - 1 11.8 1 1 0.0 1 0.0 0 - 0 - 0 -
10 2 3.0 0 - 1 2.4 1 3.6 0 -11 1 1.4 1 1.4 0 - 0 - 0 -12 2 4.1 1 0.9 0 - 0 - 1 7.215 4 8.4 0 - 0 - 3 5.3 1 17.916 2 8.5 0 - 0 - 0 - 2 8.520 1 25.6 0 - 0 - 0 - 1 25.621 1 0.2 0 - 1 0.2 0 - 0 - 4 1 0.2 1 0.2 0 - 0 - 0 -
13 9 4.9 4 1.6 0 - 0 - 5 7.619 4 11.2 2 7.3 0 - 0 - 2 15.2 2 2 1.3 0 - 0 - 1 2.7 1 0.06 3 2.5 2 2.6 0 - 0 - 1 2.38 3 9.6 0 - 0 - 0 - 3 9.69 2 5.6 0 - 0 - 1 1.7 1 9.4 22 2 12.1 1 2.3 0 - 0 - 1 21.823 3 5.7 0 - 1 1.6 0 - 2 7.824 1 2.5 0 - 0 - 0 - 1 2.525 1 20.7 0 - 0 - 0 - 1 20.726 1 2.2 0 - 0 - 0 - 1 2.2 none UNG 0 0.8 0 - 0 - 0 - 0 -
CCCFA 17 0 5.2 0 - 0 - 0 - 0 -
Overall - 73 5.1 21 2.2 5 1.8 10 3.4 37 7.6
Pay Plan 4th Quartile GRADE Total Employees Average Tenure 1st Quartile 2nd Quartile 3rd Quartile CCEA (Misc)
CCMEA (Mgmt)CCPOA (Police)
CECC (Clerical)
Contract
03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 7 Exhibit 3D | Quartile Placement by Pay Grade

03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 8
Review of the quartile distributions by pay grade reveals several notable patterns. Across the Classified pay plan, the proportion of employees in Quartile 1 generally declines as pay grades increase, indicating that employees in higher grades are more frequently positioned further into their respective salary ranges. For example, the representation of Quartile 1 employees decreases steadily across the higher classified grades, suggesting that progression through individual pay ranges tends to accompany advancement into higher-level classifications.

This pattern may be attributable to multiple factors. One potential explanation is promotional salary placement, whereby employees promoted to higher classifications enter their new pay grades above the minimum in order to avoid a reduction in pay, resulting in placement several steps into the range at the time of promotion. Another contributing factor may be external market pressure at higher grades, where positions typically require greater experience, specialized certifications, or advanced technical expertise. In such cases, competitive labor market conditions may necessitate higher starting salaries to attract qualified candidates, thereby placing new hires further into the pay range.

While the underlying drivers of this pattern cannot be determined conclusively without additional data, the consistency of the trend warrants continued monitoring. Ongoing evaluation of quartile placement by grade may provide valuable insight into promotional practices, market competitiveness, and longterm salary progression within the City’s compensation structure.

3.4 COMPRESSION ANALYSIS
Pay compression can be defined as the lack of variation in salaries between employees with significantly different levels of experience and responsibility. Compression can be seen as a threat to internal equity and morale. Two common types of pay compression can be observed when the pay of supervisors and their subordinates are too close, or the pay of highly tenured staff and newly hired employees in the same job are too similar.

According to the Society for Human Resources Management (SHRM), specific examples of actions that may cause pay compression include the following:
 Reorganizations change peer relationships and can create compression if jobs are not reevaluated.
 In some organizations, certain departments or divisions may be relatively liberal with salary increases, market adjustments, and promotionswhile others are not.  Some employers have overlooked their Human Resources policies designed to regulate pay, paying new hires more than incumbents for similar jobs under the mantra of “paying what it takes to get the best talent.”
 Many organizations have found it easy to hire people who had already done the same work for another organization, eliminating the need for training. Rather than hiring individuals with high potential and developing them for the long term, they have opted for employees who could “hit the ground running”regardless of their potential.

Exhibit 3E indicates the ratio of subordinate to supervisor salaries by grade graphically and Exhibit 3F displays these results numerically. Employees were grouped into categories reflecting whether their actual salary was less than 80 percent, less than 95 percent, or greater than 95 percent of their supervisor’s salary. Less than 80 percent would indicate that the ratio of an employee’s salary to his 03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 9
supervisor’s salary would yield a result of less than 0.8. For example, an employee with a salary of $79,000.00 and a supervisor with a salary of $100,000.00 would yield a ratio of 0.79, and be placed into the Less than 80 percent category.

An analysis of the data would quickly reveal that while most positions in the City are in a great position, with plenty of space between employee and supervisor salaries, there are still some employees with salaries more than 100 percent of their supervisor’s salary. Anywhere blue or red appears on Exhibit 3F is somewhere that warrants an examination of supervisor vs. employee salary. 03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 10 Exhibit 3E | Employee to Supervisor Salary Ratio by Pay Grade 03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 11
Exhibit 3F | Employee to Supervisor Salary Ratio by Pay Grade

Pay Plan Grade Less than 80% 80% < X < 95% 95% < X < 100% Greater than 100% 14 2 0 5
32 1 0 0
51 0 0 0
73 3 0 0
11 2 0 0 0
12 0 1 0 0
14 2 0 0 0
18 0 0 1 0
11 0 0 0
10 2 0 0 0
11 1 0 0 0
12 2 0 0 0
15 4 0 0 0
16 2 0 0 0
20 1 0 0 0
21 1 0 0 0
22 0 0 0
63 0 0 0
82 0 0 0
91 0 0 0
22 1 1 0 0
23 1 2 0 0
24 0 0 0 0
25 0 0 0 0
26 0 0 0 1
none UNG 2 0 0 0
CCCFA 17 3 0 0 0
Total - 43 10 1 6
CCEA (Misc)
CCMEA (Mgmt)
CECC (Clerical)
Contract
03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 12
Exhibit 3G and Exhibit 3H showcase the actual vs. projected salaries of City employees, sorted by pay grade. Projected salary is calculated using a 5-year progression assumption for employees. For example, an employee who had worked at their position for 2.5 years would be projected to be at the grade midpoint, while an employee with 5 or more class years would be projected to be at the grade maximum. An important distinction between this compression table and the quartile analysis: this compression table utilizes class years, while the Quartile analysis uses tenure. Class years are differentiated from tenure by using the date that you started working in your current classification as the start date, instead of the date you first were hired by the City. To illustrate, if an employee had been an accountant for ten years and then was promoted last year to Accountant Supervisor, that employee would have ten years of tenure but only one class year.

Overall, the distribution of employees reflects a balanced alignment with projected salaries, with some employees making more or less than expected, but the largest cluster of employees being within 5.0 percent of their expected salaries. As shown in the summary table, 20 employees are compensated within 5 percent of their projected salary, indicating close alignment between class-time-based expectations and actual pay. An additional 11 employees are paid between 5 and 10 percent above projected salary, while 12 employees exceed their projected salary by more than 10 percent.

Conversely, nine employees are compensated between 5 and 10 percent below projected salary, and 10 employees fall more than 10 percent below their projected level. This relatively even distribution above and below projected pay suggests that, in aggregate, salaries are generally positioned where expected under a tenure-based progression model.

Exhibit 3H further illustrates this distribution graphically across pay plans and bargaining associations.

The chart demonstrates that deviations from projected salary are not concentrated within a single pay plan or employee group. Instead, each bargaining association reflects a mix of employees earning above and below their projected salaries, indicating that alignment with projected pay is not isolated to one segment of the organization. This dispersion suggests that observed variances are more likely attributable to individual factors, such as promotional timing, hiring salary placement, or market-driven adjustments, rather than systemic structural issues within a specific pay plan.

Several additional observations emerge from this analysis. First, the presence of employees earning above projected salary is not inherently problematic and may reflect promotion-related salary placement, where employees enter a higher classification above the minimum of the new range to avoid a reduction in pay. Second, employees earning below their projected salary may represent employees with interrupted service histories or classifications where salary progression has lagged behind expectations due to market or fiscal constraints. Employee performance, classification reorganization, or other historical factors that could impact employee progression into pay ranges are also absent from this chart. Finally, the absence of extreme clustering in any single category reinforces that the compensation system, while not perfectly linear, is functioning in a manner that generally supports equitable salary progression over time.

Taken together, the actual versus projected salary analysis indicates that the City’s compensation structure produces a reasonably balanced distribution of salaries relative to tenure-based expectations. While individual deviations warrant monitoring, the overall pattern does not suggest widespread compression or systemic misalignment and provides a stable foundation for evaluating future compensation adjustments.

03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 13
Exhibit 3G | Actual vs. Projected Salary

Pay Plan Grade Less than -10% -10 < X < -5% -5% < X < 5% 5% < X < 10% Greater than 10% 10 0 2 3 6
31 1 1 0 0
50 0 0 0 1
70 2 3 1 0
11 0 0 1 0 1
12 0 0 0 0 1
14 0 2 0 0 0
18 0 0 0 1 0
10 0 1 0 0
10 0 0 2 0 0
11 0 0 1 0 0
12 1 0 1 0 0
15 0 0 3 1 0
16 0 1 1 0 0
20 1 0 0 0 0
21 0 0 0 1 0
20 0 1 0 1
60 1 1 0 1
81 1 0 1 0
90 0 0 1 1
22 2 0 0 0 0
23 1 0 2 0 0
24 0 0 0 1 0
25 0 1 0 0 0
26 0 0 0 1 0
none UNG 0 0 0 0 0
CCCFA 17 3 0 0 0 0
Total - 10 9 20 11 12
CCEA (Misc)
CCMEA (Mgmt)
CECC (Clerical)
Contract
03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 14 Exhibit 3H | Actual vs. Projected Salary 03 ASSESSMENT OF CURRENT CONDITIONS | | CITY OF CRESCENT CITY, CA EVERGREEN SOLUTIONS, LLC PAGE 3 - 15

3.5 SUMMARY
There were many observations made with respect to the City’s compensation system in place at the beginning of the study.
 The City maintains multiple pay plans that collectively include 30 occupied pay grades serving 78 employees. Range spreads generally fall within a modest range, with most grades exhibiting a narrow progression of slightly more than 20 percent from minimum to maximum, and the use of an ungraded pay structure for select positions. While this approach provides flexibility, it can limit the ability to support long-term salary progression in certain roles.  Approximately 60 percent of employees are compensated above their pay grade midpoint, while just over one-third are below the midpoint. This distribution suggests that many employees are positioned deeper into their salary ranges, potentially reflecting organizational tenure, hiring placement practices, or market pressures.  Nearly half of employees are positioned in the top quartile of their respective pay grades, while approximately one-third fall in the first quartile. Average tenure increases as quartile placement increases, indicating a general relationship between length of service and salary progression. A small outlier is present in Quartile 2; however, this group represents a limited number of employees and does not materially alter the overall pattern.  Quartile analysis by grade indicates that employees in higher classifications are less frequently positioned in the lowest quartile of their pay ranges. This pattern is consistent with promotional salary placement practices and market-driven hiring pressures for more specialized or competitive positions.
 Most employees earn less than 80.0 percent of their direct supervisor’s salary, suggesting that widespread compression between supervisory and non-supervisory roles is not present. A small number of instances warrant further review but do not indicate systemic compression concerns.
 The actual versus projected salary analysis shows a balanced distribution of employees earning above and below projected salary levels, with the largest share of employees compensated within five percent of their expected salary. Variances appear to be dispersed across pay plans and bargaining associations rather than concentrated in any single group.

This analysis acts as a starting point for the development of recommendations in subsequent chapters of this report. Paired with market data, Evergreen is able to make recommendations that will ensure that the City’s compensation system is structurally sound in terms of best practice, competitive with the market, and treats all employees equitably moving forward.

EVERGREEN SOLUTIONS, LLC

04 MARKET SUMMARY
EVERGREEN SOLUTIONS, LLC PAGE 4 - 1
The purpose of the market summary chapter is to benchmark the City’s compensation practices against that of its market peers, in order to establish how competitive the City is with the market. To complete this market study, Evergreen compared pay ranges of select benchmark positions that the City possesses against the compensation of positions performing those same duties within peer organizations. By aggregating the differences in pay ranges across all the positions, a reasonable determination is made as to the City’s competitive position within the market.

It is important to note that individual salaries are not analyzed in this methodology, since individual compensation can be affected by a number of variables such as experience and job performance. For this reason, Evergreen looked at average pay ranges across the entire classification to make the most accurate comparison. The results of this market study should be considered reflective of the current state of the market at the time of this study, however, market conditions can change rapidly.

Consequently, it is necessary to perform market surveys of peer organizations at regular intervals in order for an organization to consistently monitor its position within the market. Furthermore, the market results detailed in this chapter provide a foundation for understanding the City’s overall structural standing to the market, and the rates reflected in this chapter, while an important factor, are not the sole determinant for how classifications were placed into the proposed salary ranges outlined in Chapter 5.

The information presented in this chapter is intended to serve as a practical and informative tool for the City and its employee bargaining associations as they evaluate compensation and consider salary negotiations in upcoming fiscal years. While the market findings provide an objective comparison of how the City’s classifications align with peer organizations, they should be considered in conjunction with other relevant factors that may uniquely differentiate the work performed by City employees, including local service demands, operational scope, organizational structure, and labor market conditions. Accordingly, the results in this chapter are not intended to function as a definitive determination of appropriate compensation levels, but rather as one of several inputs to be weighed as part of a broader, collaborative decision-making process.

Evergreen conducted a comprehensive market salary survey for the City, which included soliciting 24 target peer organizations (18 cities, two counties, and four other organizations) for 50 benchmark positions. Of the 24 total organizations contacted, 24 responded and provided data for the benchmark positions. Target peers were selected based on a number of factors, including geographic proximity, resource level, job overlap, and size. Target organizations were also identified for their competition to the City for employee recruitment and retention efforts. The list of targets that provided data for the purpose of this study are included in Exhibit 4A.
04 MARKET SUMMARY
04 MARKET SUMMARY | CITY OF CRESCENT CITY, CA
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Exhibit 4A | Respondent Market Peers
Because the data collected for the market summary was from various regions, it was necessary to adjust peer responses relative to the City based on cost-of-living. For all organizations that fell outside the City’s immediate region, a cost-of-living adjustment was applied to the reported pay ranges to ensure a market average was attained in terms of the spending power an employee would have in the City’s local area. Evergreen utilizes cost-of-living index information from the Council for Community and Economic Research. The cost-of-living index figures for the City and each of the respondent market peers are located in Exhibit 4B.

Respondent Organizations
Arcata, CA
Fortuna, CA
Eureka, CA
Yreka, CA
Willits, CA
Fort Bragg, CA
Red Bluff, CA
Corning, CA
Anderson, CA
Orland, CA
Clearlake, CA
Cloverdale, CA
Willows, CA
Placerville, CA
Brookings, OR
Redding, CA
Grants Pass, OR
Medford, OR
Del Norte County, CA
Humboldt County, CA
Caltrans
Arcata Fire District
Humboldt Bay Fire JPA
Ukiah Valley Fire Authority
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Exhibit 4B | Respondents With Cost-of-Living Adjustments

4.1 MARKET DATA
The results of the market study are displayed in Exhibit 4C, which includes the benchmark job titles and the market average salaries for each position at the minimum, midpoint, and maximum points of the pay ranges. Also included within the exhibit are the percent differentials of the City’s pay ranges at each respective point, relative to the market average pay. A positive percent differential is indicative of the City’s pay range exceeding that of the average of its market peers; alternatively, a negative percent differential indicates the City’s compensation for a given position lagging behind the average of its peers. The exhibit also includes the average pay range for the market respondents for each position, as well as how many responses each benchmark received.

While all benchmarks are included in the survey, not every peer organization possesses an appropriate match. Consequently, the benchmarks receive varying levels of response. For the purpose of this study, all positions that received fewer than five matches from market peers were not considered in establishing the City’s competitive position. The rationale behind these positions being excluded is that insufficient response can lead to unreliable averages that may skew the aggregated data, blurring the reality of the City’s actual position in the market. Of the 50 positions surveyed, 42 met the criteria for inclusion.

Organization Cost of Living
Crescent City, CA 126.1
Arcata, CA 129.9
Fortuna, CA 129.9
Eureka, CA 129.9
Yreka, CA 128.2
Willits, CA 130.6
Fort Bragg, CA 130.6
Red Bluff, CA 126.5
Corning, CA 126.5
Anderson, CA 127.8
Orland, CA 129.0
Clearlake, CA 128.8
Cloverdale, CA 138.5
Willows, CA 129.0
Placerville, CA 137.7
Brookings, OR 117.2
Redding, CA 127.8
Grants Pass, OR 114.1
Medford, OR 116.7
Del Norte County, CA 126.1
Humboldt County, CA 129.9
Caltrans 126.1
Arcata Fire District 129.9
Humboldt Bay Fire JPA 129.9
Ukiah Valley Fire Authority 130.6
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Exhibit 4C | Market Survey Results

Average % Diff Average % Diff Average % Diff
1 Account Clerk 1 $40,156.47 -4.7% $44,987.13 -5.9% $49,817.78 -6.9% 24.0% 6.0 2 Account Clerk 2 $43,227.09 -2.2% $48,732.00 -4.0% $54,236.91 -5.5% 25.4% 10.0 3 Aquatics Supervisor $48,858.02 4.9% $54,766.03 3.8% $60,674.05 2.9% 24.0% 9.0 4 Building Inspector $52,639.80 7.1% $59,137.01 5.8% $65,634.22 4.7% 24.7% 10.0 5 Career Fire Captain $70,454.49 0.7% $78,754.41 -0.2% $87,054.33 -0.9% 25.1% 2.0 6 City Attorney $130,788.02 -18.2% $154,674.73 -24.1% $178,561.44 -28.8% 36.3% 3.0 7 City Clerk $68,509.47 0.5% $77,359.64 -1.4% $86,209.80 -3.0% 25.8% 12.0 8 City Manager $155,972.89 -34.0% $168,425.59 -27.0% $180,878.29 -21.6% 16.1% 15.0 9 Community Development Specialist $46,680.38 -10.4% $52,220.06 -11.5% $57,759.74 -12.4% 23.7% 9.0 10 Economic Development & Recreation Assistant $35,382.51 7.7% $38,826.98 8.6% $42,271.45 9.3% 19.5% 5.0 11 Recreation Director & Events Coordinator $93,193.03 -11.7% $107,156.58 -16.0% $121,120.14 -19.4% 29.7% 5.0 12 Electrical Mechanical Operations Technician 1 $52,745.52 2.3% $58,974.19 1.4% $65,202.86 0.6% 23.6% 6.0 13 Electrical Mechanical Operations Technician 2 $55,533.79 11.1% $62,072.87 10.3% $68,611.95 9.6% 23.5% 6.0 14 Engineering Project Manager $78,649.72 -19.9% $88,040.64 -21.2% $97,431.55 -22.2% 23.9% 6.0 15 Equipment Operator 1 $49,443.15 -16.9% $55,140.91 -17.7% $60,838.67 -18.4% 23.0% 11.0 16 Executive Assistant to Chief of Police $50,389.36 -3.0% $56,394.85 -4.0% $62,400.34 -4.9% 23.8% 11.0 17 Office Technician - Finance $33,788.69 11.9% $37,171.73 12.5% $40,554.77 13.0% 19.9% 8.0 18 Finance Analyst 2 $65,119.50 0.7% $72,535.75 0.2% $79,952.00 -0.3% 22.9% 8.0 19 Finance Director $110,391.53 -7.8% $123,976.78 -7.4% $137,562.04 -7.1% 24.5% 12.0 20 Finance Technician - PR/Benefits $50,320.13 6.8% $56,221.27 6.0% $62,122.41 5.3% 23.4% 9.0 21 Fire Chief $121,876.65 3.3% $136,491.29 3.9% $151,105.93 4.4% 23.8% 7.0 22 Fire Dept Admin Specialist $48,947.07 0.0% $54,695.58 -0.9% $60,444.09 -1.6% 23.5% 15.0 23 Grants / Economic Development Manager $69,872.46 8.0% $78,358.83 6.8% $86,845.19 5.9% 24.3% 5.0 24 Housing Director $103,057.79 -7.0% $115,260.27 -6.2% $127,462.74 -5.5% 23.7% 3.0 25 Human Resources Manager $77,728.62 -30.7% $86,113.01 -30.7% $94,497.40 -30.7% 21.6% 5.0 26 IS Administrator $82,788.28 -5.3% $93,969.27 -7.9% $105,150.25 -10.1% 26.9% 6.0 27 IT / GIS Technician $54,347.46 -5.7% $60,977.96 -7.1% $67,608.45 -8.2% 24.4% 8.0 28 Lab Director $63,619.66 7.6% $70,791.21 7.2% $77,962.76 6.9% 22.5% 4.0 29 Lab Technician 2 $50,235.56 11.3% $55,993.78 10.8% $61,751.99 10.3% 22.9% 3.0 30 Maintenance Worker 1 $40,858.59 -6.5% $45,725.81 -7.6% $50,593.04 -8.5% 23.7% 15.0 31 Maintenance Worker 2 $43,415.67 -7.8% $46,795.49 -4.9% $50,175.30 -2.5% 15.6% 7.0 32 Maintenance Worker 3 $48,049.00 -8.2% $53,542.76 -8.9% $59,036.52 -9.4% 22.9% 4.0 33 Mechanic 1 $49,549.85 -23.0% $55,289.47 -23.9% $61,029.09 -24.7% 23.2% 11.0 34 Office Technician - Housing $38,317.17 0.1% $42,354.89 0.3% $46,392.62 0.5% 20.9% 12.0 35 Office Technician - Public Works $38,317.17 0.1% $42,354.89 0.3% $46,392.62 0.5% 20.9% 12.0 36 Police Chief $135,518.63 -32.3% $149,707.27 -29.7% $163,895.90 -27.6% 20.8% 13.0 37 Police Officer $65,403.09 -15.4% $73,522.16 -11.1% $81,641.23 -7.8% 24.7% 16.0 38 Police Recruit $47,980.26 -14.9% $51,284.06 -22.8% $54,587.85 -30.7% 13.7% 8.0 39 Public Works Director $113,423.95 -10.7% $127,840.09 -10.8% $142,256.23 -10.8% 25.3% 12.0 40 Public Works Maintenance Manager $76,970.00 3.5% $85,773.48 2.9% $94,576.96 2.4% 22.9% 10.0 41 Records Specialist $41,356.01 11.3% $46,608.59 9.7% $51,861.16 8.5% 25.4% 8.0 42 Relief Pool Supervisor $41,895.05 5.6% $46,214.45 6.0% $50,533.85 6.4% 20.6% 7.0 43 RV Park Supervisor $43,128.28 2.9% $47,710.83 3.0% $52,293.39 3.1% 21.2% 5.0 44 Senior Buildings and Parks Maintenance Worker $47,478.14 -6.9% $53,000.78 -7.8% $58,523.42 -8.4% 23.2% 7.0 45 Senior Electrical Mechanical Operations Technician $64,148.53 11.3% $71,852.99 10.3% $79,557.45 9.5% 24.0% 2.0 46 Senior Fleet Mechanic $55,843.61 10.6% $62,421.47 9.8% $68,999.32 9.1% 23.5% 6.0 47 Senior Public Works Maintenance Worker $50,681.64 6.1% $56,396.45 5.7% $62,111.25 5.3% 22.5% 10.0 48 Sergeant $81,090.42 -5.6% $90,498.82 -5.2% $99,907.21 -4.9% 23.1% 16.0 49 Tenant Services Technician $44,547.70 4.4% $50,403.59 2.4% $56,259.49 0.7% 26.3% 4.0 50 Utility Mechanic $48,377.91 -9.0% $54,333.38 -10.5% $60,288.85 -11.7% 24.5% 13.0 Overall Average -3.6% -4.2% -4.7% 23.3% 8.3
Outliers Removed* -4.3% -4.8% -5.2% 22.9% 9.3
ID Survey Maximum Survey Avg
Range Classification # Resp. Survey Minimum Survey Midpoint 04 MARKET SUMMARY | CITY OF CRESCENT CITY, CA
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4.2 SALARY SURVEY RESULTS
Market Minimums
It is important to assess where an organization is relative to its market minimum salaries, as they are the beginning salaries of employees with minimal qualifications for a given position. Organizations that are significantly below market may experience recruitment challenges with entry-level employees. As seen in Exhibit 4C, the City is currently 3.8 percent below the market average minimum, when considering positions with sufficient responses. The City’s benchmark positions ranged from 34.0 percent below to 11.9 percent above at the market minimum.

The following points are regarding the City’s position relative to the market average minimum:
• Of these 42 positions, 23 were below market, averaging 12.4 percent below. These 23 classifications represent roughly 54.8 percent of the surveyed positions that met the criteria for inclusion.
• Of the 23 positions below market, seven were more than 15.0 percent below the average market minimum. These positions are displayed in Exhibit 4D. • Of these 42 positions, 20 were above market, averaging 6.0 percent above. These 20 classifications represent roughly 47.6 percent of the surveyed positions that met the criteria for inclusion.
• Of the 20 positions above market, 10 were more than 5.0 percent above the average market minimum. Zero positions were more than 15.0 percent above the market average. • The HR Manager classification was found to be significantly under market by the City during the course of the study, so the City adjusted the pay for this role while the survey was ongoing.

The differential below, while accurate at the time of the market survey, reflects an outdated figure that the City has already adjusted at the time of this report. This applies to the exhibit showing the minimum, midpoint, and maximum vs. the market average.

Exhibit 4D | Classifications More Than 15.0 Percent Below the Minimum

Classification % Diff
City Manager -34.0%
Police Chief -32.3%
Human Resources Manager -30.7%
Mechanic 1 -23.0%
Engineering Project Manager -19.9%
Equipment Operator 1 -16.9%
Police Officer -15.4%
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Market Midpoints
The market midpoint is exceptionally important to analyze, as it is often considered the closest estimation of market average compensation. As seen in Exhibit 4C, the City is currently 4.3 percent below the market average midpoint, when considering positions with sufficient responses. The City’s benchmark positions ranged from 30.7 percent below to 12.5 percent above at the market midpoint.

The following points are regarding the City’s position relative to the market average midpoint:
• Of these 42 positions, 24 were below market, averaging 12.4 percent below. These 24 classifications represent roughly 57.1 percent of the surveyed positions that met the criteria for inclusion.
• Of the 24 positions below market, eight were more than 15.0 percent below the average market minimum. These positions are displayed in Exhibit 4E. • Of these 42 positions, 19 were above market, averaging 5.9 percent above. These 19 classifications represent roughly 45.2 percent of the surveyed positions that met the criteria for inclusion.
• Of the 19 positions above market, 10 were more than 5.0 percent above the average market midpoint. Zero positions were more than 15.0 percent above the market average.

Exhibit 4E | Classifications More Than 15.0 percent Below the Midpoint Market Maximums
The pay range maximum averages, and how they compare to the City’s, are also detailed in Exhibit 4C.

As seen in the exhibit, the City is currently 4.8 percent below the market average maximum, when considering positions with sufficient responses. The City’s benchmark positions ranged from 30.7 percent below to 13.0 percent above at the market maximum.

The following points are regarding the City’s position relative to the market average maximum:
• Of these 42 positions, 24 were below market, averaging 12.9 percent below. These 24 classifications represent roughly 57.1 percent of the surveyed positions that met the criteria for inclusion.

Classification % Diff
Human Resources Manager -30.7%
Police Chief -29.7%
City Manager -27.0%
Mechanic 1 -23.9%
Police Recruit -22.8%
Engineering Project Manager -21.2%
Equipment Operator 1 -17.7%
Recreation Director & Events Coordinator -16.0%
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• Of the 24 positions below market, eight were more than 15.0 percent below the average market maximum. These positions are displayed in Exhibit 4F. • Of these 42 positions, 19 were above market, averaging 5.5 percent above. These 19 classifications represent roughly 45.2 percent of the surveyed positions that met the criteria for inclusion.
• Of the 19 positions above market, 9 were more than 5.0 percent above the average market maximum. Zero positions were more than 15.0 percent above the market average.

Exhibit 4F | Classifications More Than 15.0 Percent Below the Maximum

4.3 SALARY SURVEY CONCLUSION
The standing of individual classifications pay range relative to the market should not be considered a definitive assessment of actual employee salaries being similarly above or below the market; however, such differentials can, in part, explain symptomatic issues with recruitment and retention of employees.

The main summary points of the market study are as follows:
• The City’s pay ranges are approximately 4.3 percent below the market minimum. • The City’s pay ranges are approximately 4.8 percent below the market midpoint. • The City’s pay ranges are approximately 5.2 percent below the market maximum. • The City’s pay range spread is approximately 22.0 percent, while its peers’ pay range spread is 23.3 percent. This close alignment indicates that the City’s pay ranges are structured similarly to those of its peers, with comparable distance between minimum and maximum salary levels. As a result, differences in market competitiveness are more likely attributable to overall pay level placement rather than to fundamental differences in range design or salary progression structure.

4.4 TOTAL COMPENSATION INTRODUCTION
The preceding sections of this chapter focus on comparisons of base salary structures and pay range placement. These analyses are a critical component of understanding the City’s competitive position, as salary represents the most direct and visible form of employee compensation and is often the primary driver of recruitment and retention outcomes.

Classification % Diff
Police Recruit -30.7%
Human Resources Manager -30.7%
Police Chief -27.6%
Mechanic 1 -24.7%
Engineering Project Manager -22.2%
City Manager -21.6%
Recreation Director & Events Coordinator -19.4%
Equipment Operator 1 -18.4%
04 MARKET SUMMARY | CITY OF CRESCENT CITY, CA
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However, salary alone does not reflect the full value of the employment relationship. Public sector compensation is comprised of multiple components beyond base pay, including employer-provided benefits such as retirement contributions, health insurance, paid leave, and other non-wage offerings.

Excluding these elements can result in an incomplete assessment of how competitive an organization is relative to its peers.

For this reason, a total compensation analysis was conducted to evaluate the combined value of salary and benefits provided to employees. This approach allows for a more comprehensive comparison by accounting for differences in benefit structures that may offset lower salaries or, conversely, amplify higher wages when compared across organizations.

The total compensation analysis presented in this section is intended to supplement, rather than replace, the salary-only findings discussed earlier in the chapter. Together, these perspectives provide a more complete understanding of the City’s overall competitive position in the labor market and help inform subsequent recommendations related to compensation strategy and resource allocation.

4.5 TOTAL COMPENSATION METHODOLOGY
The total compensation figures presented in this section are intended to reflect the maximum total compensation available to employees under the City’s compensation and benefits framework.

Specifically, the values displayed represent a scenario in which an employee is compensated at the maximum of the applicable pay range and fully utilizes all benefits offered by the City. This approach establishes a consistent and comparable basis for evaluating the overall value of the City’s compensation package relative to peer organizations.

Total compensation, as defined for the purposes of this analysis, includes base salary at the pay grade maximum, employer-paid medical insurance at the family coverage level, employer-paid dental and vision insurance premiums, and employer retirement contributions. In addition, the value of paid leave is incorporated into the total compensation calculation. Leave valuation assumes that all available leave is utilized during the year, including vacation, sick leave, and holiday leave, and is calculated based on the employee’s maximum salary rate. This methodology allows for a standardized assessment of the full compensation offering rather than individual utilization patterns.

The analysis also incorporates the value of additional forms of compensation provided by the City, where applicable. These may include longevity pay, certification pay, degree pay, special assignment pay, and other similar compensation elements. Inclusion of these components reflects the maximum potential value of the City’s compensation program; however, it is recognized that not all employees qualify for each form of additional pay, nor do all employees receive every available incentive concurrently.

It is important to note that this total compensation analysis is not intended to represent actual takehome pay or the individualized benefit utilization of any specific employee. Rather, it is designed to illustrate the total compensation available to employees as a whole under the City’s policies and programs. By evaluating compensation on a maximum-value basis, this methodology provides a consistent framework for comparing the City’s overall employment offering to that of peer organizations and for understanding how salary and benefits collectively contribute to the City’s competitive position in the labor market.

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4.6 TOTAL COMPENSATION DATA
The total compensation results are presented in Exhibit 4G and summarize the City’s competitive position when salary and benefits are evaluated collectively. The exhibit includes each benchmark classification, the bargaining association to which each classification belongs, the City’s calculated total compensation value, the median total compensation observed among peer organizations, and the resulting percentage differential between the City and the market.

The differential displayed in the exhibit reflects the extent to which the City’s total compensation offering exceeds or lags the median of its peer group for each benchmark classification. Positive differentials indicate classifications where the City’s total compensation exceeds the market median, while negative differentials indicate classifications where the City trails the market. This structure allows for a clear and consistent comparison across classifications and bargaining units, while maintaining transparency regarding how each employee group aligns with the broader labor market.

As described in the methodology section, the total compensation figures shown in the exhibit represent the maximum total compensation available to employees. These values assume compensation at the maximum of the applicable pay range, full utilization of all eligible benefits, and qualification for any applicable additional pay components. Accordingly, the figures should not be interpreted as actual take-home pay or as a reflection of individual employee compensation, but rather as a representation of the overall compensation value offered by the City.

When reviewed alongside the salary-only analysis presented earlier in this chapter, the total compensation data provide important context regarding the role benefits and supplemental pay play in the City’s overall competitive position. Together, these analyses offer a more comprehensive view of how the City’s compensation program compares to its peers and help inform subsequent discussions related to compensation strategy and policy considerations. 04 MARKET SUMMARY | CITY OF CRESCENT CITY, CA
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Exhibit G | Total Compensation Summary
Position
Employee
Association
City Total
Comp
Median Peer
Total Comp
% Diff
Career Fire Captain CCCFA $164,154.26 $164,878.89 -0.4% Economic Development & Recreation Assistant Unrepresented $ 94,457.75 $ 83,781.53 11.3% Account Clerk 1 CCEC $ 89,325.86 $ 91,640.30 -2.6%
Account Clerk 2 CCEC $ 95,768.45 $ 97,542.50 -1.9%
Community Development Specialist CCEC $ 95,768.45 $106,908.65 -11.6% Executive Assistant to Chief of Police CCEC $106,624.06 $108,577.85 -1.8% Office Technician - Finance CCEC $ 89,325.86 $ 79,543.73 11.0% Fire Dept Admin Specialist CCEC $106,624.06 $106,908.65 -0.3% Office Technician - Housing CCEC $ 89,325.86 $ 90,091.55 -0.9% Office Technician - Public Works CCEC $ 89,325.86 $ 90,091.55 -0.9% Records Specialist CCEC $102,815.98 $ 97,031.03 5.6%
Tenant Services Technician CCEC $102,815.98 $ 98,782.40 3.9% Aquatics Supervisor CCMEA $111,583.38 $107,948.85 3.3%
Building Inspector CCMEA $120,277.90 $113,662.96 5.5%
City Clerk CCMEA $140,470.61 $147,449.38 -5.0%
Engineering Project Manager CCMEA $135,052.29 $169,941.29 -25.8% Finance Analyst 2 CCMEA $135,052.29 $130,639.87 3.3%
Finance Technician - PR/Benefits CCMEA $115,836.13 $110,059.65 5.0% Grants / Economic Development Manager CCMEA $152,132.87 $145,903.16 4.1% Human Resources Manager CCMEA $124,971.68 $152,165.76 -21.8% IS Administrator CCMEA $151,741.57 $166,949.79 -10.0%
IT / GIS Technician CCMEA $111,583.38 $118,264.59 -6.0% Lab Director CCMEA $140,950.61 $124,916.50 11.4%
Public Works Maintenance Manager CCMEA $160,258.77 $152,546.55 4.8% City Attorney Contract $213,562.84 $230,147.77 -7.8%
City Manager Contract $224,319.69 $273,352.20 -21.9%
Recreation Director & Events Coordinator Contract $163,334.46 $188,671.77 -15.5% Finance Director Contract $197,290.82 $217,350.41 -10.2% Fire Chief Contract $254,246.92 $242,991.91 4.4%
Housing Director Contract $187,138.32 $215,479.25 -15.1% Police Chief Contract $211,549.80 $253,475.61 -19.8%
Public Works Director Contract $195,245.66 $217,350.41 -11.3% Electrical Mechanical Operations Technician 1 CCEA $114,116.11 $118,303.59 -3.7% Electrical Mechanical Operations Technician 2 CCEA $127,649.21 $119,338.29 6.5% Equipment Operator 1 CCEA $ 95,515.68 $110,715.56 -15.9% Lab Technician 2 CCEA $118,394.51 $ 97,494.26 17.7%
Maintenance Worker 1 CCEA $ 89,264.96 $ 92,780.76 -3.9% Maintenance Worker 2 CCEA $ 92,299.29 $ 98,814.19 -7.1% Maintenance Worker 3 CCEA $ 98,883.78 $108,312.09 -9.5% Mechanic 1 CCEA $ 92,299.29 $112,006.49 -21.4%
Relief Pool Supervisor CCEA $ 98,883.78 $ 95,735.69 3.2% RV Park Supervisor CCEA $ 98,883.78 $ 98,552.65 0.3%
Senior Buildings and Parks Maintenance Worker CCEA $ 98,883.78 $110,470.09 -11.7% Senior Electrical Mechanical Operations Technician CCEA $143,306.34 $150,079.68 -4.7% Senior Fleet Mechanic CCEA $127,649.21 $124,273.58 2.6% Senior Public Works Maintenance Worker CCEA $114,116.11 $112,073.30 1.8% Utility Mechanic CCEA $ 98,883.78 $109,494.32 -10.7%
Police Officer CCPOA $141,017.92 $158,374.23 -12.3%
Police Recruit CCPOA $ 83,464.50 $114,031.99 -36.6%
Sergeant CCPOA $170,597.74 $186,301.34 -9.2%
Summary - - - -4.6%
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4.7 TOTAL COMPENSATION RESULTS
Classifications Below Market
Exhibit H | Classification More Than 10.0 Percent Below Market Total Compensation The total compensation analysis identified 16 benchmark classifications with total compensation values more than 10 percent below the median of peer organizations. These classifications span multiple bargaining units and include a mix of professional, technical, supervisory, and executive roles, indicating that the observed gaps are not isolated to a single employee group or occupational category.

The magnitude of these differentials suggests that, even when the full value of benefits and supplemental pay is considered, the City’s total compensation offering for these classifications remains materially below that of its peers. In several cases, the gaps exceed 20 percent, reflecting a level of divergence that may contribute to recruitment and retention challenges, particularly in roles that require specialized expertise, leadership experience, or market-competitive skill sets.

It is important to note that this analysis reflects maximum total compensation and does not represent individual take-home pay. However, persistent gaps at the total compensation level indicate that benefits alone are not sufficient to offset salary differences for these classifications. These findings provide important context for evaluating where targeted compensation adjustments or structural changes may be warranted in subsequent recommendations.

Position
Employee
Association
City Total
Comp
Median Peer
Total Comp
% Diff
Community Development Specialist CCEC $ 95,768.45 $106,908.65 -11.6% Engineering Project Manager CCMEA $135,052.29 $169,941.29 -25.8% Human Resources Manager CCMEA $124,971.68 $152,165.76 -21.8% IS Administrator CCMEA $151,741.57 $166,949.79 -10.0%
City Manager Contract $224,319.69 $273,352.20 -21.9%
Recreation Director & Events Coordinator Contract $163,334.46 $188,671.77 -15.5% Finance Director Contract $197,290.82 $217,350.41 -10.2% Housing Director Contract $187,138.32 $215,479.25 -15.1% Police Chief Contract $211,549.80 $253,475.61 -19.8%
Public Works Director Contract $195,245.66 $217,350.41 -11.3% Equipment Operator 1 CCEA $ 95,515.68 $110,715.56 -15.9% Mechanic 1 CCEA $ 92,299.29 $112,006.49 -21.4%
Senior Buildings and Parks Maintenance Worker CCEA $ 98,883.78 $110,470.09 -11.7% Utility Mechanic CCEA $ 98,883.78 $109,494.32 -10.7%
Police Officer CCPOA $141,017.92 $158,374.23 -12.3%
Police Recruit CCPOA $ 83,464.50 $114,031.99 -36.6%
Summary - - - -17.0%
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4.8 OVERALL MARKET SUMMARY
The market analysis presented in this chapter provides a comprehensive assessment of the City’s competitive position relative to peer organizations by examining both salary-only and total compensation data. The salary survey establishes how the City’s pay ranges compare to the market at the minimum, midpoint, and maximum, while the total compensation analysis expands this view to incorporate the value of benefits and supplemental pay. Together, these perspectives offer important insight into where the City is aligned with the market and where material gaps exist.

While the salary-only analysis highlights areas where base pay lags or exceeds peer averages, the total compensation review provides critical context regarding the extent to which benefits offset or amplify those differences. In some classifications, total compensation falls well below the market even when the full value of benefits is considered. Conversely, the analysis also identifies classifications where the City’s total compensation offering exceeds that of peer organizations, demonstrating that the City’s compensation framework is capable of achieving above-market positioning in select roles.

The market results presented in this chapter are not intended to serve as the sole basis for compensation recommendations. Rather, they represent one component of a broader analytical framework that also includes the Assessment of Current Conditions and information collected through the Job Assessment Tool process. In Chapter 5, these market findings are utilized alongside internal equity considerations, classification responsibilities, and organizational priorities to develop recommendations that are both market-informed and internally consistent. This integrated approach allows the City to consider targeted, fiscally responsible strategies to strengthen competitiveness while supporting equity and long-term sustainability.

EVERGREEN SOLUTIONS, LLC

05 RECOMMENDATIONS
EVERGREEN SOLUTIONS, LLC PAGE 5 - 1
After reviewing the information provided in the preceding sections of this report, Evergreen developed recommendations to improve the City’s current compensation and classification system. The recommendations, as well as the findings that led to each recommendation, are discussed in detail in this section. The recommendations are organized into three sections: classification, compensation, and administration of the system.

The recommendations presented in this chapter are intended to provide illustrative options for the City’s consideration as it evaluates potential approaches to compensation, classification, and benefits moving forward. These recommendations are informed by the findings from the Assessment of Current Conditions, market analyses, total compensation review, and information collected through the Job Assessment Tool process. Collectively, they are designed to demonstrate how the City’s compensation framework could be adjusted to better align with common practices and prevailing conditions observed within the labor market.

Evergreen recognizes that the City is actively engaged in collective bargaining with its employee associations and that compensation outcomes are ultimately determined through that process. The recommendations contained in this chapter are not intended to replace, supersede, or direct collective bargaining discussions. Rather, they are provided as examples of potential strategies and structural approaches that may be considered as part of those discussions, based on market norms and compensation best practices.

Accordingly, the recommendations should be viewed as tools to support informed decision-making rather than prescriptive mandates. The City and its employee associations are encouraged to evaluate these options in the context of fiscal capacity, operational priorities, workforce needs, and mutually agreed-upon objectives. Final compensation decisions should reflect alignment between the City and its bargaining units regarding the approaches that best support competitiveness, equity, and long-term sustainability.

5.1 CLASSIFICATION RECOMMENDATIONS
An organization’s classification system establishes how its human resources are employed to perform its core services. The classification system consists of the titles and descriptions of the different classifications, or positions, which define how work is organized and assigned. It is essential that the titles and descriptions of an organization’s classifications accurately depict the work being performed by employees in the classifications in order to ensure equity within the organization and to enable comparisons with positions at peer organizations. The purpose of a classification analysis is to identify issues such as incorrect titles, outdated job descriptions, and inconsistent titles across departments.

Recommendations are then made to remedy the identified concerns based on human resources best practices.

In the analysis of the City’s classification system, Evergreen Solutions collected classification data through the Job Assessment Tool (JAT) process. The JATs, which were completed by employees and reviewed by their supervisors, provided information about the type and level of work being performed for each of the City’s classifications. Evergreen reviewed the data provided in the JATs and used the information as the basis for classification recommendations. 05 RECOMMENDATIONS
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EVERGREEN SOLUTIONS, LLC PAGE 5 - 2

FINDING
Overall, the City’s classification structure was found to be generally accurate and reflective of the work performed by employees. Most classifications align appropriately with assigned duties, responsibilities, and organizational expectations.

However, the review identified areas of inconsistency within certain administrative and support roles, where classification titles and descriptions were applied variably across departments despite similar scope and complexity of work. In addition, isolated instances of inconsistent titling were observed among select manager and coordinator roles, where titles did not consistently reflect differences in level, responsibility, or supervisory authority. These inconsistencies appear limited in scope but warrant consideration to ensure clarity, internal alignment, and consistency across the classification structure.

Additionally, several of the City’s classifications require some modification to better describe the work being performed. Current job descriptions and corresponding Fair Labor Standards Act (FLSA) exemption status require review, updates, and revisions.

RECOMMENDATION 1: Adopt a new classification system for all employees.

It is recommended that the City update its classification system to incorporate targeted title adjustments aimed at improving consistency across departments. While the majority of employee job titles were found to be appropriate and are not recommended for change, select administrative, support, manager, and coordinator classifications were identified as having inconsistent or misaligned titles. Implementing the recommended title changes for these classifications will improve clarity, support consistent application of the classification structure, and strengthen alignment across the City’s system as a whole.

RECOMMENDATION 2: Update existing class description to reflect the new classification system, and review all updated descriptions for FLSA status.

In conjunction with the City making the proposed title changes, Evergreen will provide the City with updated classification descriptions to ensure that they accurately reflect the work being carried out by employees. These are being provided under separate cover. Upon completion and approval of the proposed class descriptions, Evergreen will further recommend an updated FLSA status for the roles based on the new, updated content contained within the description.

5.2 COMPENSATION RECOMMENDATIONS
The compensation analysis consisted of two parts: an external market assessment and an internal equity assessment. During the external market assessment, the City’s compensation for selected benchmark classifications was compared to average compensation offered in the market the City competes for employees in. The external assessment consisted of comparing the City against its peer organizations within its market, and revealed that the City is currently lagging the market slightly.

During the internal equity assessment, consideration of the relationships between and the type of work being performed by the City’s employees in their classifications was reviewed and analyzed.

Specifically, a composite score was assigned to each of the City’s classifications that quantified the classification’s level of six separate compensatory factors. The level for each factor was determined based on responses to the JAT.
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FINDING
Overall, the City’s current pay ranges are positioned slightly below the market, with many individual ranges falling within a reasonable range of peer organizations. However, when evaluated in aggregate, the City’s compensation structure is trailing the market. In addition, the analysis identified inconsistencies in the application of pay grades across different bargaining units, which contribute to variations in how classifications align with market benchmarks and affect comparability across the organization.

RECOMMENDATION 3: Adopt a new, market-responsive compensation structure and assign all positions to it equitably.

Evergreen has developed for the City’s consideration a new, market-responsive pay structure. The new structure consists of 30 unique pay grades, each with a range spread of 24.4 percent between the minimum and the maximum of the range. Furthermore, the midpoint progression between grades is between 5.0 and 6.5 percent on the General plan and 3.7 percent and 20.1 percent on the Public Safety plan. The details of the proposed plans are located in Exhibit 5A.

Exhibit 5A | Proposed Pay Plans

Pay Plan Grade Minimum Midpoint Maximum
Range
Spread
Midpoint
Progression
General 1 $ 37,500.00 $ 42,066.16 $ 46,632.31 24.4% -
General 2 $ 39,375.00 $ 44,169.46 $ 48,963.93 24.4% 5.0% General 3 $ 41,343.75 $ 46,377.94 $ 51,412.12 24.4% 5.0% General 4 $ 43,410.94 $ 48,696.83 $ 53,982.73 24.4% 5.0% General 5 $ 45,581.48 $ 51,131.68 $ 56,681.87 24.4% 5.0% General 6 $ 47,860.56 $ 53,688.26 $ 59,515.96 24.4% 5.0% General 7 $ 50,971.49 $ 57,178.00 $ 63,384.50 24.4% 6.5% General 8 $ 54,284.64 $ 60,894.57 $ 67,504.49 24.4% 6.5% General 9 $ 57,813.14 $ 64,852.71 $ 71,892.28 24.4% 6.5% General 10 $ 61,571.00 $ 69,068.14 $ 76,565.28 24.4% 6.5% General 11 $ 65,573.11 $ 73,557.57 $ 81,542.02 24.4% 6.5% General 12 $ 69,835.37 $ 78,338.81 $ 86,842.25 24.4% 6.5% General 13 $ 74,374.66 $ 83,430.83 $ 92,487.00 24.4% 6.5% General 14 $ 79,209.02 $ 88,853.84 $ 98,498.65 24.4% 6.5% General 15 $ 84,357.60 $ 94,629.34 $104,901.07 24.4% 6.5% General 16 $ 89,840.85 $100,780.24 $111,719.64 24.4% 6.5% General 17 $ 95,680.50 $107,330.96 $118,981.41 24.4% 6.5% General 18 $101,899.74 $114,307.47 $126,715.20 24.4% 6.5% General 19 $108,523.22 $121,737.46 $134,951.69 24.4% 6.5% General 20 $115,577.23 $129,650.39 $143,723.55 24.4% 6.5% General 21 $123,089.75 $138,077.67 $153,065.58 24.4% 6.5% General 22 $131,090.58 $147,052.71 $163,014.85 24.4% 6.5% General 23 $139,611.47 $156,611.14 $173,610.81 24.4% 6.5% General 24 $148,686.21 $166,790.86 $184,895.51 24.4% 6.5% General 25 $158,350.82 $177,632.27 $196,913.72 24.4% 6.5% Public Safety PS1 $ 70,350.00 $ 78,916.11 $ 87,482.22 24.4% - Public Safety PS2 $ 72,975.00 $ 81,860.74 $ 90,746.48 24.4% 3.7% Public Safety PS3 $ 87,675.00 $ 98,350.67 $109,026.34 24.4% 20.1% Public Safety PS4 $ 98,634.38 $110,644.51 $122,654.64 24.4% 12.5% - UNG - - - - -
05 RECOMMENDATIONS | CITY OF CRESCENT CITY, CA
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Implementation of the new compensation structure requires two steps. First, all positions were assigned to an appropriate pay grade within the overall plan. To determine what pay grade each position was assigned, Evergreen used the following factors: the results of the JAT analysis, the results of the market study, as well as consideration for both existing and newly created internal relationships between classifications. Assigning pay grades to classifications requires a balance of internal equity and desired market position, and recruitment and retention concerns also played a role in the process.

Thus, the market results discussed in Chapter 4 were not the sole criteria for the proposed pay ranges.

RECOMMENDATION 4: Evergreen recommends the City adopt a methodology to transition employee salaries into the proposed pay plan that aligns with its established compensation philosophy and meets the available financial resources of the organization.

The second step of implementing the proposed structure is to transition employee salaries into their new recommended pay ranges. This step can be done via a variety of methods, each with their own strengths and drawbacks; these options are outlined below.

Bring to Min
The Bring to Minimum option adjusts employees only to the minimum of their assigned pay range where current salaries fall below that point. While this is the least costly implementation option, it can contribute to salary compression by placing employees with different levels of experience at the same range minimum. This approach establishes compliance with the new structure but does not meaningfully differentiate pay based on tenure or progression.

Class Parity
The Class Parity option places employees within their pay ranges based on relative position and time in classification, which strengthens alignment within individual job classes based on time. However, this approach can create inconsistencies across the organization and disrupt internal equity when compared to how staff are currently positioned within the step plan. As a result, pay relationships between different classifications or departments may feel uneven, even if parity is achieved within each class.

Keep Same Step
This option consists of transitioning employees into the proposed pay ranges by maintaining their current step placement within the pay range. Under this approach, employees remain on the same step in the new pay structure that they currently occupy, thereby preserving all prior progression achieved within the range. As a result, any market adjustment applied to a classification is reflected uniformly across all incumbents in that classification. For example, if a pay range increases by 5.0 percent to align with the market, employees in that classification would receive a corresponding 5.0 percent adjustment; similarly, a 9.0 percent market adjustment would result in a 9.0 percent increase.

This methodology applies the full market movement to each employee, does not introduce additional salary compression, and maintains existing internal relationships by respecting prior advancement through the pay range. The estimated salary-only cost for this adjustment is $628,568, affecting a total of 78 employees. The total cost to the City would be $873,246 when factoring in fringe benefits and looking at the total financial impact of this adjustment.

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5.3 COMPENSATION AND CLASSIFICATION SYSTEM ADMINISTRATION Any organization’s compensation and classification system will need periodic maintenance. The recommendations provided in this chapter were developed based on conditions at the time the study was conducted. Without proper upkeep of the system, the potential for recruitment and retention issues may increase as the compensation and classification system becomes dated and less competitive.

RECOMMENDATION 5: Conduct small-scale salary surveys as needed to assess the market competitiveness of hard-to-fill classifications and/or classifications with retention issues, and make adjustments to pay grade assignments if necessary.

While it is unlikely that the pay plan as a whole will need to be adjusted for several years, a small number of classifications’ pay grades may need to be reassigned more frequently. If one or more classifications are exhibiting high turnover or are having difficulty with recruitment, the City should collect salary range data from peer organizations to determine whether an adjustment is needed for the pay grade of the classification(s).

RECOMMENDATION 6: Conduct a comprehensive classification and compensation study every three to five years.

While small-scale salary surveys can improve the market position of specific classifications, it is recommended that a full classification and compensation study be conducted every three to five years to preserve both internal and external equity for the City. Changes to classification and compensation do occur, and while the increments of change may seem minor, they can compound over time. A failure to react to these changes quickly has the potential to place the City in a poor position for recruiting and retaining quality employees.

While the previous two recommendations intend to maintain the competitiveness over time of the classification and compensation structure as a whole, it is also necessary to establish procedures for determining equitable pay practices for individual employees.

RECOMMENDATION 7: Ensure consistent policies and practices for moving employees’ salaries through the pay plan are in place, including procedures for annual pay range adjustments, classification-level market realignments as needed, and individual employee progression within assigned ranges.

The method of moving salaries through the pay plan and adjusting ranges and grades depends largely on an organization’s compensation philosophy. However, it is important for the City to have established guidelines for these situations, and that they are followed consistently for all employees and classifications. Common practices for progressing and establishing employee salaries are outlined below.

Salary Progression
As outlined above, Evergreen recommends City enact the second phase of implementing the new pay plan which would involve a one-time salary adjustment for employees to ensure they are placed in the proper percentile of their salary range. While this major adjustment should be performed when the City has the financial resources to do so, the City should continue to adjust salaries annually when financially feasible. Based on common practice from peers and across local governments nationwide, 05 RECOMMENDATIONS | CITY OF CRESCENT CITY, CA
EVERGREEN SOLUTIONS, LLC PAGE 5 - 6
Evergreen recommends that the basis of salary adjustment in the future be done at three distinct levels.
• Structural: Adjustment to pay ranges should be done on an annual basis to reflect prevailing market movement. Ideally, this adjustment would be informed by the average increases implemented by peer organizations, as identified through periodic market surveys. Aligning structural movement with peer practices helps ensure that pay ranges remain competitive over time and reduces the risk of market drift between comprehensive compensation studies. If the City deems that conducting regular peer surveys is not practical, the City may alternatively tie annual pay range movement to a consistent external economic indicator, such as the Consumer Price Index (CPI) or another widely recognized wage inflation measure. Utilizing a fixed data source provides a transparent and predictable mechanism for maintaining the competitiveness of the pay structure while allowing the City to balance administrative capacity and fiscal considerations.
• Classification: As a result of ongoing market surveys, the City may identify classifications or job families experiencing significant market movement, at which point reassignment of pay grades should be considered. In addition, the City should regularly monitor key workforce indicators, including recruitment activity, vacancy duration, turnover rates, and time-to-hire metrics, to identify classifications exhibiting persistent recruitment or retention challenges. When these indicators for a classification are materially out of alignment with organizational norms, pay grade reassignment should be evaluated to ensure the City remains competitive in attracting qualified candidates and retaining experienced employees. • Individual: The City should evaluate step increases for employees on an annual basis, with eligibility evaluated each year through the performance evaluation process. While step increases are not intended to function as performance-based pay, granting progression only to employees who receive a satisfactory performance evaluation reinforces accountability and ensures that salary advancement is aligned with acceptable performance standards.

Establishing this linkage provides the City with a clear mechanism to withhold step increases in cases of unsatisfactory performance, while maintaining predictable and equitable progression for employees who meet performance expectations.

5.4 SUMMARY
The City should be commended for initiating a comprehensive review of its classification and compensation program and for engaging an external partner to support an objective, data-driven assessment. This proactive approach reflects a commitment to maintaining a competitive and equitable employment framework capable of supporting service delivery, workforce stability, and longterm organizational sustainability.

Employee outreach, including orientation sessions and focus group discussions, provided an effective forum for employee engagement and served as an important source of context regarding how the current system is experienced in practice. Feedback gathered through these discussions, when considered alongside internal data and market comparisons, strengthened the study’s ability to identify patterns related to classification consistency, salary progression, and competitiveness in the labor market.

The external assessment revealed that the City’s compensation system has been administered in a manner that demonstrates reasonable structural alignment with peer common practices, and internal analyses indicate that salaries are generally progressing through ranges in a manner that is broadly 05 RECOMMENDATIONS | CITY OF CRESCENT CITY, CA
EVERGREEN SOLUTIONS, LLC PAGE 5 - 7
consistent with tenure and step placement. At the same time, the study identified opportunities to improve consistency in classification titling for select administrative and support roles, to reduce variability in how grades and structures are applied across bargaining units, and to address areas where certain classifications remain below market when viewed through both salary-only and total compensation perspectives.

Completion of this holistic review provides the City with an opportunity to implement targeted adjustments and strengthen program consistency in a coordinated manner, rather than relying on incremental or ad hoc changes over time. The resulting recommendations are intended to support a clearer, more internally consistent classification framework and a compensation structure that is better positioned to respond to market movement, recruitment and retention pressures, and long-term sustainability considerations.

The analyses and options presented in this report are intended to serve as an informed resource for the City and its employee associations as collective bargaining continues. Data and findings from this study are well-suited to support productive discussions regarding classification alignment, structural pay plan movement, and targeted market adjustments, with the objective of establishing a more consistent and transparent framework for compensation and classification moving forward.

CRESCENT CITY SALARY SCHEDULE PAGE 1
Grade / Step chart FY 25-26
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Grade 1 18.35 19.27 20.23 21.24 22.30 23.42
Grade 2 18.81 19.75 20.74 21.78 22.87 24.01
Grade 3 19.28 20.24 21.25 22.31 23.43 24.60
Grade 4 19.76 20.75 21.79 22.88 24.02 25.22
Grade 5 20.25 21.26 22.32 23.44 24.61 25.84
Grade 6 20.76 21.80 22.89 24.03 25.23 26.49
Grade 7 21.28 22.34 23.46 24.63 25.86 27.15
Grade 8 21.81 22.90 24.05 25.25 26.51 27.84
Grade 9 22.36 23.48 24.65 25.88 27.17 28.53
Grade 10 22.92 24.07 25.27 26.53 27.86 29.25
Grade 11 23.49 24.66 25.89 27.18 28.54 29.97
Grade 12 24.08 25.28 26.54 27.87 29.26 30.72
Grade 13 24.68 25.91 27.21 28.57 30.00 31.50
Grade 14 25.30 26.57 27.90 29.30 30.77 32.31
Grade 15 25.93 27.23 28.59 30.02 31.52 33.10
Grade 16 26.58 27.91 29.31 30.78 32.32 33.94
Grade 17 27.24 28.60 30.03 31.53 33.11 34.77
Grade 18 27.92 29.32 30.79 32.33 33.95 35.65
Grade 19 28.62 30.05 31.55 33.13 34.79 36.53
Grade 20 29.34 30.81 32.35 33.97 35.67 37.45
Grade 21 30.07 31.57 33.15 34.81 36.55 38.38
Grade 22 30.82 32.36 33.98 35.68 37.46 39.33
Grade 23 31.59 33.17 34.83 36.57 38.40 40.32
Grade 24 32.38 34.00 35.70 37.49 39.36 41.33
Grade 25 33.19 34.85 36.59 38.42 40.34 42.36
Grade 26 34.02 35.72 37.51 39.39 41.36 43.43
Grade 27 34.87 36.61 38.44 40.36 42.38 44.50
Grade 28 35.74 37.53 39.41 41.38 43.45 45.62
Grade 29 36.63 38.46 40.38 42.40 44.52 46.75
Grade 30 37.55 39.43 41.40 43.47 45.64 47.92
Grade 31 38.49 40.41 42.43 44.55 46.78 49.12
Grade 32 39.45 41.42 43.49 45.66 47.94 50.34
Grade 33 40.44 42.46 44.58 46.81 49.15 51.61
Grade 34 41.45 43.52 45.70 47.99 50.39 52.91
Grade 35 42.49 44.61 46.84 49.18 51.64 54.22
Grade 36 43.55 45.73 48.02 50.42 52.94 55.59
Grade 37 44.64 46.87 49.21 51.67 54.25 56.96
Grade 38 45.76 48.05 50.45 52.97 55.62 58.40
Grade 39 46.90 49.25 51.71 54.30 57.02 59.87
CRESCENT CITY SALARY SCHEDULE PAGE 2
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Grade 40 48.07 50.47 52.99 55.64 58.42 61.34
Grade 41 49.27 51.73 54.32 57.04 59.89 62.88
Grade 42 50.50 53.03 55.68 58.46 61.38 64.45
Grade 43 51.76 54.35 57.07 59.92 62.92 66.07
Grade 44 53.05 55.70 58.49 61.41 64.48 67.70
Grade 45 54.38 57.10 59.96 62.96 66.11 69.42
Grade 46 55.74 58.53 61.46 64.53 67.76 71.15
Grade 47 57.13 59.99 62.99 66.14 69.45 72.92
Grade 48 58.56 61.49 64.56 67.79 71.18 74.74
Grade 49 60.02 63.02 66.17 69.48 72.95 76.60
Grade 50 61.52 64.60 67.83 71.22 74.78 78.52
Grade 51 63.06 66.21 69.52 73.00 76.65 80.48
Grade Z 38.86 40.81 42.85 44.99 47.24 49.60

PUBLIC SAFETY (POLICE)
Grade PS1 24.49
Grade PS2 30.52 32.81 35.27 37.92 40.76
Grade PS3 40.76 42.80 44.94 47.19 49.55
Grade PS4 49.55 52.03 54.63 57.36 60.23

PUBLIC SAFETY (FIRE)
Grade FC 24.22 25.43 26.70 28.03 29.43 30.90
CITY OF CRESCENT CITY RESOLUTION NO. 2026-04 Page 1
RESOLUTION NO. 2026-04

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

APPROVING A MEMORANDUM OF UNDERSTANDING AND SIDE LETTER AGREEMENT

BETWEEN THE CITY OF CRESCENT CITY AND THE CRESCENT CITY MANAGEMENT EMPLOYEES’ ASSOCIATION FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027 WHEREAS, California Government Code Section 36506 requires that the City Council fix, by resolution or ordinance, the compensation of all appointive officers and employees; and
WHEREAS, pursuant to the City Council’s direction, the City’s bargaining team has negotiated in compliance with the Meyers-Milias-Brown Act and all other applicable requirements to reach agreement with the Crescent City Management Employees’ Association (“CCMEA”) upon a new Memorandum of Understanding (“MOU”) that meets the needs of both parties and covers the period July 1, 2025 through June 30, 2027; and WHEREAS, the parties have negotiated a side letter agreement to create an IT/GIS Tech II position; and
WHEREAS, a majority of the bargaining unit members of the CCEA have voted in favor of the MOU and Side Letter Agreement; and
WHEREAS, the MOU and Side Letter Agreement have been recommended for approval by the City Manager and reviewed by the City Council.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Crescent City, California that the Memorandum of Understanding Between the City of Crescent City and the Crescent City Employees’ Association for the period July 1, 2025 through June 30, 2027 signed by the parties and attached hereto as Exhibit A is hereby ratified and approved.

BE IT FURHTER RESOLVED that the Side Letter Agreement to create an IT/GIS Tech II position signed by the parties and attached hereto as Exhibit B is hereby ratified and approved.

PASSED AND ADOPTED and made effective the same day by the City Council of the City of Crescent City at a meeting thereof held on this 17th day of February 2026, by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________
Isaiah Wright, Mayor
ATTEST:
__________________________
Robin Altman, City Clerk
CCMEA MOU 2025-2027 [i]
Memorandum of Understanding
Between the
City of Crescent City
And the
Crescent City Management Employees Association
(CCMEA)
Effective July 1, 2025
Through
June 30, 2027
CCMEA MOU 2025-2027 [ii]
This page intentionally left blank.

CCMEA MOU 2025-2027 [iii]

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CRESCENT CITY AND THE CRESCENT CITY MANAGEMENT EMPLOYEES’ ASSOCIATION

REGARDING WAGES, HOURS, AND OTHER TERMS AND CONDITIONS OF EMPLOYMENT FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027. * * * * * * * * * *
General Information Page 1

1. Recognition ……………………………..…………………………….. 1

2. Effect of MOU…………………………...……………………………. 1

2.1 Duration and Amendments ……………………………….. 1

2.2 Severability and Continuation…………………………….. 2

2.3 Waiver …………………………………………………….. 2

2.4 Procedure to Further Meet-and-Confer …………………… 2

3. Employee Representation………………...…………………………… 2

4. Management Rights ……………………..……………………………. 3

5. Employer-Employee Relations Rules…………………………………. 3

6. Non-Discrimination Clause …………..………………………………. 3

7. Definitions…………………………………………………………..… 3

8. Hours of Work …………………………..……………………………. 3

8.1 General ……………………………………………………. 3

8.2 Work Day / Work Week Described……………………….. 3

8.3 Breaks …………………………………………………….. 4

8.4 Alternative Work Schedule ………………………………. 4

8.5 Compensatory Time Off…………………………………… 4

8.6 Reporting Time …………………………………………… 4

9. Compensation and Wages ………………..…………………………… 5

9.1 Wages Established………………………………………… 5

9.2 Pay Period…………………………………………………. 5

9.3 Overtime…………………….…………………………….. 5

9.4 Holiday Pay………………….……………………………. 5

9.5 Merit Plan ………………………………………………… 6

9.6 Longevity Pay …………………………………………….. 6

9.7 Emergency Call-Out (Call Back) …….…………………… 7

9.8 Bilingual Pay……………………………………………… 7

9.9 Education Incentive Pay ………………………………….. 7

9.10 Water Certification Pay…………………………………… 8

10. Benefits………………………………………….………………….…. 8

10.1 Public Employees’ Retirement System (PERS) Program … 8

10.2 Deferred Compensation …………………………………… 9

10.3 Wellness Incentive Program ….....………………………... 9

10.4 Reimbursement for Damaged Property…………………… 9

10.5 Education Assistance Program …………………………… 10

10.6 Boot / Footwear Reimbursement …………………………. 10

11. Health and Welfare Insurance ………….……………………………. 10

11.1 Employer Contribution for CalPERS Health Insurance…… 10

11.2 Flexible Benefit Plan……………………………………… 11

11.3 Medical Insurance Coverage ..…………………………….. 11
CCMEA MOU 2025-2027 [iv]

11.4 Dental Insurance Coverage ……………………………….. 11

11.5 Vision Care Insurance Coverage …………………………. 11

11.6 Air Ambulance Insurance Coverage……………………… 11

11.7 Life Insurance Coverage …………….……………………. 12

11.8 Long-Term Disability Insurance Coverage ………………. 12

11.9 Benefits During Family Medical Leave ………………….. 12

11.10 When Benefits Terminate …………………………………..12

12. City-Designated Holidays….………………………………………… 12

13. Leaves …………………….…………………………………………. 13

13.1 Unpaid Leave of Absence ……………………………….... 13

13.2 Mandatory Use of Paid Leave…………………………….. 13

13.3 Leave Accruals While On Leave …………………………. 13

13.4 Order of Leave Taken …………………………………….. 13

13.5 Leave Hours Charged to Employee ………………………. 14

13.6 Vacation …………………………………………………... 14

13.7 Sick Leave ………………………………………………… 14

13.8 Occupational Medical Leave……………………………… 16

13.9 Parenting Leave ………………………………………… 17

13.10 Bereavement Leave ………………………………………. 17

13.11 Reproductive Loss Leave …………………………………. 17

13.12 Jury Duty/Witness Testimony Leave …………………….. 17

13.13 Military Leave ……………………………………………. 18

13.14 Leave of Absence Without Pay…………………………… 18

13.15 Administrative Leave for Exempt Employees ……………. 18

13.16 Unauthorized Absence -- Automatic Termination ………. 18

13.17 Return to Work Requirements ……………………………. 18

13.18 Determination of Continuous Service ……………………. 18
Pay Schedule – Exhibit A (FY 25-26) ……………………………………. 20
Pay Schedule – Exhibit A (FY 26-27) ……………………………………. 21
CCMEA MOU 2025-2027 [1]
General Information
The purpose of this Memorandum of Understanding (M.O.U.) is to describe certain agreements between the City of Crescent City, hereinafter referred to as “City,” and the Crescent City Management Employees Association, hereinafter referred to as CCMEA, regarding wages, hours, and other terms and conditions of employment, as originally adopted by City Council Resolution 1990-09, and as amended by Resolution No. 1991-51 dated 9-16-91, Resolution No. 1992-27 dated 7-6-92, Resolution No. 1994-24 dated 7-18-94, Resolution No. 1996-28 dated 9-3- 96, Resolution No. 1999-14 dated 11-15-99, Resolution No. 2004-21 dated 7-19-04, Resolution No. 2006-04 dated 1/17/06, Resolution No. 2008-20 dated 9/15/08, Resolution No. 2010-14 dated 6/21/2010, Resolution No. 2013-06 dated 3/18/2013, Resolution No. 2015-30 dated 7/20/2015, Resolution No. 2016-52 dated 12/19/2016, Resolution No. 2018-35 dated 7/2/2018, Resolution No. 2019-42 dated 9/16/2019, Resolution No. 2020-91 dated 11/16/2020, Resolution No. 2021-73 dated 12/29/2021, Resolution No. 2023-48 dated 7/10/2023, Resolution No. 2024-65 dated 9/16/2024, and Resolution No. 2025-28 dated 7/07/2025.

The City reserves all rights, as the employer, not expressly bargained for and contained within this M.O.U.

CCMEA further agrees that the City has the exclusive decision-making authority to: Determine and modify the organization of City government and its constituent work units; determine the nature, standards, levels, and mode of delivery of services to be offered to the public; determine the methods, means, and the numbers and kinds of personnel by which services are to be provided; determine whether goods or services will be made, purchased or contracted for; direct employees, including scheduling and assigning work and overtime; establish employee performance standards and to require compliance therewith; discharge, suspend, demote, reduce in pay, reprimand, withhold salary increases and benefits, or otherwise discipline employees subject to the requirements of applicable law; relieve employees from duty because of lack of work or lack of funds or for other legitimate reasons; implement rules, regulations, and directives consistent with law and the specific provisions of this M.O.U.; take all necessary actions to protect the public and carry out its mission in emergencies.

1. Recognition
City recognizes CCMEA as the sole employee organization representing those City employees who are members and associate members of the CCMEA at the time of the City’s adoption of this M.O.U., and those employees who become members of CCMEA during the term of this M.O.U. This recognition supersedes any former recognition and continues for the life of this M.O.U. unless CCMEA violates any terms or conditions of this M.O.U., or any City rule or regulation which may cause the termination of this recognition by the City.

2. Effect of the M.O.U.

This M.O.U. supersedes any provisions of an annual City budget that is inconsistent with the agreements contained herein. Furthermore, this M.O.U. affects only the job titles listed on “Exhibit A” as attached hereto and by this reference made a part hereof.

2.1 Duration and Amendments. The parties hereto agree that this M.O.U. will be effective upon City Council approval and will remain in full force and effect through June 30, 2027 as amended and referenced in General Information. It is further acknowledged by both parties CCMEA MOU 2025-2027 [2]
that certain portions of this agreement may require amendments during the term of this M.O.U. if State and Federal statutes and regulations so direct.

2.2 Severability and Continuation. If any provision of this M.O.U. is held invalid or unconstitutional, such decision will have no effect on the validity of the remaining provisions of this M.O.U., and such remaining provisions shall continue to remain in full force and effect.

2.3 Waiver. The parties hereto acknowledge that during the negotiations that resulted in this M.O.U. each had the unlimited right and opportunity to make proposals with respect to any subject or matter not removed by law from the area of consultation or meet-and-confer, and that the understandings arrived at by the parties after exercising that right and opportunity are set forth in this M.O.U. Therefore, the parties hereto, for the duration of this M.O.U., and subject to the exceptions contained herein, each voluntarily and unqualifiedly waives the right, and each agrees that the other will not be obligated to meet-and-confer with respect to any subject or matter in this M.O.U.

2.4 Procedure to Further Meet-and-Confer. In the event that either party has requested to meet-and-confer, and the other party has consented to such discussions, the parties hereto agree that such additional discussions may result in amendments to this M.O.U.

2.4.1. Such amendments will be dated and numbered consecutively in order to assure proper understanding and authority for each amendment. Nothing contained herein will prohibit the parties hereto from amending this agreement as authorized by applicable law.

3. Employee Representation
For purposes of meeting and conferring in good faith regarding wages, hours, and working conditions with a Certified Employee Organization, the City will provide time off with pay to no more than three City employee members for each Representation Unit during their normal work hours. Meetings held outside of the employees’ work hours will be on the employees’ own time.

3.1 Association Representation (Release Time). The City agrees to establish a release time bank of forty (40) hours per year. Release time may be used by the CCEA President or designees to conduct Association business. Use of release time is subject to the advance approval of the City Manager.

3.2 Grievance Meeting. For purposes of grievance or appeal meetings, the City will provide time off with pay for the aggrieved employee plus one other employee during the employee’s normal work hours. Meetings held outside of the employees’ normal work hours will be on the employees’ own time.

3.3 Witness. Additional employees called by either party may be present with pay during his or her normal work hours to serve as a resource person or as a witness for meetings described above for the limited time required to cover the subject. Meetings held outside of that employee’s normal work hours will be on the employee’s own time.

3.4 The political activity of CCMEA members must conform to pertinent provisions of state law.

3.5 All management and confidential employees included under this agreement are prohibited from representing any other employee organization which represents other employees of the city on matters within the scope of representation.

CCMEA MOU 2025-2027 [3]

4. Management Rights.

Except as otherwise noted in this agreement, the City retains all rights of management.

5. Employer-Employee Relations Rules
The parties hereto agree that the City’s Employer-Employee Relations Rules, as included in the City’s Municipal Code, will continue in full force and effect for the term of this M.O.U.

6. Non-Discrimination Clause
The parties agree that there will be no discrimination against any applicant or employee based upon race, religion, sex, national origin, disability, medical condition, marital status, age, sexual orientation, association activity, political activity, or any other classification protected under State or federal law.

7. Definitions
Except as otherwise provided herein, all words used in this M.O.U. have the same meaning as set forth in the City’s Municipal Code, the City’s Employer-Employee Relations Rules and the California Government Code.

8. Hours of Work

8.1 General. CCMEA employees agree to maintain a forty (40) hour work week for its permanent full-time employees and the employees are required to work eighty (80) hours in each pay period and 2080 hours per year.

8.1.1. Employees assigned to a position requiring less than full-time work will be considered part-time employees.

8.1.3. The parties agree that the determination as to whether an employee works a standard, defined or alternative schedule is the management prerogative of the City Manager. Prior to any change in assignment for one or more bargaining unit employees, the City Manager shall meet and consult with the bargaining unit regarding the proposed change. The change in the assigned schedule shall not take place sooner than 90 days’ following the City Manager’s request to meet and consult with the bargaining unit, unless the employee and the City Manager agree to a shorter period of time. The duty to meet and consult does not apply to schedule changes made necessary by emergency situations or staffing shortages.

8.2 Work Day / Work Week Described. The parties hereto agree that the normal work day for City employees is one of the following according to the assigned schedule:

8.2.1. For a standard schedule: the normal workday is eight (8) hours in each single workday for five (5) days per week.

8.2.2. For a defined 9-80 schedule: the normal workday is nine (9) hours, Monday through Thursday, and eight (8) hours every other Friday.

8.2.3. For an alternative 4-10 schedule: the normal workday is ten (10) hours in each single workday for four (4) days per week.

CCMEA MOU 2025-2027 [4]

8.2.4. The workweek for employees assigned to a standard schedule or an alternative 4-10 schedule will begin at 12:00 a.m. on Sunday and end at 11:59 p.m. on Saturday.

8.2.5. The workweek for employees assigned to a defined 9-80 schedule will begin at 12:01 p.m. on Friday and end at 12:00 p.m. on the following Friday.

8.3 Breaks. Employees assigned to an eight (8) hour work day must have either a one (1) hour or one-half (1/2) hour lunch period as assigned by their Supervisor or Department Head, and two (2) separate fifteen (15) minute breaks per day with one (1) occurring before the lunch period and one occurring after the lunch period.

Employees will not be compensated for the lunch break during their normal workday assignment.

8.4 Alternative Work Schedule. The City and CCMEA agree that an alternative work schedule may be allowed within City departments as approved by the Department Head and City Manager. Such alternative work schedule must not interfere with the orderly completion of the employee’s workload or the number of hours worked per pay period. The City has the right to revoke said benefit at any time if it interferes with the orderly conduct of business, is abused by the employee, or is not providing adequate service to the public.

An alternative work schedule will consist of ten (10) hours per workday for four (4) days per week. Department with direct public contact must maintain staffing schedules to provide adequate public service.

8.5 Compensatory Time-Off. This plan is intended to qualify under Section 3(s)(1)(C) of the Fair Labor Standards Act. This plan is subject to the following conditions and restrictions in addition to the limits set by the California Labor Code.

8.5.1. Authorized overtime hours worked by an employee may be converted to Compensatory Time Off for each overtime hour worked, upon approval of the employee’s Department Head. Compensatory Time Off will be accrued at the rate it is earned – straight rate, standard overtime, or double overtime using the same rules as paid overtime. The maximum accrual of compensatory time off will be eighty (80) hours.

8.5.2. The balance of accrued compensatory time off may not be carried over at the end of the City’s fiscal year. Any unused comp time will be paid to the employee with the last pay period in June. No comp time may be accrued in a pay period that would result in a balance as of June 30. This overtime will be paid out as earned.

8.5.3. Use of accrued compensatory time off must occur before use of floating holidays, administrative leave or vacation.

8.5.4. Use of accrued compensatory time off is subject to the same requirements as use of vacation and sick leave.

8.6 Reporting Time. Employees may, at the recommendation of their Department Head and upon approval from Human Resources, have one-quarter (1/4) of one hour reduced from their pay for each fifteen (15) minutes they report to work later than their normal starting time.

8.6.1. Continued tardiness for work may result in disciplinary action against the employee.

CCMEA MOU 2025-2027 [5]

8.6.2. Employees leaving their work area early without the prior authorization of their Department Head will have their pay reduced in the same manner as is provided for employees who are late for work, and in addition, such absence may be considered as a refusal to work and as such may be considered as grounds for disciplinary action.

9. Compensation and Wages

9.1 Wages Established. Effective the first full pay period in July 2025, the City agrees to compensate the positions covered by this M.O.U. as described in Exhibit “A”, attached hereto and by this reference made a part hereof. The City Manager and Department Head shall, within the salary step plan, determine the compensation for positions based on performance, or additional responsibilities and tasks that may be assigned during the term of this M.O.U.

9.1.1. Effective the first full pay period in July of 2026, all pay scales shall be increased by the annual percentage increase indicated by the CPI-U (LA) March 2026 over March 2025. In no event, however, may the increase be less than 1.0% nor more than 3.0%.

The FY 2026-2027 exhibit will be updated as numbers for the annual CPI are known and will be attached hereto.

9.2 Pay Period. The City agrees to continue the biweekly pay period for the term of this M.O.U. The pay period will be from the Sunday through the Saturday fourteen (14) calendar days following, or from 12:01 p.m. Friday top 12:00 p.m. the Friday fourteen (14) calendar days following for employees on a 9-80 schedule. The pay date will be biweekly on Friday. Employees must be compensated for their services within seven (7) working days after the conclusion of a pay period.

9.3 Overtime. Non-exempt employees are eligible for overtime compensation as required by regulations of the U.S. Department of Labor with respect to the Fair Labor Standards Act (FLSA).

9.3.1. Except for the Aquatics Supervisor position, any work in excess of eight (8) hours in one work day for a standard schedule, nine (9) hours in one work day for a defined 9-80 schedule or ten (10) hours in a work day for an alternative 4-10 schedule, and any work in excess of forty (40) hours in any one (1) work week will be compensated at no less than one and one-half (1.5) times the regular rate of pay. In order to allow for more flexible scheduling at the pool, the parties agree that the Aquatics Supervisor position will only be eligible to be compensated at the rate of one and one-half (1.5) times the regular rate of pay for hours worked in excess of forty (40) hours in any one (1) work week.

9.3.2. Holiday time will count toward the employee’s work week hours for computation of overtime hours.

9.3.3. Paid leave used will not count toward the employee’s work week hours for computation of overtime hours, except for when leave is used to make an employee’s 8- hour holiday a 9-hour or 10-hour holiday per section 9.4.

9.3.4. Such compensation will be provided upon the approval of the employee’s Department Head and the City Manager.

9.4 Holiday Pay. An eligible employee who is required to work on a City-designated holiday will be paid eight (8) hours of holiday pay and will also be paid their regular overtime CCMEA MOU 2025-2027 [6]
hourly rate of pay for any hours actually worked on the designated holiday. If the holiday falls on a day that the employee would normally work nine (9) or ten (10) hours, the employee may use one or two hours of vacation, comp time, or floating holiday. When a holiday falls on an off-Friday for employees that work a 9/80 schedule, those employees will be given 8 hours of floating holiday in lieu of an extra paid day off.

9.5 Merit Plan. Effective August 30, 2009, the City agrees to implement a merit plan in which an employee may receive a special merit pay for exemplary job performance. The Department Head must submit the name of an eligible employee to the City Manager for approval.

The submittal must contain justification for the special merit pay by including detailed examples of the employee’s outstanding job performance and a copy of the employee’s current year’s annual performance evaluation.

The following specific standards and conditions apply:

9.5.1. The employee must have attained a performance rating of 4 (Exceeds Job Standards) or 5 (Outstanding) in all applicable rating categories during his or her current year’s annual performance evaluation.

9.5.2. The employee must have worked a minimum of 1760 work hours during the annual performance evaluation period.

9.5.3. The employee must have attained the annual goals and objectives set for him/her by the Department Head.

9.5.4. A special merit pay will not be paid to an employee who receives a performance rating of less than 4 or 5 in any rating category, or if a disciplinary action has been sustained against the employee.

9.5.5. An eligible employee must have at least two (2) years of full-time continuous service with the City.

9.5.6. A special merit pay shall be five percent (5%) of the employee’s base hourly rate, multiplied by the number of regular hours worked during the year immediately prior to his or her current year’s annual evaluation due date.

9.5.7. A special merit pay shall be paid once, in a lump sum, as an annual premium, to an eligible employee based on the date the employee’s special merit pay is approved by the City Manager.

9.5.8. An employee must meet the above standard and conditions each year during his or her annual performance evaluation in order to qualify for any successive special merit pay.

The association recognizes that any special merit pay received by a PEPRA employee will not be reportable to PERS as special compensation.

9.6 Longevity Pay. Employees will receive the following longevity pay for the corresponding years of full-time continuous service with the City. For the purposes of computing years of service, the anniversary of full-time employment will be used for qualification.

Years of Service % of Base Hourly Pay
5 2.5%
CCMEA MOU 2025-2027 [7]
10 2.5%
15 2.5%
20 2.5%

9.6.1. Effective the first full pay period after Council approval of this MOU, the 5-year longevity pay will sunset for all employees except those who (1) are receiving longevity pay at the time of the MOU approval and (2) are not yet eligible for Step 6. These employees will continue to get their 5-year longevity pay until such time as they attain Step

6. Upon moving to Step 6, their 5-year longevity pay will cease.

9.6.2. Longevity pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Longevity pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

9.7 Emergency Call-Out Pay (Call Back). Non-exempt employees, who are called back to work after having left the work site, shall be entitled to a minimum of two (2) hours pay at the following overtime rates:

9.7.1. All hours worked between 12:00 a.m. (midnight) and 6:00 a.m. at two times the employee’s base hourly rate (“double time”). Only hours actually worked or hours required to meet the two-hour minimum that fall within the double time window of 12:00 a.m. and 6:00 a.m. will be compensated at the double time rate.

9.7.2. All other hours worked at 1.5 times the employee’s base hourly rate (“time and one-half”).

9.8 Bilingual Pay. In the course of employment, employees requested to provide translation or interpretation of a language other than English will be compensated at the rate of $520.00 annually ($20.00 biweekly).

9.8.1. Employees eligible for bilingual pay must be proficient, including reading, writing and speaking fluently in a language that meets the City’s operational needs. Employees proficient in American Sign Language are also eligible for bilingual pay.

9.8.2. Eligible employees must be available to provide translation or interpretation services to any City Department.

9.9 Education Incentive Pay. Unless required by the specific job classification, employees who possess or obtain a BA/BS from an accredited college or university in a job-related field approved by the Department Head and the City Manager will receive 3.5% of their hourly base rate as a special pay. Employees who possess or obtain a MA/MS from an accredited college or university in a job-related field approved by the Department Head and City Manager will receive

5.0% of their hourly base rate as a special pay. If the degree is from a non-accredited college or university, then the employee must obtain special approval from the City Manager and Human Resources. These special pays are cumulative.

Education incentive pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Education incentive CCMEA MOU 2025-2027 [8]
pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

9.10 Water Certification Pay. The City will compensate eligible employees who possess and maintain a valid Water Distribution certificate issued by the State Water Resources Control Board (SWRCB) that is not required by their job classification. These employees will be compensated an additional 2% of their base hourly wage. Water certification pay is calculated as 2% of base hourly wage times (number of regular hours worked plus paid leave hours used) in a pay period. Water Certification pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation. The following job classifications are eligible for Water Distribution certificate pay:

Position
Water Distribution Certificate Required
(no additional compensation)
Eligible for additional
compensation
Laboratory
Director None
SWRCB Water Distribution
Certificate (Grade 1 or higher)
PW Maintenance
Manager
SWRCB Water Distribution Certificate
(Grade 3)
SWRCB Water Distribution
Certificate (Grade 4 or higher)

10. Benefits

10.1 Public Employees’ Retirement System (PERS) Program.

The City agrees to maintain a two and one-half Percent (2.5%) at age Fifty-Five (55) PERS Retirement Program for the regular employees who are “classic members”, as defined by CalPERS, by paying the PERS employer contribution rate. Effective July 1, 2013, classic members agree to pay the 8% member contribution rate to PERS. All employees will contribute ninetythree (93) cents per bi-weekly pay period for the ‘59 Survivor’s Continuance Benefit. The PERS program offered by the City consists of the basic PERS plan plus the ‘59 Survivor’s Continuance Benefit.

10.1.1. Effective July 1, 2013, the PERS Employer Paid Member Contribution (EPMC) optional benefit has been eliminated.

10.1.2. The City agrees to provide a two percent (2%) at age Sixty-Two (62) PERS Retirement Program for the regular employees who are “new members”, as defined by CalPERS, hired on or after January 1, 2013, by paying the PERS employer contribution rate.

10.1.3. New members will pay 50% of the total annual normal cost of pension benefits for PERS retirement, rounded to the nearest one quarter of one percent, or the current member contribution rate paid by similarly situated classic members, whichever is greater, up to 8%.

10.1.4. So long as CalPERS allows, the City agrees to extend the CalPERS pickup member contributions under Internal Revenue Code Section 414(h)(2) provisions to allow member payments by payroll deductions for service credit purchases. This provision CCMEA MOU 2025-2027 [9]
provides employees, who elect to participate, with the benefit of deferring income tax liability on member service credit purchases.

10.1.5. Under current law, exercising the employer pick-up option results in no additional costs to the City. The parties agree that, in the event that the law changes such that costs are imposed on the City, the City will immediately cease designating the employee contributions as being “picked-up” by the City and such PERS contributions will revert to being made on a post-tax basis.

10.2. Deferred Compensation. The City agrees to make available to the employees a payroll deduction to allow the employees to participate in the Mission Square deferred compensation program. Any contributions to this program will be made by the employees on a voluntary basis.

10.3 Wellness Incentive Program. The City agrees to provide to each employee an annual family membership at the City’s Fred Endert Municipal Pool, so long as the City continues to operate said facility, at no cost to the employees.

In addition, the City agrees to reimburse each employee up to $480.00 annually for participation in wellness-related activities. Qualifying wellness-related activities are gym/health club memberships, fitness training instruction, fitness/exercise class (including any class which is focused on physical activity such as yoga, cross-fit, jazzercise, dance, martial arts, etc), and fitness or other multi-platform health-related applications or programs such as Weight Watchers, Noom, Calm, etc. The purpose of this program is to reduce Workers’ Compensation claims.

Employees must submit reimbursement requests no more than monthly and no less than quarterly for actual expenses incurred in that month or that quarter. If quarterly, Jan – Mar must be submitted in April; Apr – Jun must be submitted in July; Jul- Aug must be submitted in September; Jul-Sep must be submitted in October; and Oct – Dec must be submitted in January.

Annual memberships are reimbursable. Annual reimbursements will fall in the quarter corresponding to the date of the receipt. Receipts submitted late may not be reimbursed.

Reimbursement will be made on the next available check run once all approvals are received by the Finance Department. Equipment or other physical items are not eligible for reimbursement.

10.4 Reimbursement for Damaged Property. The City agrees to compensate employees who suffer a financial loss for damage or loss of personal property while performing their required duties in a proper and safe manner and when not due to negligence on the part of the employee. The following chart describes the maximum replacement or repair benefit that the City may provide:

Items Maximum Benefit
Watches $ 50.00
Shoes (excluding work boots/shoes reimbursed by the City) $ 45.00 Personal Clothing Items (excluding uniform apparel provided by the City) $ 60.00 Prescription Eyeglasses/Contact Lenses Actual cost of like replacement Safety Equipment (Dept. Head approved Employee purchased items) Actual cost of like replacement Jewelry (rings, necklaces, etc.) Not applicable
CCMEA MOU 2025-2027 [10]
The affected employee must submit a completed claim form to their supervisor along with the damaged personal item. For additional information on this benefit, please refer to the City’s policy.

10.5 Education Assistance Program. The City will reimburse costs for education based upon IRS Regulation 1.162-5, as noted here: “Employer-paid education that is related to the employee’s current job is excluded from income as a working condition fringe benefit if the following conditions are met:

10.5.1. The courses must not be necessary to meet the minimum education requirements of the current position.

10.5.2. The courses are not taken to qualify the employee for a promotion or transfer to a different type of work.

10.5.3. The education must be related to the employee’s current position and must help maintain or improve the knowledge and skills required for that position (e.g., a refresher or update course). If the requirements change while the employee is working, employer-paid education designed to meet them is a working condition fringe benefit.

10.5.4. All education reimbursement must be pre-approved (before classes start) by the Department Head and the City Manager.

For additional information and how to utilize this benefit, please refer to the City’s Education Assistance Program Policy.

10.6 Boot/Footwear Reimbursement. The City will reimburse actual costs for work boots/weather resistant footwear purchased by eligible employees, up to $200.00 per employee per fiscal year. Employees may request a 75% advance toward the cost of work boots by presenting a quote, advertisement, or listing of the boots that they wish to purchase. The employee will then be issued an amount equal to 75% of the sales price (up to a maximum of 75% of $200). The employee can then claim the remainder of the cost of the boots upon turning in a receipt (up to a maximum of $200).

Eligible positions:
• Public Works Maintenance Manager
• Engineering Project Manager
• Engineering Technician
• Building Inspector
• Lab Director
• IT/GIS Technician I/II
• IS Administrator / IT Manager
The positions identified above are required to work in the field as a primary or secondary duty. In the case of Lab Director, footwear that is resistant to spills is required by the Chemical Hygiene Plan.

11. Health and Welfare Insurance

11.1. Employer Contribution for CalPERS Health Insurance. The City will contribute $296.00 per month toward the cost of the CalPERS Health Premium for both permanent CCMEA MOU 2025-2027 [11]
full-time employees and retirees. This amount must never be less than the amount specified in Gov. Code Section 22892(b).

11.2. Flexible Benefit Plan. The City has established and will maintain a flexible benefit plan for employee health benefits in accordance with IRS Code Section 125 (Cafeteria Plan), with the following provisions:
a. The City will additionally cover the difference between the amount in 11.1 and 100% of the premium for the employee (“Single”) under the CalPERS Gold medical plan. b. The City will cover 80% of the cost of the 2-Party or Family premium for the CalPERS Gold medical plan that is over and above the cost of the Single premium. c. If an employee chooses the CalPERS Platinum plan, the City will cover the amounts identified in paragraphs (a) and (b), as applicable, and the employee will be responsible for the remainder.
d. The City will pay 100% of the employee premium costs for vision insurance, dental insurance, ground and air ambulance insurance. Ground and air ambulance subscriptions may not apply to remote work employees if the service provider is not available in their area.
e. In order to be excluded from the requirement for the CalPERS Gold Health Plan, the employee must submit verification of enrollment in a group health plan that provides equivalent alternative coverage as required by the Patient Protection and Affordable Care Act.
f. Full-time regular employees who opt out of the City’s health plan due to enrolment in a qualifying group health plan (under the Affordable Care Act) will receive a $700 per month cash-in-lieu benefit payment.

11.3 Medical Insurance Coverage. The City agrees to offer CalPERS Health Coverage to the employees covered by this M.O.U., and the employee’s qualified dependents.

11.3.1. As required by the CalPERS Health Program, eligible retirees of the CCMEA are qualified to participate in CalPERS Health Plans. The City will not make an employer contribution to an optional (non-CalPERS) health coverage plan after retirement by an eligible retiree of the CCMEA.

11.3.2. The City agrees not to change the insurance carrier or the scope of coverage without concurrence of the CCMEA.

11.4 Dental Insurance Coverage. The City agrees to continue to provide a group dental plan to the permanent employees. The coverage will include the employee and his or her qualified dependents.

11.5 Vision Care Insurance Coverage. The City agrees to continue to provide a group vision care plan to the permanent employees. The coverage will include the employee and his or her qualified dependents.

11.6 Air Ambulance Insurance Coverage. The City agrees to continue to provide air ambulance insurance coverage for the employees covered by this M.O.U., except for applicable exclusions. The coverage will include the employee and his or her qualified dependents. Air CCMEA MOU 2025-2027 [12]
ambulance insurance may not apply to remote work employees if the service is not available in their area.

11.7 Life Insurance Coverage. The City agrees to continue to provide life insurance coverage for permanent full-time employees in an amount equal to one and one-half (1.5) times the employee’s annual salary, rounded to nearest whole thousand-dollar figure. Effective on the first day of the month following City Council approval of this MOU, the monthly premiums will be paid by the City and will not be deducted from employees’ monthly flexible benefit allocation.

11.8 Long-Term Disability Insurance Coverage. The City agrees to continue to provide Long-Term Disability Insurance coverage to the permanent employees. Effective on the first day of the month following City Council approval of this MOU, the monthly premiums will be paid by the City and will not be deducted from employees’ monthly flexible benefit allocation.

11.9 Benefits During Leave: Family and Medical Leave (FMLA) and California Family Rights Act (CFRA). An employee taking family or medical leave will be allowed to continue participating in any health and welfare benefit plan in which he or she was enrolled before the first day of leave (for a maximum of 12 workweeks) at the level and under the same conditions of coverage as if the employee had continued in employment for the duration of such leave. Group health insurance coverage will be continued in the same manner for up to 16 weeks for employees disabled due to pregnancy, childbirth or related medical condition. The City will continue to make the same premium contributions as if the employee had continued working. The continued participation in health benefits begins on the date leave first begins under the Family Medical Leave Act (FMLA) or under the California Family Rights Act (CFRA).

For further information on Family and Medical Leave, please refer to the City of Crescent City’s FMLA policy.

All employees must notify Human Resources at (707) 464-7483 ext. 233 as soon as possible regarding FMLA for your own serious health condition or that of a family member.

11.10 When Benefits Terminate. CalPERS health benefits terminate the last day of the month after the employee separates, ends coverage, or becomes ineligible. For example, if an employee separates May 15, health coverage will end June 30. Dental and vision benefits terminate the last day of the month in which the employee separates, ends coverage, or becomes ineligible.

For example, if an employee separates May 15, dental and vision coverage will end May 31. All other benefits terminate at the time of separation.12.City-Designated Holidays The City agrees to provide the employees with the following holidays off from work and with pay:

New Year’s Day January 1
Martin Luther King’s Day January (3rd Monday)
President’s Day February (3rd Monday)
Memorial Day May (Last Monday)
Fourth of July July 4
Labor Day September (1st Monday)
Veterans’ Day November 11
Thanksgiving Day November (4th Thursday)
Day after Thanksgiving November (4th Friday)
Christmas Day December 25
CCMEA MOU 2025-2027 [13]
Two Christmas Season holidays To be designated annually by City Administration with concurrence from each employee association.

Two Floating Holidays To be designated by the employee with approval from the Department Head. However, if any
employee requests to use a Floating Holiday on
Juneteenth (June 19), California Native American
Day (4th Friday in September) or Indigenous
Peoples’ Day (2nd Monday in October), the
Department Head must approve that request.

Should any of the above-mentioned holidays fall on a Saturday, the employees will have off the Friday before the holiday with pay. Should any of the above-mentioned holidays fall on a Sunday, the employees will have off the following Monday with pay. If a City-designated holiday falls on the “off” Friday for any employee working a 9-80 schedule, then the employee will receive an 8-hour floating holiday in lieu of an additional paid day off. If a City-designated holiday falls on any “off” day for an employee that works at a facility that requires coverage 7 days per week (Water Quality Lab), then the employee will receive an 8-hour floating holiday in lieu of an additional paid day off.

13. Leaves

13.1. Unpaid Leave of Absence. Except as otherwise provided herein, leaves of absence without pay that are in the best interest of the City may be granted by approval of the City Manager.

Requests for leaves of absence without pay must be submitted in writing by the employee to the Department Head who will consider each request on its individual merits and circumstances and will forward his or her recommendation to the City Manager for approval. Reasons for rejection of such request will be submitted to the employee by the Department Head. In all cases covered by the Family Medical Leave Act, the City will provide leave in accordance with the requirements of the Act.

13.2 Mandatory Use of Paid Leave. During any absence from work, employees must use available leave accruals in accordance with City leave policies to ensure they receive 80 hours of regular pay per pay period, unless the leave is protected by FMLA/ CFRA or workers’ compensation.

13.3 Leave Accruals While On Leave. In the event of an extended paid leave of absence, of twenty (20) work days or more, accruals will temporarily stop until the employee returns to work. Employees on unpaid leave (of any length) will have their sick and vacation leave accruals reduced proportionately for that pay period, unless the leave is protected by FMLA/ CFRA or workers’ compensation. Upon the employee’s return to work, accruals will be restarted at the same rate that the employee was entitled to before taking the leave, based on his or her length of service. Employees must utilize any unused balances (i.e., sick, comp time, floating holidays, vacation) during their leave time but will not continue to accrue until they return to work.

13.4 Order of Leave Taken. Use of any accrued leave must be taken in the following order:
1) Compensatory time off;
2) Administrative time off;
3) Vacation or floating holiday (employee’s choice).

CCMEA MOU 2025-2027 [14]

13.5 Leave Hours Charged to Employee. Employees taking time off will be charged eight (8), nine (9), or ten (10) sick/floating holiday/vacation leave hours depending on the number of hours the employee would normally work on that day.

13.6 Vacation.

Vacation may not be used by an employee with less than six (6) months of employment, unless they have prior approval of the City Manager. Employees will be compensated at their current rate of pay when vacation leave is used, cashed out, or paid out upon employee separation.

13.6.1. Accrual Schedule. The following vacation schedule shall be effective on the first pay period after the effective date of this M.O.U. for the full-time permanent employees. Leave is earned at the end of the pay period. Leave may not be used before it is earned.

Length of Service Biweekly Accrual Rate
Date of employment thru 12th month 4.0 hours
13th month thru 120th month 5.23 hours
121st month and beyond 6.15 hours

13.6.2. Utilization. Employees in the positions covered by this M.O.U. and who accrue vacation may not accrue vacation beyond four hundred 400) hours. Employees whose vacation accrual lowers to less than four hundred (400) hours shall accrue vacation during the pay periods in which their accruals remain below four hundred (400) hours.

Upon termination an employee shall be compensated for unspent accrued vacation.

13.6.3. Elective Vacation Cash-Out Plan. Employees have the elective option to cash-out up to fifty (50) hours of accrued vacation leave once every six (6) months. An employee must have a minimum balance of 240 hours of accrued vacation at the time of the cash-out request. An employee must have used at least fifty (50) hours of vacation in the previous twelve (12) month period. Employees who want to cashout vacation leave must irrevocably elect to do so by December 31 to cashout the following calendar year (beginning with December 2026 for cashouts in the 2027 calendar year). The requirements for accrued leave balance and leave used will be calculated as of the date of the cashout request. Employee must earn the cashout hours in the calendar year of the cashout payment, prior to the actual cashout. Employee cannot cashout hours that were earned the year before. Cashouts will only be allowed the first pay period paid in June and the first pay period in December of each calendar year (beginning with calendar year 2027). Employee must sign a form in December of the prior year stating which cashout date they are choosing (June, December, or both) and how many hours to cashout on each of those dates. The employee cannot decide afterward to not cashout. If the employee uses so many vacation hours in the year prior to the cashout that the employee no longer has enough hours accrued to fulfill the cashout request, the City must cash out the number of hours available to be cashed out.

13.7 Sick Leave. It is the policy of the City that sick leave is not to be considered a privilege for an employee to use at his or her discretion, but is to be provided as a benefit to be used in case of necessity for an actual illness or disability. It is the responsibility of the Department Head to deny the use of sick leave with pay in cases where there is substantial evidence of abuse of the sick leave privilege.

CCMEA MOU 2025-2027 [15]
For the purposes of determining sick leave benefits, permanent employees working less than forty (40) hours per week shall accrue sick leave at a rate equal to the normal rate for their service longevity times the percentage of full-time that their average work week represents.

13.7.1. Accrual Schedule. All employees, except part-time, temporary and seasonal employees, will be eligible for accrual of sick leave effective from their date of hire. The accrual of sick leave will be four (4) hours per biweekly pay period, with an accumulation limit of 1000 hours. Leave is earned at the end of the pay period. Leave may not be used before it is earned.

13.7.2. Utilization. Employees may utilize accrued sick leave after their first month of employment. Sick leave with pay will be granted upon the recommendation of the Department Head in a case of the bona fide illness of the employee. Sick leave with pay may be used for the following services: diagnostic procedures, dental procedures and ophthalmology services when performed by a duly licensed practitioner. a. After an employee has notified the City of their intention to leave City service, no sick leave will be granted for that employee unless they provide a doctor’s written statement for the missed time.
b. Sick leave applies to absences during pregnancy that are caused by illness due to pregnancy or the attending physician’s order that the employee is unable to work due to the pregnancy. All situations involving pregnancy disability will be addressed in accordance with the provisions of the Family Medical Leave Act (FMLA) and current state Pregnancy Disability Leave (PDL) laws. A female employee, filling a regular Council approved position will be entitled to a total of four (4) months leave of absence (with and/or without pay) due to pregnancy disability as determined by a qualified medical provider.

13.7.3. After four (4) consecutive days of illness, an employee may be required by the City Manager to provide a physician’s certificate of illness and a physician’s “return to work” release in writing.

13.7.4. Employees who violate or misuse sick leave provisions may be required to provide a physician’s report for each day off when sick leave is requested, and upon further misuse, the employee may be disciplined. Examples of misuse may include but are not limited to instances involving patterned absences or utilizing sick leave for reasons other than illness, medical condition or medical/dental appointments.

13.7.5. Employees returning from sick leave with restrictions must accept light duty when offered. Failure to do so will be considered a voluntary quit and employment will be terminated.

13.7.6. An eligible employee may take sick leave in the event of a serious illness or medical condition for a member of the employee’s immediate family. The employee may be required to file a physician’s or dentist’s statement, or a personal affidavit with Human Resources stating the cause of absence before such leave with pay will be granted.

For purposes of this section, immediate family is defined as:
a. A child (biological, adopted, or foster child, stepchild, legal ward, or child to whom the employee stands in loco parentis, regardless of the age or dependency status);
CCMEA MOU 2025-2027 [16]
b. A biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic parent, or a person who stood in loco parentis when the employee was a minor child; c. A spouse;
d. A registered domestic partner;
e. A grandparent;
f. A grandchild;
g. A sibling.

13.7.7 In the event a scheduled medical or dental appointment for the eligible employee’s immediate family that requires the employee’s absence from work, the employee may use sick time. Immediate family is defined as the same family members as noted above in section 13.2.6.

13.7.8. In the event of a voluntary or involuntary transfer of any employee within the City, the employee’s leave credits will also be transferred in their full amount.

13.7.9. The City has entered into an agreement with the PERS whereby accumulated sick leave is converted to additional service credit upon retirement.

13.7.10. Conversion to Vacation Leave. Employees who obtain and retain a maximum available sick leave accrual at one thousand (1000) hours in each biweekly pay period will be compensated by an additional one (1) hour of vacation time in lieu of accruing any additional sick leave, unless the employee’s accrued vacation exceeds four hundred (400) hours, in which case the employee does not accrue either modified vacation or sick leave.

13.8 Occupational Medical Leave. An employee who is receiving temporary disability indemnity under applicable Workers’ Compensation provisions of the California Labor Code, may choose to take as much of his or her available sick leave or vacation leave in such amounts that when added to the temporary disability payment, the employee will receive an amount equal to his or her full salary or wage. Such supplemental payments may continue until all accrued balances are exhausted or the employee returns to work. Such payments will not be continued beyond the date of termination of employment whether voluntary or involuntary.

13.8.1. In all cases covered by the Family Medical Leave Act, the City will provide leave in accordance with the requirements of the Act.

13.8.2. Once paid leave options are exhausted, the accrual of sick and vacation leave benefits will be discontinued until the employee returns to work.

13.8.3. The City Manager (or Human Resources or designee) may grant a leave of absence without pay to any employee who is disabled by job injury or illness. The duration of the unpaid medical leave of absence will depend upon the nature and extent of the employee’s disability or incapacity to perform the essential functions of the job position, but in no event will a medical leave be granted for longer than one year, measured from the time the employee is unable to work in his or her regular job position.

13.8.4. Leave may be terminated by the City Manager when he or she determines to his or her satisfaction that the employee is permanently disabled and unable to perform CCMEA MOU 2025-2027 [17]
the duties of the class. Such determination may be considered pursuant to the California Public Employees’ Retirement Law: “disability” means the inability of a employee to perform the duties of the job for a permanent or extended and uncertain duration, as determined on the basis of a competent medical opinion. Disability is not necessarily an inability to perform every function of a given position. Rather, the determination of whether the employee can substantially perform his or her usual duties.

13.8.5. In all situations of Occupational Medical Leave, employees must comply with the City’s Work Related Injury or Illness Return-To-Work Policy.

13.9 Parenting Leave. Parenting leave will be considered leave without pay and provided in accordance with applicable state and federal laws; specifically, Family Medical Leave (FMLA) and current California Family Rights Act (CFRA) laws for the birth or adoption of a child or placement of a foster child. In the event that an employee does not meet the eligibility requirements for FMLA or CFRA, an unpaid leave of absence may be approved by the employee’s Department Head and the City Manager. Use of sick leave may not be taken for parenting leave purposes.

The City will make available forty (40) hours of paid leave in lieu of not participating in Employment Development Department (EDD) programs that may have provided Paid Family Leave for parenting leave purposes.

13.10 Bereavement Leave. Upon the death of a family member, permanent employees are eligible for bereavement leave to a maximum of five (5) work days per incident with pay.

Family member means a child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law as defined in Government Code Section 12945.2.

The City Manager must grant approval prior to use of bereavement leave. Should additional time be necessary, the employee may utilize up to ten (10) sick leave days per incident. The City Manager may approve an employee’s utilization of vacation if additional time off is required.

13.11 Reproductive Loss Leave. Reproductive loss Leave. Employees are eligible for reproductive loss leave of up to (5) paid workdays per reproductive loss event for which the employee was a parent. Reproductive loss is defined as failed adoption failed surrogacy, miscarriage, stillbirth, or unsuccessful assisted reproduction as further defined in Government Code Section 12945.6. The leave must be taken within three (3) months of the reproductive loss event.

13.12 Jury Duty/Witness Testimony Leave. All employees are eligible for jury leave when called by the court to serve as a juror or provide witness testimony. Employees will receive their normal compensation so long as the City is reimbursed by the employee for juror or witness fees received.

The employee must provide to Human Resources and his or her immediate supervisor a copy of the summons, notice, or subpoena which directs the employee to appear in court in a reasonable time period following receipt of such notice by the employee. On a day an employee reports for jury duty and learns that services are not needed that day, the employee must return to work for the balance of the regular work shift.

CCMEA MOU 2025-2027 [18]

13.13 Military Leave. The City will provide military leave as required by California State Law.

13.14 Leave of Absence Without Pay. An employee will not be entitled to a leave of absence as a matter of right, but upon request may be granted a personal leave of absence without pay upon the presentation of a valid and satisfactory reason. The approval or denial of such leave is not subject to the grievance or complaint procedure.

13.14.1. An employee must request the leave of absence in writing (Time Off Request form) at least 30 days in advance for planned leave.

13.14.2. The time off must be approved by the Department Head and City Manager before beginning the leave of absence.

13.14.3. Such leave will not be approved in excess of one hundred twenty (120) calendar days in duration, except that the City Manager, upon the recommendation of the employee’s Department Head, may approve one subsequent ninety (90) calendar day leave of absence without pay.

13.14.4. Failure to return to work at the end of the approved leave period will constitute a separation from service of that employee as a voluntary resignation.

13.14.5. The employee will not accrue any benefits, nor will City pay for any benefits during such approved leave of absence without pay.

13.15 Administrative Leave for Exempt Employees. Employees covered by this MOU who are exempt from overtime will receive 40 hours of paid administrative leave each fiscal year. The balance of administrative leave may not be carried over at the end of the City’s fiscal year. Any unused administrative leave will be paid to the employee with the last pay period in June. Admin leave will be prorated for the first year of employment in accordance with employee’s hire date.

13.16 Unauthorized Absence – Automatic Termination. An employee absent for more than three (3) working days without prior permission of the Department Head may be considered to have automatically terminated employment with the City. Such termination will be final and without right or appeal or hearing unless said employee furnishes reasons satisfactory to the Department Head and the Human Resources Manager for not having obtained prior permission.

13.17 Return to Work Requirements. At least one (1) week prior to the expiration of the approved leave of absence, with or without pay, the employee must notify the Department Head of the employee’s intention to return to work. Upon the expiration of an approved leave, the employee must return to work on the next following regular work day. Failure to return to work will be considered a voluntary resignation on the part of the employee unless prior approval is obtained from the employee’s Department Head and Human Resources.

13.18 Determination of Continuous Service. The length of an employee’s service will be considered continuous while the employee is on an approved leave with or without pay, and if the employee returns to work on the required return to work day.

CCMEA MOU 2025-2027 [20]
CCMEA Pay Schedule – Exhibit A
Effective 7/2025
The parties hereto agree to the following pay schedule for the following positions for the period July 1, 2025 through June 30, 2027, effective the first complete pay period in Fiscal Year 2025- 2026. The parties hereto agree to the following pay schedule for the following positions effective the first complete pay period in Fiscal Year 2025-2026. This pay shall be made retroactive to the first complete pay period in FY 25/26 for all employees employed with the City as of January 1, 2026. All figures are described in hourly rates.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 *
Aquatics Supervisor 14

25.30 26.57

27.90 29.30

30.77 32.31
Engineering Tech 14

25.30 26.57

27.90 29.30

30.77 32.31
Finance Tech AP 14

25.30 26.57

27.90 29.30

30.77 32.31
IT/GIS Tech 14

25.30 26.57

27.90 29.30

30.77 32.31
Finance Tech PR 16

26.58 27.91

29.31 30.78

32.32 33.94
Bldg Insp 18

27.92 29.32

30.79 32.33

33.95 35.65
Finance Analyst 1 20

29.34 30.81

32.35 33.97

35.67 37.45
Finance Analyst 2 24

32.38 34.00

35.70 37.49

39.36 41.33
Grants Coordinator 24

32.38 34.00

35.70 37.49

39.36 41.33
City Clerk 26

34.02 35.72

37.51 39.39

41.36 43.43
Engineering Proj Mgr 26

34.02 35.72

37.51 39.39

41.36 43.43
Lab Director 26

34.02 35.72

37.51 39.39

41.36 43.43
Grants Manager 30

37.55 39.43

41.40 43.47

45.64 47.92
IS Administrator Z

38.86 40.81

42.85 44.99

47.24 49.60
Public Works Mgr (Exempt) 32

39.45 41.42

43.49 45.66

47.94 50.34
IT Mgr (Exempt) 32

39.45 41.42

43.49 45.66

47.94 50.34
* Effective the first full pay period following the adoption of this MOU, employees may progress to Step 6 upon twelve (12) months of satisfactory performance in Step 5 and having obtained all certifications required by their job description.

The parties agree that the above pay schedule shall continue in future agreements; however, the exact pay level for each step may vary as agreed upon by the parties.

CCMEA MOU 2025-2027 [21]
CCMEA Pay Schedule – Exhibit A
Effective 7/2026
The parties hereto agree to the following pay schedule for the following positions effective the first complete pay period in Fiscal Year 2026-27, by an amount equal to the CPI-U (LA) percentage increase measured by March 2026 over March 2025, not to be less than 1.0% nor more than 3.0%. When the March index becomes available, those wages shall be figured and the wage schedule updated and attached hereto. All figures are described in hourly rates.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6*
Aquatics Supervisor
Engineering Tech
Finance Tech AP
IT/GIS Tech
Finance Tech PR
Bldg Insp
Finance Analyst 1
Finance Analyst 2
Grants Coordinator
City Clerk
Engineering Proj Mgr
Lab Director
Grants Manager
IS Administrator
Public Works Mgr (Exempt)
IT Mgr (Exempt)
*Employees may progress to Step 6 upon twelve (12) months of satisfactory performance in Step 5 and having obtained all certifications required by their job description.

The parties agree that the above pay schedule shall continue in future agreements; however, the exact pay level for each step may vary as agreed upon by the parties.

CITY OF CRESCENT CITY RESOLUTION NO. 2026-05 Page 1
RESOLUTION NO. 2026-05

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

A MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CRESCENT CITY AND THE CRESCENT CITY EMPLOYEES’ ASSOCIATION FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027
WHEREAS, California Government Code Section 36506 requires that the City Council fix, by resolution or ordinance, the compensation of all appointive officers and employees; and
WHEREAS, pursuant to the City Council’s direction, the City’s bargaining team has negotiated in compliance with the Meyers-Milias-Brown Act and all other applicable requirements to reach agreement with the Crescent City Employees’ Association (“CCEA”) upon a new Memorandum of Understanding (“MOU”) that meets the needs of both parties and covers the period July 1, 2025 through June 30, 2027; and WHEREAS, a majority of the bargaining unit members of the CCEA have voted in favor of the MOU; and
WHEREAS, the Memorandum of Agreement has been recommended for approval by the City Manager and reviewed by the City Council.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Crescent City, California that the Memorandum of Understanding Between the City of Crescent City and the Crescent City Employees’ Association for the period July 1, 2025 through June 30, 2027 signed by the parties and attached hereto as Exhibit A is hereby ratified and approved.

PASSED AND ADOPTED and made effective the same day by the City Council of the City of Crescent City at a meeting thereof held on this 17th day of February 2026, by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________
Isaiah Wright, Mayor
ATTEST:
__________________________
Robin Altman, City Clerk
Memorandum of Understanding
Between the
City of Crescent City
And the
Crescent City Employees Association
(CCEA)
Effective July 1, 2025
Through
June 30, 2027

CCEA 2025-2027 [ii]
This page intentionally left blank
CCEA 2025-2027 [iii]

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CRESCENT CITY

AND THE CRESCENT CITY EMPLOYEES ASSOCIATION REGARDING WAGES,

HOURS, AND OTHER TERMS AND CONDITIONS OF EMPLOYMENT AFFECTING

CERTAIN MISCELLANEOUS EMPLOYEES OF THE CITY OF CRESCENT CITY FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027.
* * * * * * * * * *
General Information Page 1

1. Recognition……………………………………………………………. 1

2. Effect of M.O.U. ……………………………………………………… 1

2.1 Duration and Amendments ……………………………………... 1

2.2 Severability and Continuation ………………………………….. 1

2.3 Waiver …………………………………………………………. 1

2.4 Procedure to Further Meet-and-Confer ……………………….… 2

3. Employee Representation …………………………………………… 2

4. Management Rights …………………………………………………. 2

5. Employer-Employee Relations Rules ………………………………. 2

6. Non-Discrimination Clause …………………………………………. 2

7. Definitions ……………………………………………………………. 3

8. Hours of Work ……………………………………………………….. 3

8.1 General …………………………………………………………. 3

8.2 Work Day / Work Week Described ………………………….…. 3

8.3 Breaks ……………………………………………………….…... 3

8.4 Flex Time …………………………………………………….…. 4

8.5 Compensatory Time Off …………………………………….….. 4

8.6 Reporting Time ……………………………………………….… 4

9. Compensation and Wages ……………………………………………4

9.1 Wages Established ……………………………………………… 4

9.2 Pay Period ………………………………………………………. 5

9.3 Overtime ………………………………………………………... 5

9.4 Holiday Pay ……………………………………………….…….. 5

9.5 Merit Plan ………………………………………………………. 5

9.6 Longevity Pay ……………………………………..………….. 6

9.7 Emergency Call-Out (Call Back) ………………….………… 7

9.8 On-Call Assignment Pay ……………………………….……….. 7

9.9 Field Safety Officer Pay ………………………………………... 8

9.10 Commercial License Pay ……………………………….………. 8

9.11 Certificate Pay ………………………………………….………. 9

9.12 Backflow Prevention Program Certificate Pay …………..……... 11

9.13 Confined Space Rescue Team Pay ………………………..…….. 11

9.14 Out of Class Pay ………………………………………………… 12

9.15 Cross-Connection Control Specialist / Coordinator Pay…………12

10. Benefits …………………………………………………….…………. 12

10.1 Public Employees’ Retirement System (PERS) Program ……… 12

10.2 Deferred Compensation ………………………………………… 13

10.3 Wellness Incentive Program ……………………………………. 13

10.4 Reimbursement for Damaged Property ………………………… 13

10.5 Education Assistance Program …………………………………. 14

10.6 Work Boot Reimbursement …………………………………….. 14

10.7 Prescription Safety Glasses ……………………………………... 14

10.8 Uniform Shirts and Sweatshirts ………………………………… 14
CCEA 2025-2027 [iv]

11. Health and Welfare Insurance …………………...………………… 14

11.1 Employer Contribution for CalPERS Health Insurance …………14

11.2 Flexible Benefit Plan ……………………………………………. 14

11.3 Medical Insurance Coverage ……………………………………. 15

11.4 Dental Insurance Coverage ………………………………………15

11.5 Vision Care Insurance Coverage ………………………………... 15

11.6 Air Ambulance Insurance Coverage ……………………………. 15

11.7 Life Insurance Coverage …………………………………………16

11.8 Long-Term Disability Insurance Coverage ……………………... 16

11.9 Benefits During Family Medical Leave ………………………… 16

11.10 When Benefits Terminate ………………………………………..16

12. Holidays………………………………………………………………16

13. Leaves …………………………………………………………..…… 17

13.1 Unpaid Leave of Absence ……………………………………… 17

13.2 Mandatory Use of Paid Leave ………………………………….. 17

13.3 Leave Accruals While on Leave …………………………………17

13.4 Order of Leave Taken ……………………………………………17

13.5 Leave Hours Charged to Employee ……………………………...17

13.6 Vacation ………………………………………………………… 17

13.7 Sick Leave ……………………………………………………… 18

13.8 Occupational Medical Leave …………………………………… 20

13.9 Parenting Leave ………………………………………………… 21

13.10 Bereavement Leave ……………………………………………... 21

13.11 Reproductive Loss Leave ………………………………………. 21

13.12 Jury Duty/Witness Testimony Leave …………………………… 21

13.13 Military Leave ………………………………………………….. 21

13.14 Leave of Absence Without Pay …………………………………. 21

13.15 Unauthorized Absence – Automatic Termination ……………… 22

13.16 Return to Work Requirements ………………………………….. 22

13.17 Determination of Continuous Service …………………………... 22 Pay Schedule – Exhibit A (FY 25-26)…………………………………….. 24
Pay Schedule – Exhibit A (FY 26-27)……………………………………... 26 CCEA 2025-2027 Page | 1
General Information
The purpose of this Memorandum of Understanding (M.O.U.) is to describe certain agreements between the City of Crescent City, hereinafter referred to as “City” and the Crescent City Employees’ Association, hereinafter referred to as “CCEA,” regarding wages, hours, and other terms and conditions of employment for the City employees covered by this M.O.U. originally adopted by City Council Resolution No. 1988-42 and as amended by Resolution No. 1991-41 dated 7-15-91, Resolution No. 1992-26 dated 7-6-92, Resolution No. 1994-23 dated 7- 18-94, Resolution No. 1996-27 dated 9-3-96, Resolution No. 1999-11 dated 11-1-99, Resolution No. 2002-25 dated 10-21-02, Resolution No. 2004-20 dated 7-19-04, Resolution No. 2006-38 dated 8-21-2006, Resolution No. 2011-01 dated 1/3/2011, Resolution No. 2013-09 dated 4-1-2013, Resolution No. 2015-31 dated 7-20-2015, Resolution No. 2016-53 dated 12-29-2016, Resolution No. 2018-25 dated 6-12-2018, Resolution No. 2019-43 dated 9-16-2019, Resolution No. 2020-89 dated 11-16-2020, Resolution No. 2021-74 dated 12-29-2021, Resolution No. 2022-58 dated 9- 19-2022, and Resolution No. 2023-53 dated July 24, 2023.

It is understood and acknowledged by the City and CCEA that both parties met and conferred in good faith in accordance with Section 3500, et seq., of the California Government Code, and the following M.O.U. provisions represent the complete agreement that was reached as a result of that process.

1. Recognition
City recognizes CCEA as the recognized employee organization representing those City employees, who are members of CCEA at the time of the City’s adoption of this M.O.U., and those employees who become members of CCEA during the term of this M.O.U. This recognition supersedes any former recognition and continues for the term of this M.O.U. unless CCEA violates any terms or conditions of this M.O.U. or any City rule or regulation that causes the termination of this recognition by the City.

2. Effect of the MOU
As to any provision of an annual City Budget that is inconsistent with any provisions of this M.O.U., the provisions of this M.O.U. will prevail and upon City Council approval, will supersede other said inconsistent provisions or City Council Resolutions. Further, this M.O.U. affects the job titles listed on Exhibit “A” as attached hereto and by this reference made a part hereof.

2.1 Duration and Amendments.The parties hereto agree that this M.O.U. will be effective July 1, 2025 and will remain in full force and effect through June 30, 2027, as amended and referenced in General Information. It is further acknowledged by both parties that certain portions of this agreement may require amendments during the term of this M.O.U. if State and Federal statutes and regulations so direct.

2.2 Severability and Continuation. If any provision of this M.O.U. is held invalid, unenforceable or unconstitutional by a court of competent jurisdiction, such decision will have no effect on the validity of the remaining provisions of this M.O.U., and such remaining provisions will continue in full force and effect.

2.3 Waiver. The parties hereto acknowledge that during the negotiations that resulted in this M.O.U. each party had the unlimited right and opportunity to make proposals with respect to any subject or matter not removed by law from the area of consultation or meet-and-confer, and CCEA 2025-2027 Page | 2
that the understandings arrived at by the parties after exercising that right and opportunity are set forth in this M.O.U. Therefore, the parties hereto, for the duration of this M.O.U., and subject to the exceptions contained under General Information, each voluntarily and unqualifiedly waives the right, and each agrees that the other will not be obligated to meet-and-confer with respect to any subject or matter in this M.O.U.

2.4 Procedure to Further Meet-and-Confer. In the event that either party has requested to meet and confer, and the other party has consented to such discussions, the parties hereto agree that such additional discussions may result in amendments to this M.O.U.

2.4.1 Such amendments will be dated and numbered consecutively in order to assure proper understanding and authority for each amendment. Nothing contained herein prohibits the parties hereto from amending this agreement as authorized by applicable law.

3. Employee Representation
For purposes of meeting and conferring in good faith regarding wages, hours, and working conditions with a Certified Employee Organization, the City will provide time off with pay to no more than three (3) City employee members for each Representation Unit during their normal work hours. Meetings held outside of the employees’ work hours will be on the employees’ own time.

3.1 Association Representation (Release Time). The City agrees to establish a release time bank of forty (40) hours per year. Release time may be used by the CCEA President or designees to conduct Association business. Use of release time is subject to the advance approval of the City Manager.

3.2 Grievance Meetings. For purposes of grievance or appeal meetings, the City will provide time off with pay for the aggrieved employee plus one other employee during the employees' normal work hours. Meetings held outside of the employees’ normal work hours will be on the employees’ own time.

3.3 Witness. Additional employees called by either party may be present with pay during his or her normal work hours to serve as a resource person or as a witness for meetings described above for the limited time required to cover the subject. Meetings held outside of that employee’s normal work hours will be on the employee’s own time.

3.4 The political activity of CCEA members shall conform to pertinent provisions of State law.

4. Management Rights
Except as otherwise noted in this Agreement, the City retains all rights of management.

5. Employer-Employee Relations Rules
The parties hereto agree that the City’s Employer-Employee Relations Rules, as included in the City’s Municipal Code, continue in full force and effect for the term of this M.O.U.

6. Non-Discrimination Clause
The parties agree that there will be no discrimination against any applicant or employee based upon race, religion, sex, national origin, disability, medical condition, marital status, age, sexual orientation, association activity, political activity, or any other classification protected under State or Federal law.

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7. Definitions
Except as otherwise provided herein, all words used in this M.O.U. have the same meaning as set forth in the City’s Municipal Code, the City’s Employer-Employee Relations Rules and the California Government Code.

8. Hours of Work

8.1 General. City agrees to maintain a forty (40) hour work week for its regular fulltime positions. Employees on a forty (40) hour schedule must be assigned to work eighty (80) hours in each pay period and 2080 hours per year in order to be classified as full-time employees.

8.1.1 Employees assigned to a position requiring less than full-time work will be considered part-time, temporary or seasonal.

8.1.2 Part-time, temporary and seasonal employees are not represented by and do not receive the benefits contained within this MOU; rather, they receive the benefits provided in City policies as adopted from time to time

8.1.3 The parties agree that the determination as to whether an employee works a standard, defined or alternative schedule is the management prerogative of the City Manager.

8.2 Work Day / Work Week Described. The parties hereto agree that the normal work day for City employees is one of the following according to the assigned schedule:

8.2.1 For a standard schedule: the normal workday is eight (8) hours in each single workday for five (5) days per week.

8.2.2 For a defined 9-80 schedule: the normal workday is nine (9) hours, Monday through Thursday, and eight (8) hours every other Friday.

8.2.3 For an alternative 4-10 schedule: the normal workday is ten (10) hours in each single workday for four (4) days per week.

8.2.4 The workweek for employees assigned to a standard schedule or an alternative 4-10 schedule will begin at 12:00 a.m. on Sunday and end at 11:59 p.m. on Saturday.

8.2.5 The workweek for employees assigned to an alternative 9-80 schedule will being at 12:01 p.m. on Friday and end at 12:00 p.m. the following Friday.

8.2.6 The Department Head will provide to any employee having their work day or shift changed, a forty-eight (48) hour advanced notice, except in the case of emergencies.

Should such notice not be properly provided, such time worked during the first two (2) work days on the new shift will be considered overtime.

8.3 Breaks. Employees assigned to an eight (8) hour or longer work day must have either a one (1) hour or one-half (1/2) hour lunch period as assigned by their Supervisor or Department Head, and two (2) separate fifteen (15) minute breaks per day with one (1) occurring before the lunch period and one occurring after the lunch period.

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Employees will not be compensated for the lunch break during their normal workday assignment.

8.4 Flex Time. The City and CCEA agree that a flex-time program may be allowed within City departments as approved by the Department Head and City Manager. Such flex-time must not interfere with the orderly completion of the employee’s workload or the number of hours worked per pay period. It is understood by the parties that implementation of a flex-time program constitutes a benefit to the employee. The City has the right to revoke said benefit at any time if it interferes with the orderly conduct of business, is abused by the employee, or is not providing adequate service to the public.

8.5 Compensatory Time-Off. This plan is intended to qualify under Section 3(s)(1)(C) of the Fair Labor Standards Act. This plan is subject to the following conditions and restrictions in addition to the limits set forth in Section 204.3 of the California Labor Code.

8.5.1 Authorized overtime hours worked by an employee may be converted to Compensatory Time Off for each overtime hour worked, upon approval of the employee’s Department Head. Compensatory Time Off will be accrued at the rate it is earned – straight rate, standard overtime, or double overtime using the same rules as paid overtime. The maximum accrual of compensatory time off will be eighty (80) hours.

8.5.2 Employees may roll over a maximum of sixty (60) hours of unused comp time at the end of each fiscal year. Any accrued compensatory time above sixty (60) hours will be paid to the employee on the last pay period in June. No additional comp time can be accrued in a pay period that would result in a comp time balance greater than 60 hours as of June 30. Such overtime will be paid out as earned. Any unused comp time will be paid to the employee at termination of employment.

8.5.3 Use of accrued compensatory time off must occur before the use of floating holidays or vacation.

8.5.4 Use of accrued compensatory time off is subject to the same requirements as use of vacation and sick leave.

8.6 Reporting Time. Employees may, at the recommendation of their Department Head and upon approval from Human Resources, have one-quarter (1/4) of one hour reduced from their pay for each fifteen (15) minutes they report to work later than their normal starting time.

8.6.1 Continued tardiness for work may result in disciplinary action against the employee.

8.6.2 Employees leaving their work area early without the prior authorization of their Department Head will have their pay reduced in the same manner as is provided for employees who are late for work, and in addition, such absence may be considered as a refusal to work and as such may be considered as grounds for disciplinary action.

9. Compensation and Wages

9.1 Wages Established. Effective the first full pay period beginning on or after July 1, 2025, the City agrees to compensate the employees covered by this M.O.U. as described on Exhibit “A”, attached hereto and by this reference made a part hereof. The City Manager and Department Head will, within the salary step plan, determine the compensation for positions based on performance or additional responsibilities and tasks that may be assigned during the term of this M.O.U.

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9.1.1. Effective the first full pay period in July of 2026, all pay scales shall be increased by the annual percentage increase indicated by the CPI-U (LA) March 2026 over March 2025. In no event, however, may the increase be less than 1.0% nor more than 3.0%. The FY 2026-2027 exhibit will be updated as numbers for the annual CPI are known and will be attached hereto.

9.2 Pay Period. The City agrees to continue the biweekly pay period for the term of this M.O.U. The pay period will be from the Sunday through the Saturday fourteen (14) calendar days thereafter, or from 12:01 p.m. Friday to 12:00 p.m. the Friday fourteen (14) calendar days following for employees on a 9-80 schedule. The pay date will be biweekly on Friday. Employees must be compensated for their services within seven (7) working days after the conclusion of a pay period.

9.3 Overtime. Non-exempt employees are eligible for overtime compensation as required by regulations of the U.S. Department of Labor with respect to the Fair Labor Standards Act (FLSA).

9.3.1 Any work in excess of forty (40) hours in a work week will be compensated at no less than 1.5 times the regular hourly rate of pay.

9.3.2 Holiday time off will count toward the employee’s work week hours for computation of overtime hours, see Section 9.4.

9.3.3 Paid leave used will not count towards the employee’s work week hours for computation of overtime, except for when the leave is used to make an employee’s 8-hour holiday a 9-hour holiday or 10-hour holiday per section 9.4.

9.3.4 Such overtime compensation will be provided upon the approval of the employee’s Department Head and the City Manager.

9.3.5 Effective the first full pay period beginning on or after July 14, 2023 (as applicable), if an employee works four (4) or more consecutive hours following the end of his or her regular shift, then the employee will receive a mandatory eight-hour rest period.

The rest period begins when the employee is off duty and ends when the employee reports back to duty for his or her next shift. If the eight-hour rest period overlaps with the employee’s next shift, then he or she will receive paid administrative leave in an amount sufficient to give the employee an eight-hour rest period before returning to duty.

Following the eight-hour rest period, the employee is required to return to duty.

9.4 Holiday Pay. An eligible employee who is required to work on a City designated holiday will be paid eight (8) hours of holiday pay and will also be paid their overtime hourly rate of pay for any hours actually worked on the designated holiday. If the holiday falls on a day that the employee would normally work nine (9) or ten (10) hours, the employee may (1) use one or two hours of vacation, comp time, or floating holiday; or (2) work one or two hours of makeup time during the same workweek so long as his or her supervisor approves in writing prior to the workweek. Such approval must be submitted to payroll with the employee’s timesheet. When a holiday falls on an off-Friday for employees that work a 9/80 schedule, those employees will be given 8 hours of floating holiday in lieu of an extra paid day off.

9.5 Merit Plan. Effective August 30, 2009, the City implemented a merit plan under which an employee may receive a special merit pay for exemplary job performance. The Department Head must submit the name of an eligible employee to the City Manager for approval.

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The submittal must contain justification for the special merit pay by including detailed examples of the employee’s outstanding job performance and a copy of the employee’s current year’s annual performance evaluation.

The following specific standards and conditions apply:

9.5.1 The employee must have attained a performance rating of 4 (Exceeds Job Standards) or 5 (Outstanding) in all applicable rating categories during his or her current year’s annual performance evaluation.

9.5.2 The employee must have worked a minimum of 1760 work hours during the annual performance evaluation period.

9.5.3 The employee must have attained the annual goals and objectives set for him or her by the Department Head

9.5.4 A special merit pay will not be paid to an employee who receives a performance rating of less than 4 or 5 in any rating category, or if a disciplinary action has been sustained against the employee.

9.5.5 An eligible employee must have at least two (2) years of full-time continuous service with the City.

9.5.6 A special merit pay will be five percent (5%) of the employee’s base hourly rate, multiplied by the number of regular hours worked during the year immediately prior to his or her current year’s annual evaluation due date.

9.5.7 A special merit pay will be paid once, in a lump sum, as an annual premium, to an eligible employee based on the date the employee’s special merit pay is approved by the City Manager.

9.5.8 An employee must meet the above standards and conditions each year during his or her annual performance evaluation in order to qualify for any successive special merit pay.

The association recognizes that any special merit pay received by a PEPRA employee is not reportable to PERS as special compensation.

9.6 Longevity Pay. Effective the first full pay period beginning on or after July 14 (as applicable), employees will receive the following longevity pay for the corresponding years of full-time continuous service with the City. For the purposes of computing years of service, the anniversary of full-time employment will be used for qualification.

Years of Service % of Base Hourly Pay
5 2.5%
10 2.5%
15 2.5%
20 2.5%

9.6.1 Effective the first full pay period after Council approval of this MOU, the 5-year longevity pay will sunset for all employees except those who (1) are receiving longevity pay at the time of the MOU approval and (2) are not yet eligible for Step 6. These employees will continue to get their 5-year longevity pay until such time as they attain Step

6. Upon moving to Step 6, their 5-year longevity pay will cease.

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9.6.2 Longevity pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Longevity pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

9.7 Emergency Call-Out Pay (Call Back). Employees, other than those in exempt positions, who are called back to work after having left the work site at the conclusion of their regular workday or called into work on their scheduled day off, including scheduled off Citydesignated holidays, will be entitled to a minimum of two (2) hours pay at the following overtime rates:

9.7.1 All hours worked between 10:00 p.m. and 6:00 a.m. at two times the employee’s base hourly rate (“double time”). Effective upon the adoption of this MOU by the City Council, the following clarification is made: only hours actually worked or hours required to meet the two-hour minimum that fall within the double time window of 10:00 p.m. and 6:00 a.m. will be compensated at the double time rate.

9.7.2 All other overtime hours actually worked or required to meet the two-hour minimum that fall outside of the double time window of 10:00 p.m. and 6:00 a.m. will be compensated at 1.5 times the employee’s base hourly rate (“time and one-half”).

9.7.3 The following examples illustrate how Emergency Call-Out Pay will be applied.

Start Time Finish Time Rate of Pay
7:00 p.m. 10:00 p.m. 3 hours at time and one-half
9:00 p.m. 11:00 p.m. 1 hour at time and one-half and 1 hour at double time 10:00 p.m. 12:00 a.m. 2 hours at double time
5:00 a.m. 7:00 a.m. 1 hour at double time and 1 hour at time and one-half

9.7.4 Call Out Pay includes (1) an employee’s return to work upon the City’s request after the conclusion of the employee’s normal work shift, provided that more than one hour has elapsed between the end of the normal work shift and the subsequent requested reporting time; (2) employees called into work on their regular scheduled day off, including scheduled off City-designated holidays; and (3) employees that respond to a call to standby as part of the confined space rescue team. Call Out does not include scheduled requests that an employee report to work prior to the commencement of the employee’s regular work shift.

9.8 On-Call Assignment Pay. The following eligible employees acknowledge and agree to provide on-call coverage on weekends and holidays during scheduled off work periods.

Coverage is to be provided on an equitable, rotating basis among eligible employees, as approved by the Department Head. The following job classifications are eligible for On-Call Assignment Pay:

Electrical Mechanical Operations Technician I, II
Senior Electrical Mechanical Operations Technician
Equipment Operator I, II
Maintenance Worker I, II, III
Senior Public Works Maintenance Worker
Utility Mechanic
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9.8.1 Eligible employees scheduled for on-call assignment will receive $50.00 per day for which they are on-call. On-Call Assignment pay will be paid to an eligible employee in addition to Emergency Call Out pay for any actual call-out hours worked during a scheduled off work period.

9.8.2 Employees on on-call assignment are required to be accessible by telephone or pager, or other methods approved by the Department Head. Employees on on-call assignment must be available to acknowledge a call or page within ten (10) minutes and to respond to the on-call assignment within twenty (20) minutes.

9.8.3 Employees on on-call assignment may take home a City Public Works vehicle so that they may respond directly from their home to a call for service. City vehicles may only be used for official City business. The association acknowledges that personal use of City vehicles is a cause for disciplinary action.

9.9 Field Safety Officer Pay. The City will compensate any eligible employee who serves as Field Safety Officer an annual sum of $5,200.00 (payable at $200.00 per biweekly pay period). The position of Field Safety Officer may be assigned to a member of the CCEA upon approval of the City Manager.

9.10 Commercial License Pay.

9.10.1 The City will compensate eligible employees who possess and maintain a Class A or Class B Commercial Driver’s License issued by the California Department of Motor Vehicles an annual sum of $1,560.00 (payable at $60.00 per biweekly pay period).

An employee is eligible for commercial license pay only if a Class A or Class B License is not a requirement of the employee’s job classification. The following job classifications are eligible for commercial license pay:

Electrical Mechanical Operations Technician I, II
Senior Electrical Mechanical Operations Technician
Equipment Operator I, II
Maintenance Worker I, II, III
Senior Public Works Senior Maintenance Worker
Mechanic I, II
Senior Mechanic

9.10.2 Additionally, the City will reimburse costs incurred by an employee in obtaining a Class B Commercial Driver’s License when there are less than 3 current employees with a CDL, unless unexpected circumstances dictate that there is a need for another employee with a CDL as determined by the Department Head and City Manager.

The City will only pay for a Class B CDL, but the employee will be allowed to pay the difference to obtain a Class A and to obtain a Class A CDL while at training. The medical examination must be performed by a facility of the City’s choice.

9.10.3 The City will also pay the cost for employees to renew a Class B CDL. If employee has a Class A CDL, then employee may renew the Class A CDL, but employee must pay any difference in cost. Employees must obtain the approval of the Public Works Director prior to obtaining or renewing a CDL in order to be eligible for Commercial License Pay or reimbursement of costs.

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9.11 Certificate Pay.

9.11.1 From July 1, 2025 to the beginning of the first full pay period following the City Council approval of this MOU, the City will compensate eligible employees who possess and maintain a valid Water Distribution Operator certificates issued by the State Water Resources Control Board (SWRCB). These employees will be compensated an additional $0.50 per hour worked for one certificate only, provided the certification is not a requirement of the job classification. The following job classifications are eligible for Water Distribution certificate pay:

Position
Water Distribution Certificate
Required (no additional
compensation)
Eligible for additional
compensation
Senior Building/Parks
Maintenance Worker Water Distribution 1
Water Distribution 2 or
higher
Laboratory Assistant None
Water Distribution 1 or
higher
Laboratory Technician I, II None
Water Distribution 1 or
higher
Utility Mechanic Water Distribution 1
Water Distribution 2 or
higher
Equipment Operator I, II None
Water Distribution 1 or
higher
Maintenance Worker I, II None
Water Distribution 1 or
higher
Maintenance Worker III Water Distribution 1
Water Distribution 2 or
higher
Senior Public Works
Maintenance Worker Water Distribution 2
Water Distribution 3 or
higher
Electrical Mechanical
Operations Technician I* Water Distribution 1
Water Distribution 2 or
higher
Electrical Mechanical
Operations Technician II* Water Distribution 2
Water Distribution 3 or
higher
Senior Electrical Mechanical
Operations Technician* Water Distribution 3
Water Distribution 4 or
higher

9.11.2 Effective the first full pay period following the City Council approval of this MOU, the City will compensate eligible employees who possess and maintain one of CCEA 2025-2027 Page | 10
the below listed certificates issued or recognized by the State of California. These employees will be compensated an additional 2.0% of their base hourly wage for up to three (3) certificates (6.0%), provided that the certification is not a requirement of the job classification. The following job classifications are eligible for certificate pay:

Job Classification Certificate(s) required by job
description
Certificates eligible for certificate pay
Senior Building/Parks
Maintenance Worker
• SWRCB Water Distribution
Certificate Grade 1
• SWRCB Water Distribution Certificate
(Grade 2 or higher)
Laboratory Assistant • None • SWRCB Water Distribution Certificate (Grade 1 or higher)
Laboratory Technician I • CWEA Certificate Lab Analyst
Grade 1
• SWRCB Water Distribution Certificate
(Grade 1 or higher)
• CWEA Certificate Lab Analyst (Grade 2 or
higher)
• CWEA Environmental Compliance Inspector
Certificate (Grade 1 or higher)
Laboratory Technician II • CWEA Certificate Lab Analyst Grade 2
• SWRCB Water Distribution Certificate
(Grade 1 or higher)
• CWEA Certificate Lab Analyst (Grade 3 or
higher)
• CWEA Environmental Compliance Inspector
Certificate (Grade 1 or higher)
Utility Mechanic • SWRCB Water Distribution
Certificate Grade 1
• CWEA Collection Maintenance
Certification Grade 1
• SWRCB Water Distribution Certificate
(Grade 2 or higher)
• CWEA Collection Maintenance Certificate
(Grade 2 or higher)
Mechanic I&II • None • ASE Auto & Light Truck A-series, total of 9 certifications.
• Medium & Heavy Duty Truck T-series, total
of 8 certifications.

Equipment Operator I • None • SWRCB Water Distribution Certificate (Grade 1 or higher)
Equipment Operator II • None • SWRCB Water Distribution Certificate (Grade 1 or higher)
Maintenance Worker I &
II
• None • SWRCB Water Distribution Certificate
(Grade 1 or higher)
• CWEA Collection System Maintenance
(Grade 1 or higher)
Maintenance Worker III • SWRCB Water Distribution
Certificate Grade 1
• SWRCB Water Distribution Certificate
(Grade 2 or higher)
• CWEA Collection System Maintenance
(Grade 1 or higher)
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Senior Public Works
Maintenance Worker
• SWRCB Water Distribution
Certificate Grade 2
• SWRCB Water Distribution Certificate
(Grade 3 or higher)
• CWEA Collection System Maintenance
Certificate (Grade 1 or higher)
Electrical Mechanical
Operation Technician I
• SWRCB Water Distribution
Certificate Grade 1
• CWEA Mechanical Technologist
Certificate Grade 1
• CWEA Electrical / Instrumental
Technologist Certificate Grade 1
• SWRCB Water Distribution Certificate
(Grade 2 or higher)
• CWEA Mechanical Technologist Certificate
(Grade 2 or higher)
• CWEA Electrical / Instrumental Technologist
Certificate (Grade 2 or higher)
• CWEA Collections System Maintenance
Certificate (Grade 2 or higher)
Electrical Mechanical
Operation Technician II
• SWRBC Water Distribution
Certificate Grade 2
• CWEA Mechanical Technologist
Certificate Grade 2
• CWEA Electrical / Instrumental
Technologist Certificate Grade 2
• SWRCB Water Distribution Certificate
(Grade 3 or higher)
• CWEA Mechanical Technologist Certificate
(Grade 3 or higher)
• CWEA Electrical / Instrumental Technologist
Certificate (Grade 3 or higher)
• CWEA Collections System Maintenance
Certificate (Grade 2 or higher)
Senior Electrical
Mechanical Operations
Technician
• SWRBC Water Distribution
Certificate Grade 3
• CWEA Mechanical Technologist
Certificate Grade 3
• CWEA Electrical / Instrumental
Technologist Certificate Grade 3
• CWEA Collections System
Maintenance Certificate Grade 1
• SWRCB Water Distribution Certificate
(Grade 4 or higher)
• CWEA Mechanical Technologist Certificate
(Grade 4 or higher)
• CWEA Electrical / Instrumental Technologist
Certificate (Grade 4 or higher)
• CWEA Collections System Maintenance
Certificate Grade 2 or higher)

9.11.3 Certificate pay is calculated as 2% of the employee’s base hourly wage times (the number of regular hours worked plus paid leave hours used) in a pay period.

Certificate pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

9.12 Backflow Prevention Program Certificate Pay. The City will compensate eligible employees who are assigned to conduct the City’s backflow prevention program. Eligible employees must possess and maintain a valid Backflow Prevention Tester Certification issued by the American Waterworks Association (AWWA) and be specifically assigned to conduct the backflow prevention testing program by the City Engineer/Director of Public Works. Eligible employees who are assigned backflow prevention program duties will be compensated an annual sum of $520 (payable at $20.00 per biweekly pay period).

9.13 Confined Space Rescue Team Pay. Effective the first full pay period following Council approval of this MOU, employees who are members of the confined space rescue team shall receive $40.00 per pay period that the employee is qualified and designated to serve on the team. The City Manager, or his/her designee shall, have the authority to select and designate employees to serve on the confined space rescue team.

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9.14 Out of Class Pay. Employees who are asked by the City to temporarily perform the duties of an existing, higher level job classification that is either vacant, the incumbent is on a leave-of-absence, or for some other reason away from the job, may be offered Out of Class Pay.

9.14.1 To qualify, the employee must spend 50% or more of his or her workday performing the out of class duties for a minimum of two consecutive work weeks.

9.14.2 The employee will only be paid Out of Class Pay for those workdays that the employee is working the out of class assignment.

9.14.3 Out of Class Pay must be requested by the Department Head and approved by the City Manager. 9.14.4 Out of Class Pay will be paid at a rate of an additional 5% - 20% of the employee’s base hourly wage, determined by the City Manager.

9.14.5 Out of class pay is only reportable to CalPERS as pensionable earning if it meets CalPERS requirements for special compensation.

9.15 Cross-Connection Control Specialist / Coordinator Pay. The City will compensate any eligible employee who serves as the City’s Cross-Connection Control Specialist / Coordinator an annual sum of $5,200.00 (payable $200.00 per biweekly pay period) for the time that the employee serves in that capacity. The designation of an employee as the Cross-Connection Control Specialist / Coordinator must be approved by the City Manager.

10. Benefits

10.1 Public Employees’ Retirement System (PERS) Program.

The City agrees to maintain a two and one-half percent (2.5%) at age Fifty-Five (55) PERS Retirement Plan for the permanent employees who are “classic members”, as defined by CalPERS, by paying the PERS employer contribution rate. Effective July 1, 2013, classic members agree to pay the 8% member contribution rate to PERS. All employees will contribute ninety-three (93) cents per bi-weekly pay period for the ‘59 Survivor’s Continuance Benefit. The PERS program offered by the City consists of the basic PERS plan plus the ‘59 Survivor’s Continuance Benefit.

10.1.1. Effective July 1, 2013, the PERS Employer Paid Member Contribution (EPMC) optional benefit has been eliminated.

10.1.2. The City agrees to provide a two percent (2%) at age Sixty Two (62) PERS Retirement Plan for the permanent employees who are “new members”, as defined by CalPERS, hired on or after January 1, 2013, by paying the PERS employer contribution rate.

10.1.3. New members will pay 50% of the total annual normal cost of pension benefits for PERS retirement, rounded to the nearest one quarter of one percent, or, the current member contribution rate paid by similarly situated classic members, whichever is greater up to 8%.

10.1.4. So long as CalPERS allows, the City agrees to extend the CalPERS pickup member contributions under Internal Revenue Code Section 414(h)(2) provisions to allow member payments by payroll deductions for service credit purchases. This provision provides employees, who elect to participate, with the benefit of deferring income tax liability on member service credit purchases.

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10.1.5. Under current law, exercising the employer pick-up option results in no additional costs to the City. The parties agree that, in the event that the law changes such that costs are imposed on the City, the City will immediately cease designating the employee contributions as being “picked-up” by the City and such PERS contributions will revert to being made on a post-tax basis.

10.2 Deferred Compensation. The City agrees to make available to the employees covered by this M.O.U. a payroll deduction to allow the employees to participate in the Mission Square Deferred Compensation Program. These contributions may be made by the employee on a voluntary basis.

10.3 Wellness Incentive Program.

10.3.1 The City agrees to provide to each employee an annual family membership at the City’s Fred Endert Municipal Pool, so long as the City continues to operate said facility, at no cost to the employee.

10.3.2 In addition, the City agrees to reimburse each employee up to $360.00 annually for participation in wellness-related activities. Qualifying wellness-related activities are gym/health club memberships, fitness training instruction, fitness/exercise class (including any class which is focused on physical activity such as yoga, cross-fit, jazzercise, dance, martial arts, etc), and fitness or other health-related applications or programs such as Weight Watchers, Noom, Calm, etc. The purpose of this program is to reduce Workers’ Compensation claims.

10.3.3 Employees must submit reimbursement requests no more than monthly and no less than quarterly for actual expenses incurred in that month or that quarter (including the payment of a qualifying annual membership). If quarterly, Jan – Mar must be submitted in April; Apr – Jun must be submitted in July; Jul – Aug must be submitted in September; Jul – Sep must be submitted in October; and Oct – Dec must be submitted in January.

Receipts submitted late may not be reimbursed. Reimbursement will be made on the next available check run once all approvals are received by the Finance Department. Equipment or other physical items are not eligible for reimbursement.

10.4 Reimbursement for Damaged Property. The City agrees to compensate employees who sustain a financial loss for damage or loss of personal property while performing their required duties in a proper and safe manner and when not due to negligence of the employee.

The following chart describes the maximum replacement or repair benefit that the City may provide:

Items Maximum Benefit
Watches $50.00
Shoes (excluding work boots/shoes reimbursed by the City) $45.00 Personal Clothing Items (excluding uniform apparel provided by the City) $60.00 Jewelry (rings, necklaces, etc.) Not Applicable
Prescription Eyeglasses/Contact Lenses Actual cost of like replacement Safety Equipment (Dept. Head approved employee purchased item) Actual cost of like replacement The affected employee must submit a completed claim form to their supervisor along with the damaged personal item. For additional information on this benefit, please refer to the City’s policy.

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10.5 Education Assistance Program. The City will reimburse costs for education based upon IRS Regulation 1.162-5, as noted here: “Employer-paid education that is related to the employee’s current job is excluded from income as a working condition fringe benefit if the following conditions are met:

10.5.1 The courses must not be necessary to meet the minimum education requirements of the current position.

10.5.2 The courses are not taken to qualify the employee for a promotion or transfer to a different type of work.

10.5.3 The education must be related to the employee’s current position and must help maintain or improve the knowledge and skills required for that position (e.g., a refresher or update course). If the requirements change while the employee is working, employer-paid education designed to meet them is a working condition fringe benefit.

10.5.4 All education reimbursement must be pre-approved (before classes start) by the Department Head and the City Manager.

For additional information and how to utilize this benefit, please refer to the City’s Education Assistance Program Policy.

10.6 Work Boot Reimbursement. The City will reimburse actual costs for work boots purchased by eligible employees, up to $200.00 per employee per fiscal year. Employees may request a 75% advance toward the cost of work boots by presenting a quote, advertisement, or listing of the boots that they wish to purchase. The employee will then be issued an amount equal to 75% of the sales price (up to a maximum of 75% of $200). The employee can then claim the remainder of the cost of the boots upon turning in a receipt (up to a maximum of $200).

10.7 Prescription Safety Glasses. The City will reimburse the actual costs for prescription safety glasses purchased by eligible employees, up to $200 per employee per fiscal year. Employees may request a 75% advance toward the cost of prescription safety glasses by presenting a quote, advertisement, or listing of the glasses that they wish to purchase. The employee will then be issued an amount equal to 75% of the sales price (up to a maximum of 75% of $200). The employee can then claim the remainder of the cost of the prescription safety glasses upon turning in a receipt (up to a maximum of $200).

10.8 Uniform Shirts and Sweatshirts. The City will provide a supply of both longsleeved t-shirts and sweatshirts for CCEA employees at no cost to the employees to provide a uniform look for City employee recognition while working out in public. There shall be enough of a supply to cover all bargaining unit employees on an annual basis.

11. Health and Welfare Insurance

11.1 Employer Contribution for CalPERS Health Insurance. The City will contribute $150.00 per month (or the minimum amount specified in Gov. Code 22892(b), whichever is more) toward the cost of the CalPERS Health Premium for both permanent full-time employees and retirees.

11.2 Flexible Benefit Plan. The City will establish a flexible benefit plan for employee health benefits in accordance with IRS Code Section 125 (Cafeteria Plan), with the following provisions:

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a. The City will additionally cover the difference between the amount in 11.1 and 100% of the premium for the employee (“Single”) under the CalPERS Gold medical plan. b. The City will cover 80% of the cost of the 2-Party or Family premium for the CalPERS Gold medical plan that is over and above the cost of the Single premium. c. If an employee chooses the CalPERS Platinum plan, the City will cover the amounts identified in paragraphs (a) and (b), as applicable, and the employee will be responsible for the remainder.
d. The City will pay 100% of the employee premium costs for vision insurance, dental insurance, ground and air ambulance insurance. Ground and air ambulance subscriptions may not apply to remote work employees if the service provider is not available in their area.
e. In order to be excluded from the requirement for the CalPERS Gold Health Plan, the employee must submit verification of enrollment in a group health plan that provides equivalent alternative coverage as required by the Patient Protection and Affordable Care Act.
f. Full-time regular employees who opt out of the City’s health plan due to enrolment in a qualifying group health plan (under the Affordable Care Act) will receive a $700 per month cash-in-lieu benefit payment.

11.3 Medical Insurance Coverage. The City agrees to offer CalPERS Health Coverage to the permanent full-time employees covered by this M.O.U., and the employee’s qualified dependents.

11.3.1 As required by the CalPERS Health Program, eligible retirees of the CCEA are qualified to participate in CalPERS Health Plans. The City will not make an employer contribution to an optional (non-CalPERS) health coverage plan after retirement by an eligible retiree of the CCEA.

11.3.2 The City agrees not to change the insurance carrier or the scope of coverage without concurrence of the CCEA.

11.4 Dental Insurance Coverage. The City agrees to continue to provide a group dental plan to the employees covered by this M.O.U. The coverage will include the employee and his or her qualified dependents.

The carrier of this coverage will not be changed without satisfying the same conditions as provided for a change of the medical insurance carrier.

11.5 Vision Care Insurance Coverage. The City agrees to continue to provide a group vision care plan for the employees covered by this M.O.U. The coverage will include employee and his or her qualified dependents.

11.6 Air Ambulance Insurance Coverage. The City agrees to continue to provide air ambulance insurance coverage for the employees covered by this M.O.U., except for applicable exclusions. The coverage will include the employee and qualified dependents. Air ambulance insurance may not apply to remote work employees if the service is not available in their area.

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11.7 Life Insurance. The City agrees to continue to provide life insurance coverage for the employees covered by this M.O.U. in an amount equal to 1.5 times the employee’s annual salary rounded up to the nearest whole thousand-dollar figure. In addition, the City agrees to continue to provide to the employees an additional $5,000 policy payable on the death of one of employee’s dependents through the long-term disability insurance carrier.

11.8 Long-Term Disability Insurance Coverage. The City agrees to continue to provide Long-Term Disability Insurance coverage to the employees covered by this M.O.U.

Effective the first day of the month following Council approval of this MOU, the monthly premiums will be paid by the City and will not be deducted from employees’ monthly flexible benefit allocation.

11.9 Benefits During Leave: Family and Medical Leave (FMLA) and California Family Rights Act (CFRA). An employee taking family or medical leave will be allowed to continue participating in any health and welfare benefit plan in which he or she was enrolled before the first day of leave (for a maximum of 12 workweeks) at the level and under the same conditions of coverage as if the employee had continued in employment for the duration of such leave. Group health insurance coverage will be continued in the same manner for up to 16 weeks for employees disabled due to pregnancy, childbirth or related medical condition. The City will continue to make the same premium contributions as if the employee had continued working. The continued participation in health benefits begins on the date leave first begins under the Family Medical Leave Act (FMLA) or under the California Family Rights Act (CFRA).

For further information on Family and Medical Leave, please refer to the City of Crescent City’s FMLA policy. All employees must notify the Human Resources Manager at (707) 464-7483 ext. 19 or (707) 954-7245 as soon as possible regarding FMLA for their own serious health condition or that of a family member.

11.10 When Benefits Terminate. CalPERS health benefits terminate the last day of the month after the employee separates, ends coverage, or becomes ineligible. For example, if an employee separates May 15, health coverage will end June 30. Dental and vision benefits terminate the last day of the month in which the employee separates, ends coverage, or becomes ineligible.

For example, if an employee separates May 15, dental and vision coverage will end May 31. All other benefits terminate at the time of separation.

12. City-Designated Holidays
The City agrees to provide to the employees covered by this M.O.U. the following holidays off from work and with pay:

New Year’s Day January 1
Martin Luther King Day January (3rd Monday)
President’s Day February (3rd Monday)
Memorial Day May (Last Monday)
Fourth of July July 4
Labor Day September (1st Monday)
Veteran’s Day November 11
Thanksgiving Day November (4th Thursday)
Day after Thanksgiving November (4th Friday)
Christmas Day December 25
Two Christmas Season holidays To be designated annually by City Administration with concurrence from each Employee Association.

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Two Floating Holidays To be designated by the employee with approval from the Department Head.

Should any of the above-mentioned holidays fall on a Saturday, the employees will have off the Friday before the holiday with pay. Should any of the above-mentioned holidays fall on a Sunday, the employees will have off the Monday following the holiday with pay. If a Citydesignated holiday falls on the “off” Friday for any employee working a 9-80 schedule or on any “off” day for an employee that works at a facility that requires coverage 7 days per week (WWTP and Water Quality Lab), then the employee will receive an 8-hour floating holiday in lieu of an additional paid day off.

13. Leaves

13.1 Unpaid Leave of Absence. Except as otherwise provided herein, leaves of absence without pay that are in the best interest of the City may be granted by approval of the City Manager. Requests for leaves of absence without pay must be submitted in writing by the employee to the Department Head who will consider each request on its individual merits and circumstances and will forward his or her recommendation to the City Manager for approval. Reasons for rejection of any such request will be submitted to the employee by the Department Head. In all cases covered by the Family Medical Leave Act, the City will provide leave in accordance with the requirements of the Act.

13.2 Mandatory Use of Paid Leave. During any absence from work, employees must use available leave accruals in accordance with City leave policies to ensure they receive 80 hours of regular pay per pay period, unless the leave is protected by FMLA/ CFRA or workers’ compensation.

13.3 Leave Accruals While on Leave. In the event of an extended leave of absence of twenty (20) work days or more, accruals will temporarily stop until the employee returns to work.

Employees on unpaid leave (of any length) will have their sick and vacation leave accruals reduced proportionately for that pay period, unless the leave is protected by FMLA/ CFRA or workers’ compensation. Upon the employee’s return to work, accruals will be restarted at the same rate that the employee was entitled to before taking the leave, based on his or her length of service.

Employees must utilize any unused balances (i.e., sick, comp time, floating holidays, vacation) during their leave time but will not continue to accrue until they return to work.

13.4 Order of Leave Taken. Use of any accrued leave must be taken in the following order:
1) Compensatory time off;
2) Floating holidays;
3) Vacation

13.5 Leave Hours Charged to Employee. Employees taking time off will be charged eight (8), nine (9), or ten (10) hours sick/floating holiday/vacation leave depending on the number of hours the employee would normally work on that day.

13.6 Vacation.

13.6.1 Accrual Schedule. The following vacation accrual schedule will be effective on the first pay period after the effective date of this M.O.U. Leave is earned at the end of the pay period. Leave may not be used before it is earned.

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Length of Service Bi-Weekly Accrual Rate
Date of Employment thru 12th month 4.0 Hours
13th month thru 120th month 5.23 Hours
121st month & beyond 6.15 Hours

13.6.2 Utilization. Employees covered by this M.O.U. may not accrue vacation beyond four hundred (400) hours. Vacation leave may not be granted to an employee with less than six (6) months of employment, unless they have prior approval of the City Manager. Employees will be compensated at their current rate of pay when vacation leave is used, cashed out, or paid out upon employee separation. Upon termination, an employee will be compensated for unspent accrued vacation.

13.6.3 Elective Vacation Cash-Out Plan.
a. Employees have the elective option to cash-out up to forty (40) hours of accrued vacation leave once every six (6) months. An employee must have a minimum balance of 240 hours of accrued vacation at the time of the cash-out request. An employee must have used at least forty (40) hours of vacation in the previous twelve (12) month period.
b. Employees who want to cashout vacation leave must irrevocably elect to do so by December 31 to cashout the following calendar year (beginning with December 2026 for cashouts in the 2027 calendar year). The requirements for accrued leave balance and leave used will be calculated as of the date of the cashout request. Employee must earn the cashout hours in the calendar year of the cashout payment, prior to the actual cashout. Employee cannot cashout hours that were earned the year before. Cashouts will only be allowed the first pay period paid in June and the first pay period in December of each calendar year (beginning with calendar year 2027). Employee must sign a form in December of the prior year stating which cashout date they are choosing (June, December, or both) and how many hours to cashout on each of those dates. The employee cannot decide afterward to not cashout. If the employee uses so many vacation hours in the year prior to the cashout that the employee no longer has enough hours accrued to fulfill the cashout request, the City must cash out the number of hours available to be cashed out.

13.7 Sick Leave. It is the policy of the City that sick leave is not to be considered a privilege for an employee to use at his or her discretion, but is to be provided as a benefit to be used in case of necessity for an actual illness or disability. It is the responsibility of the Department Head to deny the use of sick leave with pay in cases where there is substantial evidence of abuse of the sick leave privilege.

13.7.1 Accrual Schedule. All employees, except part-time, temporary and seasonal employees, will be eligible for accrual of sick leave effective from their date of hire. The accrual of sick leave will be four (4) hours per pay period, with an accumulation limit of 720 hours. Leave is earned at the end of the pay period. Leave may not be used before it is earned.

13.7.2 Utilization. Employees may utilize accrued sick leave after their first month of employment. Sick leave with pay will be granted upon the recommendation of the Department Head in a case of the bona fide illness of the employee. Sick leave with CCEA 2025-2027 Page | 19
pay may be used for the following services: diagnostic procedures, dental procedures and ophthalmology services when performed by a duly licensed practitioner. a. The employee may be required to file a physician’s or dentist’s statement, or a personal affidavit with the Human Resources Manager stating the cause of absence before such leave with pay will be granted. After an employee has notified the City of their intention to leave City service, no sick leave will be granted for that employee unless they provide a doctor’s written statement for the missed time.
b. Sick leave applies to absences during pregnancy that are caused by illness due to pregnancy or the attending physician’s order that the employee is unable to work due to the pregnancy. All situations involving pregnancy disability will be addressed in accordance with the provisions of the Family Medical Leave Act (FMLA) and current state Pregnancy Disability Leave (PDL) laws. A female employee, filling a regular Council approved position will be entitled to a total of four (4) months leave of absence (with and/or without pay) due to pregnancy disability as determined by a qualified medical provider.

13.7.3 After four (4) consecutive days of illness, an employee may be required to provide a physician’s “return to work” release in writing.

13.7.4 Employees who violate or misuse the sick leave provisions may be required to provide a physician’s report for each day off when sick leave is requested, and upon further misuse, the employee may be disciplined. Examples of misuse may include but are not limited to instances involving patterned absences or utilizing sick leave for reasons other than illness, medical condition or medical/dental appointment.

13.7.5 Employees returning from medical leave with work restrictions must accept light duty when offered. Failure to do so will be considered a voluntary quit and employment will be terminated.

13.7.6 An eligible employee may take sick leave in the event of a serious illness or medical condition for a member of the employee’s immediate family. The employee may be required to file a physician’s or dentist’s statement, or a personal affidavit with the Human Resources Manager stating the cause of absence before such leave with pay will be granted. For purposes of this section, immediate family is defined as:
a. A child (biological, adopted, or foster child, stepchild, legal ward, or child to whom the employee stands in loco parentis, regardless of the age or dependency status);
b. A biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child; c. A spouse;
d. A registered domestic partner;
e. A grandparent;
f. A grandchild;
g. A sibling.

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13.7.7 In the event a scheduled medical or dental appointment for the eligible employee’s immediate family that requires the employee’s absence from work, the employee may use sick leave. Immediate family is defined as the same family members as noted above in section 13.2.6.

13.7.8 In the event of a voluntary or involuntary transfer of any employee within the City, the employee’s leave credits will also be transferred in their full amount.

13.7.9 The City has entered into an agreement with the PERS whereby accumulated sick leave is converted to additional service credit upon retirement.

13.7.10 Conversion to Sick Leave Bank. Any employee whose available sick leave accrual equals or exceeds seven hundred twenty (720) hours at the end of a bi-weekly pay period must, for the next pay period and any subsequent pay periods until the accrual is below the 720 hours, be compensated by having his or her normal accrual amount for the pay period deposited into a “sick leave bank-CCEA.” a. Use of sick leave hours from this time bank will be by approval of such procedures as are mutually agreed upon by the CCEA and the City Manager. b. Total sick leave bank accruals deposited may not exceed 1500 hours available at any time.
c. In the event the employee reaches the maximum sick leave bank accrual, no further accruals or conversion may occur.

13.8 Occupational Medical Leave. An employee who is receiving temporary disability indemnity under applicable Workers’ Compensation provisions of the California Labor Code, may choose to take as much of his or her available sick leave or vacation leave in such amounts that when added to the temporary disability payment, the employee will receive an amount equal to his or her full salary or wage. Such supplemental payments may continue until all accrued balances are exhausted or the employee returns to work. Such payments will not be continued beyond the date of termination of employment whether voluntary or involuntary.

13.8.1 In all cases covered by the Family Medical Leave Act, the City will provide leave in accordance with the requirements of the Act.

13.8.2 Once paid leave options are exhausted, the accrual of sick and vacation leave benefits will be discontinued until the employee returns to work.

13.8.3 The City Manager (or Human Resources Manager or designee) may grant a leave of absence without pay to any employee who is disabled by job injury or illness.

The duration of the unpaid medical leave of absence will depend upon the nature and extent of the employee’s disability or incapacity to perform the essential functions of the job position, but in no event will a medical leave be granted for longer than one year, measured from the time the employee is unable to work in his or her regular job position.

13.8.4 Leave may be terminated by the City Manager when he or she determines to his or her satisfaction that the employee is regularly disabled and unable to perform the duties of the class. Such determination may be considered pursuant to the California Public Employees’ Retirement Law: “disability” means the inability of a employee to perform the duties of the job for a regular or extended and uncertain duration, as determined on the basis of a competent medical opinion. Disability is not necessarily an inability to perform every function of a given position. Rather, the determination is whether the employee can substantially perform his or her usual duties.

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13.8.5 In all situations of Occupational Medical Leave, employees must comply with the City’s Work Related Injury or Illness Return-To-Work Policy.

13.9 Parenting Leave. Parenting leave will be considered leave without pay and provided in accordance with applicable federal and state laws; specifically, Family Medical Leave Act (FMLA) and current California Family Rights Act (CFRA) laws for the birth or adoption of a child or placement of a foster child. In the event that an employee does not meet the eligibility requirements for FMLA or CFRA, an unpaid leave of absence may be approved by the employee’s Department Head and the Human Resources Manager. Use of sick leave may not be taken for parenting leave purposes. The City will make available forty (40) hours of paid leave in lieu of participating in Employment Development Department (EDD) programs that could have provided Paid Family Leave for parenting leave purposes.

13.10 Bereavement Leave. Upon the death of a family member, permanent employees are eligible for bereavement leave for up to a maximum of five (5) working days per incident with pay. Family member means a child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law as defined in Government Code Section 12945.2. The City Manager may grant additional time based on individual circumstances. The City Manager may approve other bereavement leave requests on a case-by-case basis.

13.11 Reproductive Loss Leave. Permanent employees are eligible for reproductive loss leave for a maximum of five (5) workdays per incident with pay. Upon the prior approval by the employee’s department head, the employee may utilize reproductive loss leave upon the occurrence of a qualifying event. A qualifying reproductive loss event includes and is limited to failed adoption, failed surrogacy, miscarriage, stillbirth, or unsuccessful assisted reproduction as defined in Government Code Section 12945.6. The leave must be taken with three (3) months of the qualifying event.

13.12 Jury Duty/Witness Testimony Leave. All employees are eligible for jury leave when called by the court to serve as a juror or provide witness testimony. Employees will receive their normal compensation so long as the City is reimbursed by the employee for juror or witness fees received. The employee must provide to their Department Head a copy of the summons, notice, or subpoena directing the employee to appear in court. On a day an employee reports for jury duty and learns that services are not needed that day, the employee must return to work for the balance of the regular work shift.

13.13 Military Leave. The City will provide military leave as required by California State Law.

13.14 Leave of Absence Without Pay. An employee will not be entitled to a leave of absence as a matter of right, but upon request may be granted a personal leave of absence without pay upon the presentation of a valid and satisfactory reason. The approval or denial of such leave is not subject to the grievance or complaint procedure.

13.14.1 An employee must request the leave of absence in writing (Time Off Request form) at least 30 days in advance for planned leave.

13.14.2 The time off must be approved by the Department Head and the City Manager before beginning the leave of absence.

13.14.3 Such leave will not be granted in excess of one hundred twenty (120) calendar days in duration, except that the City Manager, upon the recommendation of the CCEA 2025-2027 Page | 22
employee’s Department Head, may approve one subsequent ninety (90) calendar day leave of absence without pay.

13.14.4 Failure to return to work at the end of the approved leave period will constitute a separation from service of that employee as a voluntary resignation.

13.14.5 The employee will not accrue any benefits, nor will City pay for any benefits during such approved leave of absence without pay.

13.15 Unauthorized Absence – Automatic Termination. An employee absent for more than three (3) working days without prior permission of the Department Head may be considered to have automatically terminated employment with the City. Such termination will be final and without right or appeal or hearing, unless said employee furnishes reasons satisfactory to the Department Head and Human Resources for not having obtained prior permission.

13.16 Return to Work Requirements. At least one (1) week prior to the expiration of the approved leave of absence, with or without pay, the employee must notify the Department Head of the employee’s intention to return to work. Upon the expiration of an approved leave, the employee must return to work on the next following regular work day. Failure to return to work will be considered a voluntary resignation on the part of the employee unless prior approval is obtained from the employee’s Department Head and the Human Resources Manager.

13.17 Determination of Continuous Service. The length of an employee’s service will be considered continuous while the employee is on an approved leave of absence, with or without pay, and if the employee returns to work on the required return to work day. Upon re-employment from an involuntary layoff, the employee’s previously-accrued sick leave credits will be restored.

An employee returning from a voluntary resignation will not receive any credits by virtue of their previous employment towards any leave accrual or restoration.

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CCEA PAY SCHEDULE – EXHIBIT A
EFFECTIVE 7/2025
The parties hereto agree that the following pay schedule for the following positions effective the first full pay period in Fiscal Year 2025-2026. This pay shall be made retroactive to the first complete pay period in FY 25/26 for all employees employed with the City as of January 1, 2026.

All figures are described in hourly rates.

The parties agree that the above pay schedule shall continue in future agreements; however, the exact pay level for each step may vary as agreed upon by the parties.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Lab Assistant 2 18.81 19.75 20.74 21.78 22.87 24.01
Maintenance Worker 1 2 18.81 19.75 20.74 21.78 22.87 24.01 Maintenance Worker 2 6 20.76 21.80 22.89 24.03 25.23 26.49 Mechanic 1 6 20.76 21.80 22.89 24.03 25.23 26.49
Equipment Operator 1 7 21.28 22.34 23.46 24.63 25.86 27.15 Housing Inspector 8 21.81 22.90 24.05 25.25 26.51 27.84 Relief Supervisor 8 21.81 22.90 24.05 25.25 26.51 27.84 RV Park Supervisor 8 21.81 22.90 24.05 25.25 26.51 27.84 Utility Mechanic 8 21.81 22.90 24.05 25.25 26.51 27.84
Lab Technician 1 10 22.92 24.07 25.27 26.53 27.86 29.25 Maintenance Worker 3 10 22.92 24.07 25.27 26.53 27.86 29.25 Senior Bldg/Parks Worker 10 22.92 24.07 25.27 26.53 27.86 29.25 Equipment Operator 2 12 24.08 25.28 26.54 27.87 29.26 30.72 Mechanic 2 12 24.08 25.28 26.54 27.87 29.26 30.72
EMOT 1 16 26.58 27.91 29.31 30.78 32.32 33.94
Senior Maintenance Worker 16 26.58 27.91 29.31 30.78 32.32 33.94 Lab Technician 2 18 27.92 29.32 30.79 32.33 33.95 35.65 EMOT 2 22 30.82 32.36 33.98 35.68 37.46 39.33
Senior Mechanic 22 30.82 32.36 33.98 35.68 37.46 39.33
Senior EMOT 28 35.74 37.53 39.41 41.38 43.45 45.62
CCEA 2025-2027 Page | 25
RULES FOR PAY STEP PROGRESSION: Employees may move through the Steps in the following manner and at the discretion of the Department Head upon City Manager concurrence.

STEP 1: Entry Step. The employee is normally hired at this pay step.

STEP 2: Second Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employee’s progress to this step upon six months of satisfactory performance in Step 1 or at the discretion of the Department Head and City Manager.

STEP 3: Third Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employee’s progress to this step upon twelve (12) months of satisfactory performance in Step 2, or at the discretion of the Department Head and City Manager.

STEP 4: Fourth Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employee’s progress to this step upon twelve (12) months of satisfactory performance in Step 3, or at the discretion of the Department Head and City Manager.

STEP 5: Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 4, or at the discretion of the Department Head and City Manager.

STEP 6: Effective the first full pay period following the adoption of this MOU by the City Council, employees may progress to this step upon twelve (12) months of satisfactory performance in Step 5 and obtaining all certifications required by their job description. • The employee’s supervisor will evaluate the employee’s performance in the time periods provided for by each pay step to determine if the employee will progress to the next pay step. Employees at Step 5 will also be evaluated by the employee’s supervisor to determine performance strengths and weaknesses.
• All employee evaluations will be reviewed by the employees’ Department Head and City Manager. • The supervisor will notify the employee at least ten (10) days prior to the employee’s due date for a pay increase as to whether or not the supervisor will recommend a pay step increase for the employee. Employees may utilize the grievance procedure should an employee object to the supervisor’s decision in this matter.
• Notwithstanding any of the above, employees who are promoted will be placed in the pay step of the new classification which provides the employee a minimum increase of five (5) percent unless the pay at the new classification is already at Step 5.
• Employees who are demoted for disciplinary reasons will be paid at the salary of the same step within the lower pay classification.
• Employees who are transferred from one position to another of equal pay will not be increased or decreased in respect to their present pay.

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CCEA PAY SCHEDULE – EXHIBIT A
EFFECTIVE 7/2026
The parties hereto agree to the following pay schedule for the following positions effective the first complete pay period in Fiscal Year 2026-27, by an amount equal to the CPI-U (LA) percentage increase measured by March 2026 over March 2025, not to be less than 1.0% nor more than 3.0%. When the March index becomes available, those wages shall be figured and the wage schedule updated and attached hereto.

All figures are described in hourly rates.

The parties agree that the pay schedule shall continue in future agreements; however, the exact pay level for each step may vary as agreed upon by the parties.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Lab Assistant 2
Maintenance Worker 1 2
Maintenance Worker 2 6
Mechanic 1 6
Equipment Operator 1 7
Housing Inspector 8
Relief Supervisor 8
RV Park Supervisor 8
Utility Mechanic 8
Lab Technician 1 10
Maintenance Worker 3 10
Senior Bldg/Parks Worker 10
Equipment Operator 2 12
Mechanic 2 12
EMOT 1 16
Senior Maintenance Worker 16
Lab Technician 2 18
EMOT 2 22
Senior Mechanic 22
Senior EMOT 28
CCEA 2025-2027 Page | 27
RULES FOR PAY STEP PROGRESSION: Employees may move through the Steps in the following manner and at the discretion of the Department Head upon City Manager concurrence.

STEP 1: Entry Step. The employee is normally hired at this pay step.

STEP 2: Second Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employee’s progress to this step upon six months of satisfactory performance in Step 1 or at the discretion of the Department Head and City Manager.

STEP 3: Third Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employee’s progress to this step upon twelve (12) months of satisfactory performance in Step 2, or at the discretion of the Department Head and City Manager.

STEP 4: Fourth Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employee’s progress to this step upon twelve (12) months of satisfactory performance in Step 3, or at the discretion of the Department Head and City Manager.

STEP 5: Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 4, or at the discretion of the Department Head and City Manager.

STEP 6: Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 5 and obtaining all certifications required by their job description. • The employee’s supervisor will evaluate the employee’s performance in the time periods provided for by each pay step to determine if the employee will progress to the next pay step. Employees at Step 5 will also be evaluated by the employee’s supervisor to determine performance strengths and weaknesses.
• All employee evaluations will be reviewed by the employees’ Department Head and City Manager. • The supervisor will notify the employee at least ten (10) days prior to the employee’s due date for a pay increase as to whether or not the supervisor will recommend a pay step increase for the employee.

Employees may utilize the grievance procedure should an employee object to the supervisor’s decision in this matter.
• Notwithstanding any of the above, employees who are promoted will be placed in the pay step of the new classification which provides the employee a minimum increase of five (5) percent unless the pay at the new classification is already at Step 5.
• Employees who are demoted for disciplinary reasons will be paid at the salary of the same step within the lower pay classification.
• Employees who are transferred from one position to another of equal pay will not be increased or decreased in respect to their present pay.

CITY OF CRESCENT CITY RESOLUTION NO. 2026-06 Page 1
RESOLUTION NO. 2026-06

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

A MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CRESCENT CITY AND THE CLERICAL EMPLOYEES OF CRESCENT CITY FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027
WHEREAS, California Government Code Section 36506 requires that the City Council fix, by resolution or ordinance, the compensation of all appointive officers and employees; and
WHEREAS, pursuant to the City Council’s direction, the City’s bargaining team has negotiated in compliance with the Meyers-Milias-Brown Act and all other applicable requirements to reach agreement with the Clerical Employees of Crescent City (“CECC”) upon a new Memorandum of Understanding (“MOU”) that meets the needs of both parties and covers the period July 1, 2025 through June 30, 2027; and WHEREAS, a majority of the bargaining unit members of the CECC have voted in favor of the MOU; and
WHEREAS, the Memorandum of Agreement has been recommended for approval by the City Manager and reviewed by the City Council.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Crescent City, California that the Memorandum of Understanding Between the City of Crescent City and the Clerical Employees of Crescent City for the period July 1, 2025 through June 30, 2027 signed by the parties and attached hereto as Exhibit A is hereby ratified and approved.

PASSED AND ADOPTED and made effective the same day by the City Council of the City of Crescent City at a meeting thereof held on this 17th day of February 2026, by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________
Isaiah Wright, Mayor
ATTEST:
__________________________
Robin Altman, City Clerk
Memorandum of Understanding
Between the
City of Crescent City
And the
Clerical Employees of Crescent City
(CECC)
Effective July 1, 2025
Through
June 30, 2027
This page intentionally left blank
CECC MOU 2025-2027 [i]

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF CRESCENT CITY

AND THE CLERICAL EMPLOYEES OF CRESCENT CITY REGARDING WAGES,

HOURS, AND OTHER TERMS AND CONDITIONS OF EMPLOYMENT AFFECTING

CERTAIN CLERICAL EMPLOYEES OF THE CITY OF CRESCENT CITY FOR THE PERIOD JULY 1, 2025 THROUGH JUNE 30, 2027.
* * * * * * * * * *
General Information ………………………………………………………………………… 1

1. Recognition ……………………………………………………………………………… 1

2. Effect of the M.O.U. …………………………………………………………………… 1

2.1 Duration and Amendments................................................................................ 1

2.2 Severability and Continuation ........................................................................... 1

2.3 Waiver................................................................................................................ 1

2.4 Procedure to Further Meet-and-Confer.............................................................. 2

3. Employee Representation ............................................................................................... 2

3.1 Association Representation (Release Time)...................................................... 2

3.2 Grievance Meetings .......................................................................................... 2

3.3 Witness .............................................................................................................. 2

3.4 Political Activity ............................................................................................... 2

4. Management Rights......................................................................................................... 2

5. Employer-Employee Relations Rules............................................................................. 2

6. Non-Discrimination Clause ............................................................................................. 2

7. Definitions......................................................................................................................... 3

8. Hours of Work.................................................................................................................. 3

8.1 General ……………………………………………………………………….. 3

8.2 Work Day / Work Week Described …………………………………………... 3

8.3 Breaks…………………………………………………………………………. 3

8.4 Compensatory Time-Off ……………………………………………………… 4

8.5 Reporting Time ……………………………………………………………….. 4

9. Compensation and Wages............................................................................................... 4

9.1 Wages Established ……………………………………………………………. 4

9.2 Pay Period …………………………………………………………………….. 4

9.3 Overtime ……………………………………………………………………… 5

9.4 Holiday Pay…………………………………………………………………… 5

9.5 Merit Plan …………………………………………………………………….. 5

9.6 Longevity Pay ………………………………………………………………… 6

9.7 Bilingual Pay………………………………………………………………….. 6

9.8 Education Incentive Pay………………………………………………………. 6

10. Benefits ............................................................................................................................ 7

10.1 Public Employees’ Retirement System (PERS) Program ……………………. 7

10.2 Deferred Compensation ………………………………………………………. 7

10.3 Wellness Incentive Program ………………………………………………….. 8

10.4 Reimbursement for Damaged Property……………………………………….. 8

10.5 Education Assistance Program ……………………………………………….. 8

11. Health and Welfare Insurance........................................................................................ 9

11.1 Employer Contribution for CalPERS Health Insurance ……………………… 9 CECC MOU 2025-2027 [ii]

11.2 Flexible Benefit Plan …………………………………………………………. 9

11.3 Medical Insurance Coverage………………………………………………….. 9

11.4 Dental Insurance Coverage……………………………………………………. 10

11.5 Vision Care Insurance Coverage …………………………………………….. 10

11.6 Air Ambulance Insurance Coverage …………………………………………. 10

11.7 Life Insurance Coverage ……………………………………………………… 10

11.8 Long-Term Disability Insurance Coverage…………………………………… 10

11.9 Benefits During Leave: Family and Medical Leave (FMLA) and California Family Rights Act (CFRA) …………………………………… 10

11.10 When Benefits Terminate …………………………………………………….. 11

12. City-Designated Holidays ……………………………………………………………… 11

13. Leaves ............................................................................................................................ 11

13.1 Unpaid Leave of Absence …………………………………………………….. 11

13.2 Mandatory Use of Paid Leave………………………………………………… 11

13.3 Leave Accruals While on Leave………………………………………………. 12

13.4 Order of Leave Taken ………………………………………………………… 12

13.5 Leave Hours Charged to Employee …………………………………………... 12

13.6 Vacation ………………………………………………………………………. 12

13.7 Sick Leave ……………………………………………………………………. 13

13.8 Occupational Medical Leave …………………………………………………. 14

13.9 Parenting Leave ………………………………………………………………. 15

13.10 Bereavement Leave …………………………………………………………… 15

13.11 Reproductive Loss Leave …………………………………………………….. 15

13.12 Jury Duty/Witness Testimony Leave ………………………………………… 15

13.13 Military Leave………………………………………………………………… 16

13.14 Leave of Absence Without Pay ……………………………………………….. 16

13.15 Unauthorized Absence – Automatic Termination …………………………… 16

13.16 Return to Work Requirements ……………………………………………….. 16

13.17 Determination of Continuous Service ………………………………………… 16 Pay Schedule– Exhibit A (FY 25-26) ………………………………………………………… 18 Pay Schedule– Exhibit A (FY 26-27) ………………………………………………………… 20 CECC MOU 2023-2025 [1]
General Information
The purpose of this Memorandum of Understanding (M.O.U.) is to describe certain agreements between the City of Crescent City, hereinafter referred to as “City” and the Clerical Employees of Crescent City, hereinafter referred to as “CECC,” regarding wages, hours, and other terms and conditions of employment for the City employees covered by this M.O.U., originally adopted by City Council Resolution No. 1999-12 dated November 1, 1999, as amended on August 21, 2002, as amended by City Council Resolution No. 2004-19 dated July 19, 2004, as amended by Resolution No. 2006-33 dated August 7, 2006, and as amended by Resolution No. 2010-22 dated August 2, 2010, Resolution 2013-25 dated October 7, 2013, Resolution No. 2015-32 dated July 20, 2015, Resolution No. 2016-51 dated December 19, 2016, Resolution No. 2018-44 dated August 6, 2018, Resolution No. 2019-44 dated September 16, 2019, Resolution No. 2020-90 dated November 16, 2020, Resolution No. 2022-05 dated January 24, 2022, Resolution No. 2022-56 dated September 19, 2022, and Resolution No. 2023-42 dated June 20, 2023.

It is understood and acknowledged by the City and CECC that both parties met and conferred in good faith in accordance with Section 3500, et seq., of the California Government Code, and the following M.O.U. provisions represent the complete agreement that was reached as a result of that process.

1. Recognition
City recognizes CECC as the recognized employee organization representing those City employees, who are members of CECC at the time of the City’s adoption of this M.O.U., and those employees who become members of CECC during the term of this M.O.U. This recognition supersedes any former recognition and continues for the term of this M.O.U. unless CECC violates any terms or conditions of this M.O.U. or any City rule or regulation which may cause the termination of this recognition by the City.

2. Effect of the M.O.U.

As to any provision of an annual City Budget that is inconsistent with any provisions of this M.O.U., the provisions of this M.O.U. will prevail and upon City Council approval, will supersede other said inconsistent provisions or City Council Resolutions. Further, this M.O.U. affects the job titles listed on Exhibit “A” as attached hereto and by this reference made a part hereof.

2.1 Duration and Amendments. The parties hereto agree that this M.O.U. will be effective upon City Council approval and will remain in full force and effect through June 30, 2027, as amended and referenced in General Information. It is further acknowledged by both parties that certain portions of this agreement may require amendments during the term of this M.O.U. if State and Federal statutes and regulations so direct.

2.2 Severability and Continuation. If any provision of this M.O.U. is held invalid, unenforceable, or unconstitutional by a court of competent jurisdiction, such decision will have no effect on the validity of the remaining provisions of this M.O.U., and such remaining provisions will continue in full force and effect.

2.3 Waiver. The parties hereto acknowledge that during the negotiations that resulted in this M.O.U. each had the unlimited right and opportunity to make proposals with respect to any subject or matter not removed by law from the area of consultation or meet-and-confer, and that CECC MOU 2025-2027 [2]
the understandings arrived at by the parties after exercising that right and opportunity are set forth in this M.O.U. Therefore, the parties hereto, for the duration of this M.O.U., and subject to the exceptions contained under General Information, each voluntarily and unqualifiedly waives the right, and each agrees that the other will not be obligated to meet-and-confer with respect to any subject or matter in this M.O.U.

2.4 Procedure to Further Meet-and-Confer. In the event that either party has requested to meet and confer, and the other party has consented to such discussions, both parties hereto agree that such additional discussions may result in amendments to this M.O.U. Such amendments will be dated and numbered consecutively in order to assure proper understanding and authority for each amendment. Nothing contained herein prohibits the parties hereto from amending this agreement as authorized by applicable law.

3. Employee Representation
For purposes of meeting and conferring in good faith regarding wages, hours, and working conditions with a Certified Employee Organization, the City will provide time off with pay to no more than three (3) City employee members for each Representation Unit during their normal work hours. Meetings held outside of the employee’s work hours will be on the employee’s own time.

3.1 Association Representation (Release Time). The City agrees to establish a release time bank of forty (40) hours per year. Release time may be used by the CECC President or designees to conduct Association business. Use of release time is subject to the advance approval of the City Manager.

3.2 Grievance Meetings. For purposes of grievance or appeal meetings, the City will provide time off with pay for the aggrieved employee plus one other employee during the employee’s normal work hours. Meetings held outside of the employees’ normal work hours shall be on the employees’ own time.

3.3 Witness. Additional employees called by either party may be present with pay during his or her normal work hours to serve as a resource person or as a witness for meetings described above for the limited time required to cover the subject. Meetings held outside the employee’s normal work hours will be on the employee’s own time.

3.4 Political Activity. The political activity of CECC members will conform to pertinent provisions of State law.

4. Management Rights
Except as otherwise noted in this Agreement, the City retains all rights of management.

5. Employer-Employee Relations Rules
The parties hereto agree that the City’s Employer-Employee Relations Rules, as included in the City’s Municipal Code, continue in full force and effect for the term of this M.O.U.

6. Non-Discrimination Clause
The parties agree that there will be no discrimination against any applicant or employee based upon race, religion, sex, national origin, disability, medical condition, marital status, age, CECC MOU 2025-2027 [3]
sexual orientation, association activity, political activity, or any other classification protected under State or Federal law.

7. Definitions
Except as otherwise provided herein, all words used in this M.O.U. will have the same meaning as set forth in the City’s Municipal Code, the City’s Employer-Employee Relations Rules and the California Government Code.

8. Hours of Work

8.1 General. City agrees to maintain a forty (40) hour work week for its regular fulltime positions. Employees on a forty (40) hour schedule must be assigned to work eighty (80) hours in each pay period and 2080 hours per year in order to be classified as full-time employees.

8.1.1 Employees assigned to a position requiring less than full-time work will be considered part-time, temporary or seasonal.

8.1.2 Part-time, temporary and seasonal employees are not represented by and do not receive the benefits contained within this MOU; rather, they receive the benefits provided in City policies as adopted from time to time.

8.1.3 The parties agree that the determination as to whether an employee works a standard, defined or alternative schedule is the management prerogative of the City Manager.

8.2 Work Day / Work Week Described. The parties hereto agree that the normal work day for City employees is one of the following according to the assigned schedule:

8.2.1 For a standard schedule: the normal workday is eight (8) hours in each single workday for five (5) days per workweek.

8.2.2 For a defined 9-80 schedule: the normal workday is nine (9) hours, Monday through Thursday, and eight (8) hours every other Friday.

8.2.3 The workweek for employees assigned to a standard schedule will begin at 12:00 a.m. on Sunday and end at 11:59 p.m. on Saturday.

8.2.4 The workweek for employees assigned to a defined 9-80 schedule will begin at 12:01 p.m. on Friday and end at 12:00 p.m. the following Friday.

8.2.5 The Department Head will provide to any employee having their work day or shift changed, a forty-eight (48) hour advanced notice, except in the case of emergencies.

Should such notice not be properly provided, such time worked during the first two (2) work days on the new shift will be considered overtime.

8.3 Breaks. Employees assigned to an eight (8) hour or longer work day will have either a one (1) hour or one-half (1/2) hour lunch period as assigned by their Supervisor or Department Head, and two (2) separate fifteen (15) minute breaks per day with one (1) occurring before the lunch period and one occurring after the lunch period.

Employees will not be compensated for the lunch break during their normal workday assignments.

CECC MOU 2025-2027 [4]

8.4 Compensatory Time-Off. This plan is intended to qualify under Section 3(s)(1)(C) of the Fair Labor Standards Act. This plan is subject to the following conditions and restrictions in addition to the limits set forth in Section 204.3 of the California Labor Code.

8.4.1 Authorized overtime hours worked by an employee may be converted to Compensatory Time Off for each overtime hour worked, upon approval of the employee’s Department Head. Compensatory Time Off will be accrued at the rate it is earned – straight rate, standard overtime, or double overtime using the same rules as paid overtime. The maximum accrual of compensatory time off will be eighty (80) hours.

8.4.2 The balance of accrued compensatory time off at the end of a fiscal year will be paid to the employee on the second pay period in June. No additional comp time can be accrued in a pay period that would result in a comp time balance as of June 30. Such overtime will be paid out as earned. Any unused comp time will be paid to the employee at termination of employment.

8.4.3 Use of compensatory time off must occur before the use of floating holidays or vacation leave.

8.4.4 Use of accrued compensatory time off is subject to the same requirements as use of vacation and sick leave.

8.5 Reporting Time. Employees may, at the recommendation of their Department Head and upon approval from Human Resources, have one-quarter (1/4) of one hour reduced from their pay for each fifteen (15) minutes they report to work later than their normal starting time.

8.5.1 Continued tardiness for work may result in disciplinary action against the employee.

8.5.2 Employees leaving their work area early without the prior authorization of their Department Head will have their pay reduced in the same manner as is provided for employees who are late for work, and in addition, such absence may be considered as a refusal to work and as such may be considered as grounds for disciplinary action.

9. Compensation and Wages

9.1 Wages Established. Effective the first full pay period in July 2025, the City agrees to compensate the positions covered by this M.O.U. as described on Exhibit “A”, attached hereto and by this reference made a part hereof. The City Manager and Department Head shall, within the salary step plan, determine the compensation for positions based on performance, or additional responsibilities and tasks that may be assigned during the term of this M.O.U.

9.1.1 Effective the first full pay period in July of 2026, all pay scales shall be increased by the annual percentage increase indicated by the CPI-U (LA) March 2026 over March 2025. In no event, however, may the increase be less than 1.0% nor more than 3.0%.

They FY 2026-2027 exhibit will be updated as numbers for the annual CPI are known and will be attached hereto.

9.2 Pay Period. The City agrees to continue the biweekly pay period for the term of this M.O.U. The pay period will be from the Sunday through the Saturday fourteen (14) calendar days thereafter, or from 12:01 p.m. Friday to 12:00 p.m. the Friday fourteen (14) calendar days following for employees on a 9/80 schedule. The pay date will be biweekly on Friday. Employees CECC MOU 2025-2027 [5]
must be compensated for their services within seven (7) working days after the conclusion of a pay period.

9.3 Overtime. Non-exempt employees are eligible for overtime compensation as required by regulations of the U.S. Department of Labor with respect to the Fair Labor Standards Act (FLSA).

9.3.1 Any work in excess of forty (40) hours in a work week will be compensated at no less than 1.5 times the regular hourly rate of pay.

9.3.2 Holiday time off will count toward the employee’s work week hours for computation of overtime hours.

9.3.3 Paid leave used will not count towards the employee’s work week hours for computation of overtime, except for when the leave is used to make an employee’s 8- hour holiday a 9-hour holiday per section 9.4.

9.3.4 Such overtime compensation will be provided upon the approval of the employee’s Department Head.

9.4 Holiday Pay. An eligible employee who is required to work on a City-designated holiday will be paid eight (8) hours of holiday pay and will also be paid their regular overtime hourly rate of pay for any hours actually worked on the designated holiday. If the holiday falls on a day that the employee would normally work nine (9) hours, the employee may (1) make up that one hour by using one hour of vacation, comp time or floating holiday; or (2) work one (1) hour of makeup time during the same workweek so long as his or her supervisor approves in writing prior to the workweek. Such approval must be submitted to payroll with the employee’s timesheet.

When a holiday falls on an off-Friday for employees that work a 9/80 schedule, those employees will be given 8 hours of floating holiday in lieu of an extra paid day off.

9.5 Merit Plan. Effective August 30, 2009, the City will implement a merit plan under which an employee may receive a special merit pay for exemplary job performance. The Department Head must submit the name of an eligible employee to the City Manager for approval.

The submittal must contain justification for the special merit pay by including detailed examples of the employee’s outstanding job performance and a copy of the employee’s current year’s annual performance evaluation.

The following specific standards and conditions apply:

9.5.1 The employee must have attained a performance rating of 4 (Exceeds Job Standards) or 5 (Outstanding) in all applicable rating categories during his or her current year’s annual performance evaluation.

9.5.2 The employee must have worked a minimum of 1760 work hours during the annual performance evaluation period.

9.5.3 The employee must have attained the annual goals and objectives set for him or her by the Department Head.

9.5.4 A special merit pay will not be paid to an employee who receives a performance rating of less than 4 or 5 in any rating category, or if a disciplinary action has been sustained against the employee.

9.5.5 An eligible employee must have at least two (2) years of full-time continuous service with the City.

CECC MOU 2025-2027 [6]

9.5.6 A special merit pay shall be five percent (5%) of the employee’s base hourly rate, multiplied by the number of regular hours worked during the year immediately prior to his or her current year’s annual evaluation due date.

9.5.7 A special merit pay will be paid once, in a lump sum, as an annual premium, to an eligible employee based on the date the employee’s special merit pay is approved by the City Manager.

9.5.8 An employee must meet the above standards and conditions each year during his/her annual performance evaluation in order to qualify for any successive special merit pay.

The association recognizes that any merit pay received by a PEPRA employee is not reportable to PERS as special compensation.

9.6 Longevity Pay. Employees will receive the following longevity pay for the corresponding years of full-time continuous service with the City. For the purposes of computing years of service, the anniversary of full-time employment will be used for qualification.

Years of Service % of Base Hourly Pay
5 2.5%
10 2.5%
15 2.5%
20 2.5%

9.6.1. Effective the first full pay period after Council approval of this MOU, the 5-year longevity pay will sunset for all employees except those who (1) are receiving longevity pay at the time of the MOU approval and (2) are not yet eligible for Step 6. These employees will continue to get their 5-year longevity pay until such time as they attain Step

6. Upon moving to Step 6, their 5-year longevity pay will cease.

9.6.2. Longevity pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Longevity pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

9.7 Bilingual Pay. In the course of employment, employees requested to provide translation or interpretation of a language other than English will be compensated at the rate of $520.00 annually ($20.00 biweekly).

9.7.1. Employees eligible for bilingual pay must be proficient, including reading, writing and speaking fluently in a language that meets the City’s operational needs. Employees proficient in American Sign Language are also eligible for bilingual pay.

9.7.2. Eligible employees must be available to provide translation or interpretation services to any City Department.

CECC MOU 2025-2027 [7]

9.8 Education Incentive Pay. Unless required by the specific job classification, employees who possess or obtain an associate degree (AA or AS), or higher, from an accredited college in a subject matter approved by the Department Head and City Manager will receive 3.5% of their hourly base rate as a special pay. If the degree is from a non-accredited college, then the employee must obtain special approval from the City Manager and Human Resources. Education incentive pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Education incentive pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

10. Benefits

10.1 Public Employees’ Retirement System (PERS) Program.

The City agrees to maintain a two and one-half percent (2.5%) at age Fifty-Five (55) PERS Retirement Plan for the regular employees who are “classic members”, as defined by CalPERS, by paying the PERS employer contribution rate. Effective October 6, 2013, classic members agree to pay the 8% member contribution rate to PERS. All employees will contribute ninety-three (93) cents per bi-weekly pay period for the ‘59 Survivor’s Continuance Benefit. The PERS program offered by the City consists of the basic PERS plan plus the ‘59 Survivor’s Continuance Benefit.

10.1.1 Effective October 6, 2013, the PERS Employer Paid Member Contribution (EPMC) optional benefit has been eliminated.

10.1.2 The City agrees to provide a two percent (2%) at age Sixty-Two (62) PERS Retirement Plan for the regular employees who are “new members”, as defined by CalPERS, hired on or after January 1, 2013, by paying the PERS employer contribution rate.

10.1.3 New members will pay 50% of the total annual normal cost of pension benefits for PERS retirement, rounded to the nearest one quarter of one percent, or, the current member contribution rate paid by similarly situated classic members, whichever is greater, up to 8%.

10.1.4 So long as CalPERS allows, the City agrees to extend the CalPERS pickup member contributions under Internal Revenue Code Section 414(h)(2) provisions to allow member payments by payroll deductions for service credit purchase. This provision provides employees who elect to participate with the benefit of deferring income tax liability on member service credit purchases.

10.1.5 Under current law, exercising the employer pick-up option results in no additional costs to the City. The parties agree that, in the event that the law changes such that costs are imposed on the City, the City will immediately cease designating the employee contributions as being “picked-up” by the City and such PERS contributions will revert to being made on a post-tax basis.

10.2 Deferred Compensation. The City agrees to make available to the employees covered by this M.O.U., a payroll deduction to allow the employees to participate in the Mission Square Deferred Compensation Program. These contributions may be made by the employee on a voluntary basis.

CECC MOU 2025-2027 [8]

10.3 Wellness Incentive Program.

10.3.1 The City agrees to provide to each employee an annual family membership at the City’s Fred Endert Municipal Pool, so long as the City continues to operate said facility, at no cost to the employee.

10.3.2 In addition, the City agrees to reimburse each employee up to $360.00 annually for participation in wellness-related activities. Qualifying wellness-related activities are gym/health club memberships, fitness training instruction, fitness/exercise class (including any class which is focused on physical activity such as yoga, cross-fit, jazzercise, dance, martial arts, etc.), and fitness or other health-related applications or programs such as Weight Watchers, Noom, Calm, etc. The purpose of this program is to reduce Workers’ Compensation claims.

10.3.3 Employees must submit reimbursement requests no more than monthly and no less than quarterly for actual expenses incurred in that month or that quarter (including payment of a qualifying annual membership). If quarterly, Jan – Mar must be submitted in April; Apr – Jun must be submitted in July; Jul – Aug must be submitted in September; Jul – Sep must be submitted in October; and Oct – Dec must be submitted in January. Receipts submitted late may not be reimbursed. Reimbursement will be made on the next available check run once all approvals are received by the Finance Department. Equipment or other physical items are not eligible for reimbursement.

10.4 Reimbursement for Damaged Property. The City agrees to compensate employees who sustain a financial loss for damage or loss of personal property while performing their required duties in a proper and safe manner, and when not due to negligence of the employee.

The following chart describes the maximum replacement or repair benefit that the City may provide:

Items Maximum Benefit
Watches $50.00
Shoes (excluding work boots/shoes reimbursed by the City) $45.00 Personal Clothing Items (excluding uniform apparel provided by the City) $60.00 Jewelry (rings, necklaces, etc.) Not Applicable
Prescription Eyeglasses/Contact Lenses Actual Cost of like replacement Safety Equipment (Dept. Head approved employee purchased items) Actual Cost of like replacement The affected employee must submit a completed claim form to their supervisor along with the damaged personal item. For additional information on this benefit, please refer to the City’s policy.

10.5 Education Assistance Program. The City will reimburse costs for education based upon IRS Regulation 1.162-5, as noted here: “Employer-paid education that is related to the employee’s current job is excluded from income as a working condition fringe benefit if the following conditions are met:

10.5.1. The courses must not be necessary to meet the minimum education requirements of the current position.

CECC MOU 2025-2027 [9]

10.5.2. The courses are not taken to qualify the employee for a promotion or transfer to a different type of work.

10.5.3. The education must be related to the employee’s current position and must help maintain or improve the knowledge and skills required for that job (e.g., a refresher or update course). If the requirements change while the employee is working, employerpaid education designed to meet them is a working condition fringe benefit.

10.5.4. All education reimbursement must be pre-approved (before classes start) by the department head and the City Manager.

For additional information and how to utilize this benefit, please refer to the City’s Education Assistance Program Policy.

11. Health and Welfare Insurance

11.1 Employer Contribution for CalPERS Health Insurance. The City will contribute $250.00 per month toward the cost of the CalPERS Health Premium for both permanent full-time employees and retirees. This amount must never be less than the amount specified in Gov. Code Section 22892(b).

11.2 Flexible Benefit Plan. The City will establish a flexible benefit plan for employee health benefits in accordance with IRS Code Section 125 (Cafeteria Plan), with the following provisions:
a. The City will additionally cover the difference between the amount in 11.1 and 100% of the premium for the employee (“Single”) under the CalPERS Gold medical plan. b. The City will cover 80% of the cost of the 2-Party or Family premium for the CalPERS Gold medical plan that is over and above the cost of the Single premium. c. If an employee chooses the CalPERS Platinum plan, the City will cover the amounts identified in paragraphs (a) and (b), as applicable, and the employee will be responsible for the remainder.
d. The City will pay 100% of the employee premium costs for vision insurance, dental insurance, ground and air ambulance insurance. Ground and air ambulance subscriptions may not apply to remote work employees if the service provider is not available in their area.
e. In order to be excluded from the requirement for the CalPERS Gold Health Plan, the employee must submit verification of enrollment in a group health plan that provides equivalent alternative coverage as required by the Patient Protection and Affordable Care Act.
f. Full-time regular employees who opt out of City’s health plan due to enrollment in another group health plan (under the Affordable Care Act) will receive a $700 per month cash-in-lieu benefit payment.

11.3 Medical Insurance Coverage. The City Agrees to offer CalPERS Health Coverage to the employees covered by this M.O.U., and the employee’s qualified dependents.

11.3.1. As required by the CalPERS Health Program, eligible retirees of the CECC are qualified to participate in CalPERS Health Plans. The City will not make an CECC MOU 2025-2027 [10]
employer contribution to an optional (non-CalPERS) health coverage plan after retirement by an eligible retiree of the CECC.

11.3.2. The City agrees not to change the insurance carrier or the scope of coverage without concurrence of the CECC.

11.4 Dental Insurance Coverage. The City agrees to continue to provide a group dental plan to the employees covered by this M.O.U. The coverage will include the employee and his or her qualified dependents.

The carrier of this coverage will not be changed without satisfying the same conditions as provided for a change of the medical insurance carrier.

11.5 Vision Care Insurance Coverage. The City agrees to continue to provide a group vision care plan for the employees covered by this M.O.U. The coverage will include the employee and his or her qualified dependents.

11.6 Air Ambulance Insurance Coverage. The City agrees to continue to provide air ambulance insurance coverage for the employees covered by this M.O.U., except for applicable exclusions. The coverage will include the employee and qualified dependents. Air ambulance insurance may not apply to remote work employees if the service is not available in their area.

11.7 Life Insurance Coverage. The City agrees to continue to provide life insurance coverage for permanent full-time employees in an amount equal to one and one-half (1.5) times the employee’s annual salary, rounded to nearest whole thousand-dollar figure.

11.8 Long-Term Disability Insurance Coverage. The City agrees to continue to provide Long-Term Disability Insurance coverage to the permanent employees. Effective on the first day of the month following City Council approval of this MOU, the monthly premiums will be paid by the City.

11.9 Benefits During Leave: Family and Medical Leave (FMLA) and California Family Rights Act (CFRA). An employee taking family/medical leave will be allowed to continue participating in any health and welfare benefit plan in which he or she was enrolled before the first day of leave (for a maximum of 12 workweeks) at the level and under the same conditions of coverage as if the employee had continued in employment for the duration of such leave.

11.9.1 Group health insurance coverage will be continued in the same manner for up to 16 weeks for employees disabled due to pregnancy, childbirth or related medical condition.

11.9.2 The City will continue to make the same premium contributions as if the employee had continued working.

11.9.3 The continued participation in health benefits begins on the date leave first begins under the Family Medical Leave Act (FMLA) or under the California Rights Act (CFRA).

11.9.4 All employees must notify the Human Resources Manager at (707) 464- 7483 ext. 19 or (707) 954-7245 as soon as possible regarding FMLA for their own serious health condition or that of a family member. For additional information on Family and Medical Leave, refer to the City of Crescent City’s FMLA policy.

CECC MOU 2025-2027 [11]

11.10 When Benefits Terminate. CalPERS health benefits terminate the last day of the month after the employee separates, ends coverage, or becomes ineligible. For example, if an employee separates May 15, health coverage will end June 30. Dental and vision benefits terminate the last day of the month in which the employee separates, ends coverage, or becomes ineligible.

For example, if an employee separates May 15, dental and vision coverage will end May 31. All other benefits terminate at the time of separation.

12. City-Designated Holidays
The City agrees to provide to the employees covered by this M.O.U. the following holidays off from work and with pay:

New Year’s Day January 1
Martin Luther King Day January (3rd Monday)
President’s Day February (3rd Monday)
Memorial Day May (Last Monday)
Fourth of July July 4
Labor Day September (1st Monday)
Veteran’s Day November 11
Thanksgiving Day November (4th Thursday)
Day after Thanksgiving November (4th Friday)
Christmas Day December 25
Two Christmas Season holidays To be designated annually by the City Administration with concurrence from each
Employee Association.

Two Floating Holidays To be designated by the employee with approval from the Department Head.

Should any of the above-mentioned holidays fall on a Saturday, the employees will have off the Friday before the holiday with pay. Should any of the above-mentioned holidays fall on a Sunday, the employees will have off the Monday following the holiday with pay. If a City-designated holiday falls on the “off” Friday for any employee working a 9-80 schedule, then the employee will receive an 8-hour floating holiday in lieu of an additional paid day off.

13. Leaves

13.1 Unpaid Leave of Absence. Except as otherwise provided herein, leaves of absence without pay that are in the best interest of the City may be granted by approval of the City Manager. Requests for leaves of absence without pay shall be submitted in writing by the employee to the Department Head who will consider each request on its individual merits and circumstances and will forward his or her recommendations to the City Manager for approval.

Reasons for rejection of such request will be submitted to the employee by the department head.

In all cases covered by the Family Medical Leave Act, the City shall provide leave in accordance with the requirements of the Act.

13.2 Mandatory Use of Paid Leave. During any absence from work, employees must use available leave accruals in accordance with City leave policies to ensure they receive 80 hours of regular pay per pay period, unless the leave is protected by FMLA/ CFRA or workers’ compensation.

CECC MOU 2025-2027 [12]

13.3 Leave Accruals While on Leave. In the event of an extended leave of absence, of twenty (20) work days or more, accruals will temporarily stop until the employee returns to work.

Employees on unpaid leave (of any length) will have their sick and vacation leave accruals reduced proportionately for that pay period, unless the leave is protected by FMLA/ CFRA or workers’ compensation. Upon the employee’s return to work, accruals will be restarted at the same rate that the employee was entitled to before taking the leave, based on his or her length of service.

Employees must utilize any unused balances (i.e., sick, comp time, floating holidays, vacation) during their leave time but will not continue to accrue until they return to work.

13.4 Order of Leave Taken. Use of any accrued leave must be taken in the following order:
1) Compensatory time off;
2) Floating holidays;
3) Vacation.

13.5 Leave Hours Charged to Employee. Employees taking time off will be charged eight (8) or nine (9) hours sick/floating holiday/vacation leave depending on the number of hours the employee would normally work on that day.

13.6 Vacation.

13.6.1 Accrual Schedule. The following vacation accrual schedule will be effective on the first pay period after the effective date of this M.O.U. Leave is earned at the end of the pay period. Leave may not be used before it is earned.

Length of Service Bi-Weekly Accrual Rate
Date of Employment thru 12th month 4.0 Hours
13th month thru 120th month 5.23 Hours
121st month & beyond 6.15 Hours

13.6.2 Utilization. Employees covered by this M.O.U. may not accrue vacation beyond four hundred (400) hours. Vacation leave may not be used by an employee with less than six (6) months of employment, unless they have prior approval of the City Manager. Employees will be compensated at their current rate of pay when vacation leave is used, cashed out, or paid out upon employee separation.

13.6.3 Elective Vacation Cash-Out Plan.
a. Employees have the elective option to cash-out up to forty (40) hours of accrued vacation leave once every six (6) months. An employee must have a minimum balance of 240 hours of accrued vacation at the time of the cash-out request. An employee must have used at least forty (40) hours of vacation in the previous twelve (12) month period. b. Employees who want to cashout vacation leave must irrevocably elect to do so by December 31 to cashout the following calendar year (beginning with December 2026 for cashouts in the 2027 calendar year). The requirements for accrued leave balance and leave used will be calculated as of the date of the cashout request. Employee must earn the cashout hours in the calendar year of the cashout payment, prior to the actual cashout.

Employee cannot cashout hours that were earned the year before. Cashouts will only be allowed the first pay period paid in June and the first pay period in December of each calendar year (beginning with calendar year 2027). Employee must sign a form in CECC MOU 2025-2027 [13]
December of the prior year stating which cashout date they are choosing (June, December, or both) and how many hours to cashout on each of those dates. The employee cannot decide afterward to not cashout. If the employee uses so many vacation hours in the year prior to the cashout that the employee no longer has enough hours accrued to fulfill the cashout request, the City must cash out the number of hours available to be cashed out.

13.7 Sick Leave. It is the policy of the City that sick leave is not to be considered a privilege for an employee to use at his or her discretion, but is to be provided as a benefit to be used in case of necessity for an actual illness or disability. It is the responsibility of the Department Head to deny the use of sick leave with pay in cases where there is substantial evidence of abuse of the sick leave privilege.

13.7.1 Accrual Schedule. All employees, except part-time, temporary and seasonal employees, will be eligible for accrual of sick leave effective from their date of hire. The accrual of sick leave will be four (4) hours per pay period, with an accumulation limit of 720 hours. Leave is earned at the end of the pay period. Leave may not be used before it is earned.

13.7.2 Utilization. Employees may utilize accrued sick leave after their first month of employment. Sick leave with pay will be granted upon the recommendation of the Department Head in a case of the bona fide illness of the employee. Sick leave with pay may be used for the following services: diagnostic procedures, dental procedures and ophthalmology services when performed by a duly licensed practitioner. a. The employee may be required to file a physician’s or dentist’s statement, or a personal affidavit with Human Resources stating the cause of absence before such leave with pay will be granted. After an employee has notified the City of their intention to leave City service, no sick leave will be granted for that employee unless they provide a doctor’s written statement for the missed time. b. Sick leave applies to absences during pregnancy that are caused by illness due to pregnancy or the attending physician’s order that the employee is unable to work due to the pregnancy. All situations involving pregnancy disability will be addressed in accordance with the provisions of the Family Medical Leave Act (FMLA) and current state Pregnancy Disability Leave (PDL) laws. A female employee, filling a regular Council approved position shall be entitled to a total of four (4) months leave of absence (with and/or without pay) due to pregnancy disability as determined by a qualified medical provider.

13.7.3 After four (4) consecutive days of illness, an employee may be required to provide a physician’s “return to work” release in writing.

13.7.4 Employees who violate or misuse the sick leave provisions may be required to provide a physician’s report for each day off when sick leave is requested, and upon further misuse, the employee may be disciplined. Examples may include but are not limited to instances involving patterned absences or utilizing sick leave for reasons other than illness, medical condition, or medical/dental appointments.

13.7.5 Employees returning from sick leave with restrictions must accept light duty when offered. Failure to do so will be considered a voluntary quit and employment will be terminated.

13.7.6 An eligible employee may take sick leave in the event of a serious illness or medical condition for a member of the employee’s immediate family. The employee CECC MOU 2025-2027 [14]
may be required to file a physician’s or dentist’s statement, or a personal affidavit with Human Resources stating the cause of absence before such leave with pay will be granted.

For purposes of this section, immediate family is defined as:
a. A child (biological, adopted, or foster child, stepchild, legal ward, or child to whom the employee stands in loco parentis, regardless of the age or dependency status);
b. A biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic parent, or a person who stood in loco parentis when the employee was a minor child; c. A spouse;
d. A registered domestic partner;
e. A grandparent;
f. A grandchild;
g. A sibling.

13.7.7 In the event a scheduled medical or dental appointment for the eligible employee’s immediate family that requires the employee’s absence from work, the employee may use sick time. Immediate family is defined as the same family members as noted above in section 13.7.6.

13.7.8 In the event of a voluntary or involuntary transfer of any employee within the City, the employee’s leave credits will also be transferred in their full amount.

13.7.9 The City has entered into an agreement with the PERS whereby accumulated sick leave is converted to additional service credit upon retirement.

13.7.10 Conversion to Sick Leave Bank. Any employee whose available sick leave accrual equals or exceeds seven hundred twenty (720) hours at the end of a bi-weekly pay period must, for the next pay period and any subsequent pay periods until the accrual is below the 720 hours, be compensated by having his or her normal accrual amount for the pay period deposited into a “sick leave bank-CECC.” a. Use of sick leave hours from this time bank will be by approval of such procedures as are mutually agreed upon by the CECC and the City Manager. b. Total sick leave bank accruals deposited may not exceed 960 hours available at any time.
c. In the event the employee reaches the maximum vacation accrual, no further accruals or conversion may occur.

13.8 Occupational Medical Leave. An employee who is receiving temporary disability indemnity under applicable Workers’ Compensation provisions of the California Labor Code, may choose to take as much of his or her available sick leave or vacation leave in such amounts that when added to the temporary disability payment, the employee will receive an amount equal to his or her full salary or wage. Such supplemental payments may continue until all accrued balances are exhausted or the employee returns to work. Such payments will not be continued beyond the date of termination of employment whether voluntary or involuntary.

13.8.1 In all cases covered by the Family Medical Leave Act, the City will provide leave in accordance with the requirements of the Act.

CECC MOU 2025-2027 [15]

13.8.2 Once paid leave options are exhausted, the accrual of sick and vacation leave benefits will be discontinued until the employee returns to work.

13.8.3 The City Manager (or Human Resources or designee) may grant a leave of absence without pay to any employee who is disabled by job injury or illness. The duration of the unpaid medical leave of absence will depend upon the nature and extent of the employee’s disability or incapacity to perform the essential functions of the job position, but in no event will a medical leave be granted for longer than one year, measured from the time the employee is unable to work in his or her regular job position.

13.8.4 Leave may be terminated by the City Manager when he or she determines to his or her satisfaction that the employee is permanently disabled and unable to perform the duties of the class. Such determination may be considered pursuant to the California Public Employees’ Retirement Law: “disability” means the inability of a employee to perform the duties of the job for a permanent or extended and uncertain duration, as determined on the basis of a competent medical opinion. Disability is not necessarily an inability to perform every function of a given position. Rather, the determination of whether the employee can substantially perform his or her usual duties.

13.8.5 In all situations of Occupational Medical Leave, employees must comply with the City’s Work Related Injury or Illness Return-To-Work Policy.

13.9 Parenting Leave. Parenting leave will be considered leave without pay and provided in accordance with applicable federal and state laws; specifically, Family Medical Leave (FMLA) and current California Family Rights Act (CFRA) laws for the birth or adoption of a child or placement of a foster child. In the event that an employee does not meet the eligibility requirements for FMLA or CFRA, an unpaid leave of absence may be approved by the employee’s Department Head and the City Manager. Use of sick leave may not be taken for parenting leave purposes.

The City will make available forty (40) hours of paid leave in lieu of not participating in Employment Development Department (EDD) programs that may have provided Paid Family Leave for parenting leave purposes.

13.10 Bereavement Leave. Upon the death of a family member, permanent employees are eligible for bereavement leave of up to a maximum of 5 work days with pay. Family member means a child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law as defined in Government Code Section 12945.2.

The City Manager may grant additional time based on individual circumstances. The City Manager may approve other bereavement leave requests on a case-by-case basis.

13.11 Reproductive Loss Leave. Permanent employees are eligible for reproductive loss leave for a maximum of five (5) workdays per incident with pay. Upon the prior approval by the employee’s department head, the employee may utilize reproductive loss leave upon the occurrence of a qualifying event. A qualifying reproductive loss event includes and is limited to failed adoption, failed surrogacy, miscarriage, stillbirth, or unsuccessful assisted reproduction.

The leave must be taken with three (3) months of the qualifying event.

13.12 Jury Duty/Witness Testimony Leave. All employees are eligible for jury leave when called by the court to serve as a juror or provide witness testimony. Employees will receive CECC MOU 2025-2027 [16]
their normal compensation so long as the City is reimbursed by the employee for juror or witness fees received.

The employee must provide to their Department Head a copy of the summons, notice, or subpoena directing the employee to appear in court. On a day an employee reports for jury duty and learns that services are not needed that day, the employee must return to work for the balance of the regular work shift.

13.13 Military Leave. The City will provide military leave as required by California State Law.

13.14 Leave of Absence Without Pay. An employee will not be entitled to a leave of absence as a matter of right, but upon request may be granted a personal leave of absence without pay upon the presentation of a valid and satisfactory reason. The approval or denial of such leave is not subject to the grievance or complaint procedure.

13.14.1 An employee must request the leave of absence in writing (Time Off Request form) at least 30 days in advance for a planned leave.

13.14.2 The time off must be approved by the Department Head and City Manager before beginning the leave of absence.

13.14.3 Such leave will not be approved in excess of one hundred twenty (120) calendar days in duration, except that the City Manager, upon the recommendation of the employee’s Department Head, may approve one subsequent ninety (90) calendar day leave of absence without pay.

13.14.4 Failure to return to work at the end of the approved leave period will constitute a separation from service of that employee as a voluntary resignation.

13.14.5 The employee will not accrue any benefits, nor will City pay for any benefits during such approved leave of absence without pay.

13.15 Unauthorized Absence – Automatic Termination. An employee absent for more than three (3) working days without prior permission of the Department Head may be considered to have automatically terminated employment with the City. Such termination will be final and without right or appeal or hearing unless said employee furnishes reasons satisfactory to the Department Head and City Manager for not having obtained prior permission.

13.16 Return to Work Requirements. At least one (1) week prior to the expiration of the approved leave of absence, with or without pay, the employee must notify the Department Head of the employee’s intention to return to work. Upon the expiration of an approved leave, the employee shall return to work on the next following regular work day. Failure to return to work will be considered a voluntary resignation on the part of the employee unless prior approval is obtained from the employee’s Department Head and Human Resources.

13.17 Determination of Continuous Service. The length of an employee’s service will be considered continuous while the employee is on an approved leave of absence, with or without pay, and if the employee returns to work on the required return to work day.

Upon re-employment from an involuntary layoff, the employee’s previously accrued sick leave credits will be restored. An employee returning from a voluntary resignation will not receive any credits by virtue of their previous employment towards any leave accrual or restoration.

CECC MOU 2025-2027 [18]
CECC Pay Schedule – Exhibit A
Effective 7/2025
The parties hereto agree to the following pay schedule for the following positions effective the first complete pay period in Fiscal Year 2025-2026. This pay shall be made retroactive to the first complete pay period in FY 25/26 for all employees employed with the City as of January 1, 2026.

All figures are described in hourly rates.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Account Clerk 2 18.81

19.75 20.74

21.78 22.87

24.01 Office Technician 2 18.81

19.75 20.74

21.78 22.87

24.01 Administrative Assistant
6 20.76 21.80 22.89 24.03 25.23 26.49
Community Development
Specialist 7 21.28

22.34 23.46

24.63 25.86

27.15 Utility Billing Specialist 7 21.28

22.34 23.46

24.63 25.86

27.15 Records Specialist 10 22.92

24.07 25.27

26.53 27.86

29.25 Tenant Services
Technician 10 22.92

24.07 25.27

26.53 27.86

29.25 Administrative Specialist 12 24.08

25.28 26.54

27.87 29.26

30.72 Executive Assistant to the
Chief 12 24.08

25.28 26.54

27.87 29.26

30.72 The parties agree that the above pay schedule shall continue in future agreements; however, the exact pay level for each step may vary as agreed upon by the parties.

CECC MOU 2025-2027 [19]
RULES FOR PAY STEP PROGRESSION: Employees may move through the Steps in the following manner and at the discretion of the Department Head upon City Manager concurrence.

STEP 1: Entry Step. The employee is normally hired at this pay step.

STEP 2: Second Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employees progress to this step upon six months of satisfactory performance in Step 1 or at the discretion of the Department Head and City Manager.

STEP 3: Third Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employees progress to this step upon twelve (12) months of satisfactory performance in Step 2, or at the discretion of the Department Head and City Manager.

STEP 4: Fourth Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employees progress to this step upon twelve (12) months of satisfactory performance in Step 3, or at the discretion of the Department Head and City Manager.

STEP 5: Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 4, or at the discretion of the Department Head and City Manager.

STEP 6: Effective the first full pay period following the adoption of this MOU, Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 5 and having obtained all certifications required by their job description. • The employee’s supervisor shall evaluate the employee’s performance in the time periods provided for by each pay step to determine if the employee shall progress to the next pay step. Employees at Step 5 will also be evaluated by the employee’s supervisor to determine performance strengths and weaknesses.
• All employee evaluations shall be reviewed by the employees’ Department Head and City Manager.
• The supervisor shall notify the employee at least ten (10) days prior to the employee’s due date for a pay increase as to whether or not the supervisor will recommend a pay step increase for the employee. Employees may utilize the grievance procedure should an employee object to the supervisor’s decision in this matter. • Notwithstanding any of the above, employees who are promoted shall be placed in the pay step of the new classification which provides the employee a minimum increase of five (5) percent unless the pay at the new classification is already at Step 5. • Employees who are demoted for disciplinary reasons will be paid at the salary of the same step within the lower pay classification.
• Employees who are transferred from one position to another of equal pay shall not be increased or decreased in respect to their present pay.

CECC MOU 2025-2027 [20]
CECC Pay Schedule – Exhibit A
Effective 7/2026
The parties hereto agree to the following pay schedule for the following positions effective the first complete pay period in Fiscal Year 2026-27, by an amount equal to the CPI-U (LA) percentage increase measured by March 2026 over March 2025, not to be less than 1.0% nor more than 3.0%. When the March index becomes available, those wages shall be figured and the wage schedule updated and attached hereto.

All figures are described in hourly rates.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Account Clerk 2
Office Technician 2
Administrative Assistant
6 Community Development
Specialist 7
Utility Billing Specialist 7
Records Specialist 10
Tenant Services
Technician 10
Administrative Specialist 12
Executive Assistant to the
Chief 12
The parties agree that the above pay schedule shall continue in future agreements; however, the exact pay level for each step may vary as agreed upon by the parties.

CECC MOU 2025-2027 [21]
RULES FOR PAY STEP PROGRESSION: Employees may move through the Steps in the following manner and at the discretion of the Department Head upon City Manager concurrence.

STEP 1: Entry Step. The employee is normally hired at this pay step.

STEP 2: Second Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employees progress to this step upon six months of satisfactory performance in Step 1 or at the discretion of the Department Head and City Manager.

STEP 3: Third Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employees progress to this step upon twelve (12) months of satisfactory performance in Step 2, or at the discretion of the Department Head and City Manager.

STEP 4: Fourth Step. Employees may be hired at this step upon City Manager approval if conditions warrant such placement, otherwise employees progress to this step upon twelve (12) months of satisfactory performance in Step 3, or at the discretion of the Department Head and City Manager.

STEP 5: Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 4, or at the discretion of the Department Head and City Manager.

STEP 6: Employees may progress to this step upon twelve (12) months of satisfactory performance in Step 5 and having obtained all certifications required by their job description. • The employee’s supervisor shall evaluate the employee’s performance in the time periods provided for by each pay step to determine if the employee shall progress to the next pay step. Employees at Step 5 will also be evaluated by the employee’s supervisor to determine performance strengths and weaknesses.
• All employee evaluations shall be reviewed by the employees’ Department Head and City Manager.
• The supervisor shall notify the employee at least ten (10) days prior to the employee’s due date for a pay increase as to whether or not the supervisor will recommend a pay step increase for the employee. Employees may utilize the grievance procedure should an employee object to the supervisor’s decision in this matter. • Notwithstanding any of the above, employees who are promoted shall be placed in the pay step of the new classification which provides the employee a minimum increase of five (5) percent unless the pay at the new classification is already at Step 5. • Employees who are demoted for disciplinary reasons will be paid at the salary of the same step within the lower pay classification.
• Employees who are transferred from one position to another of equal pay shall not be increased or decreased in respect to their present pay.

CITY OF CRESCENT CITY RESOLUTION NO. 2026-07 Page 1
RESOLUTION NO. 2026-07

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

APPROVING A MEMORANDUM OF UNDERSTANDING AND SIDE LETTER AGREEMENT BETWEEN THE CITY OF CRESCENT CITY AND THE CRESCENT CITY POLICE OFFICERS’ ASSOCIATION EFFECTIVE JULY 1, 2025 THROUGH JUNE 30, 2027 WHEREAS, California Government Code Section 36506 requires that the City Council fix, by resolution or ordinance, the compensation of all appointive officers and employees; and
WHEREAS, pursuant to the City Council’s direction, the City’s bargaining team has negotiated in compliance with the Meyers-Milias-Brown Act and all other applicable requirements to reach agreement with the Crescent City Police Officers Association (“CCPOA”) upon a new Memorandum of Understanding (“MOU”) that meets the needs of both parties and covers the period July 1, 2025 through June 30, 2027; and WHEREAS, the parties have additionally agreed to continue the Lateral Hiring Bonus Program by way of a side letter agreement; and
WHEREAS, a majority of the bargaining unit members of the CCPOA have voted in favor of the MOU and the Side Letter Agreement; and
WHEREAS, the MOU and Side Letter Agreement have been recommended for approval by the City Manager and reviewed by the City Council.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Crescent City, California that the Memorandum of Understanding Between the City of Crescent City and the Crescent City Police Officers Association for July 1, 2025 through June 30, 2027 signed by the parties and attached hereto as Exhibit A is hereby ratified and approved.

BE IT FURTHER RESOLVED that the Side Letter Agreement to continue the Lateral Hiring Bonus Program signed by the parties and attached hereto as Exhibit B is hereby ratified and approved.

PASSED AND ADOPTED and made effective the same day by the City Council of the City of Crescent City at a meeting thereof held on this 17th day of February 2026, by the following polled vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________________
Isaiah Wright, Mayor
ATTEST:
__________________________
Robin Altman, City Clerk
Memorandum of Understanding
Between the
City of Crescent City
And the
Crescent City Police Officers Association
Effective July 1, 2025
Through
June 30, 2027
CCPOA MOU 7/1/2025 – 6/30/2027 Page | 2
This page intentionally left blank.

CCPOA MOU 7/1/2025 – 6/30/2027 Page | 3
Table of Contents
SECTION I - PURPOSE....................................................................................................................................4 SECTION II - EFFECT OF M.O.U. ....................................................................................................................4 SECTION III - DEFINITIONS............................................................................................................................4 SECTION IV - RECOGNITION .........................................................................................................................4 SECTION V - EMPLOYER-EMPLOYEE RELATIONS RULES..............................................................................4 SECTION VI – WAGES....................................................................................................................................5 A. WAGES..................................................................................................................................................5 B. PAY PERIOD ..........................................................................................................................................5 C. OVERTIME.............................................................................................................................................5 D. HOLIDAY PAY........................................................................................................................................7 E. POLICE PROFESSIONALISM PAY PROGRAMS.......................................................................................7 F. FTO PAY.................................................................................................................................................8 G. ASSIGNMENT PAY ................................................................................................................................9 H. BI-LINGUAL COMPENSATION ..............................................................................................................9 I. SHIFT DIFFERENTIAL ..............................................................................................................................9 SECTION VII - HOURS....................................................................................................................................9 A. EMPLOYEE STATUS...............................................................................................................................9 B. REPORTING PLACE..............................................................................................................................10 C. WORK DAY DESCRIBED ......................................................................................................................10 D. LONGEVITY .........................................................................................................................................10 E. REPORTING TIME................................................................................................................................11 SECTION VIII - BENEFITS .............................................................................................................................11 A. PUBLIC EMPLOYEES’ RETIREMENT SYSTEM (PERS) PROGRAM........................................................11 B. DEFERRED COMPENSATION...............................................................................................................12 C. UNEMPLOYMENT COMPENSATION...................................................................................................12 D. WORKERS’ COMPENSATION..............................................................................................................12 E. HEALTH AND WELFARE INSURANCE ..................................................................................................13 F. HOLIDAYS............................................................................................................................................16 G. LEAVES................................................................................................................................................17 H. FIREARM PURCHASE PROGRAM .......................................................................................................24 SECTION IX -MISCELLANEOUS PROVISIONS ..............................................................................................25 A. SHIFT POLICY:.....................................................................................................................................25 B. PROBATION PERIOD/PAY STEP INCREASES:......................................................................................26 SECTION XI - DURATION OF M.O.U............................................................................................................27 A. DURATION..........................................................................................................................................27 B. SEVERANCE & CONTINUATION..........................................................................................................27 C. WAIVER...............................................................................................................................................27 D. PROCEDURE TO FURTHER MEET AND CONFER.................................................................................27 CCPOA MOU 7/1/2025 – 6/30/2027 Page | 4

SECTION I - PURPOSE
The purpose of this Memorandum of Understanding (M.O.U.) is to describe certain agreements between the City of Crescent City, hereinafter referred to as “City” and the Crescent City Police Officers’ Association, hereinafter referred to as “CCPOA,” regarding wages, hours, and other terms and conditions of employment for the City’s public safety employees covered by this M.O.U. originally adopted by City Council Resolution No. 1988-35 and as amended by Council Resolution No. 1991-42 dated 8-5-91, Resolution No. 1994-22 dated 7-18-94, Resolution No. 1995-28, and Addendum dated 3-18-97, Resolution No. 1999-15, Resolution No. 2002-5, Resolution 2003-02, Resolution No. 2006-18, Resolution No. 2009-44, Resolution No. 2013-20, Resolution 2016-22, Resolution No. 2018-34, Resolution No. 2020-45, Resolution No. 2020-92 dated 11-16-2020, Resolution No. 2021-45 dated 8-16-2021, Resolution No. 2022-59 dated 9-19- 2022, and Resolution No. 2023-36 dated 6-5-2023.

SECTION II - EFFECT OF M.O.U.

This M.O.U. shall comply with all local, State, and Federal regulations applicable to such agreements. If any provisions of this M.O.U. violate said regulations, the M.O.U. may be amended at any time to conform to local, State and Federal law. This agreement is by reference incorporated into the City budget process.

SECTION III - DEFINITIONS
Except as otherwise provided herein, all words used in this M.O.U. shall have the same meaning as set forth in the City’s Municipal Code, the City’s Employer-Employee Relations Rules or the State of California’s Government Code.

SECTION IV - RECOGNITION
The City agrees to recognize CCPOA as the recognized employee organization representing those City employees who are members or associate members of CCPOA at the time of the City’s adoption of this M.O.U., and those employees who become members of CCPOA during the term of this M.O.U. This recognition supersedes any former recognition and continues for the term of this M.O.U., unless CCPOA violates any terms or conditions of this M.O.U. or any City rule or regulation which may cause the termination of this recognition by the City, as per the Crescent City Municipal Code.

SECTION V - EMPLOYER-EMPLOYEE RELATIONS RULES
The parties hereto agree that the City’s Employer-Employee Relations Rules, as included in the City’s Municipal Code, shall continue in full force and effect for the term of this M.O.U., except that Section 8-220 shall be void for the purpose of disciplinary action. The City shall follow current laws and regulations including, but not limited to, the Police Officers’ Bill of Rights in the implementation of disciplinary action.

With respect to Section 8-253-A(4)(ii) and (iii) of the City’s Employer-Employee Relations Rules, Grievance Procedures, the following shall apply: During the second level of review, the CCPOA MOU 7/1/2025 – 6/30/2027 Page | 5
department head shall have five (5) working days in which to schedule an investigation as he deems necessary and shall render a written decision. Further, should the employee still be aggrieved, the employee may appeal the decision within ten (10) working days of receipt of the written decision.

A hearing shall be conducted by a three (3) member panel consisting of a CCPOA member, a City representative, and a mediator from the California State Conciliation and Mediation Service, at no cost to the City. The panel’s decision shall be advisory only to the City Manager.

SECTION VI – WAGES
A. WAGES
City agrees to compensate the employees covered by this MOU as described below:

1. Effective the first full pay period in July of 2025, the pay scales as set forth on Exhibit A shall apply to all classifications listed therein.

2. Effective the first full pay period in July of 2026, all pay scales set forth in Exhibit A shall be increased by the annual percentage increase indicated by the CPI-U (LA) March 2026 over March 2025. In no event, however, may the increase be less than

1.0% nor more than 3.0%.
***Refer to Exhibit “A”, the pay scale table, which will be updated as numbers for the annual CPI are known.

B. PAY PERIOD
The City agrees to continue the biweekly pay period for the term of this M.O.U. The pay period will be from the Sunday to the Saturday fourteen (14) calendar days thereafter. The pay date will be biweekly on Friday. Employees must be compensated for their services within five (5) working days after the conclusion of a pay period.

C. OVERTIME
Non-exempt employees are eligible for overtime compensation as required by the regulations of the U.S. Department of Labor with respect to the Fair Labor Standards Act (FLSA).

For the purpose of this section, guidelines established under FLSA shall provide relative to hours, overtime provisions, and other compensable items. Vacation and sick leave time shall qualify toward the employee’s total work week hours for computation of overtime. All overtime compensation is subject to the approval of the department head. For the purpose of this M.O.U., the work period shall be eighty (80) hours within a fourteen (14) day period.

1. Employees called out to work on an emergency or call-out during a scheduled-off time period shall receive at a minimum two (2) hours of overtime pay for any call-out lasting less than two (2) hours. For emergencies or call-outs lasting two (2) hours or longer, the employee shall receive the normal overtime rate for all such time spent on the emergency or call-out. The City shall provide a paid meal for each employee working in a call-out emergency lasting more than CCPOA MOU 7/1/2025 – 6/30/2027 Page | 6
five (5) hours in duration. If an employee receives another call-out within the first two (2) hours of a previous call-out, the call-out will be treated and calculated as one (1) call-out.

2. Employees assigned to work overtime at either the beginning or at the end of a normal work shift shall be compensated for only such time actually spent working. No minimum is guaranteed for such work.

3. Court time:
(a) If an officer appears in court, in his/her capacity of a police officer while off duty, he/she shall receive a minimum of three (3) hours pay at his/her overtime rate.

It is recognized by the City and CCPOA that this provision is designed to compensate the employee for the inconvenience of reporting to court off-duty, and therefore, the employee is not expected to stay beyond the required court appearance. However, the employee is expected to report to work during periods of extended waiting.
(b) If an officer is ordered by his supervisor to call the District Attorney or his office while not on duty, he/she shall be compensated at his/her overtime rate for a minimum of two (2) hours. If the District Attorney or his office, with the approval of the officer’s supervisor or the Chief of Police, calls the officer, the officer shall be compensated at his/her overtime rate for a minimum of two (2) hours.

4. Compensatory Time Off Plan:

This plan will be subject to the following conditions and restrictions in addition to the limits set by state and federal law.
a. When overtime is authorized by the supervisor, a police officer may at his/her option elect to have 1.5 hours for each hour of overtime worked added to his/her Comp Time Bank. The election will be made at the time the overtime is worked and shall not be changed later. The maximum allowed to be accumulated in an officer’s Comp Time Bank will be one hundred sixty (160) hours.
b. The maximum accrual allowed at the end of the City’s fiscal year will be sixty (60) hours.

Cash out down to 60 accumulated hours will be mandatory at the end of the City’s fiscal year, i.e., the last payroll ending in June. No comp time may be accrued in a pay period that would result in a balance greater than 60 hours as of June 30. Employees will be paid overtime instead. c. At the request of employee, upon a five working day written notice, the City will pay overtime compensation in cash in lieu of compensating time off for any compensating time off that has accrued for at least two pay periods. Cashout of such time will be made on the next available pay period.
d. Use of accrued compensation time off is subject to the same requirements as use of vacation or sick pay.

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e. The compensation amount for use or cash out will be according to California Labor Code, i.e., “If compensation is paid to an employee for accrued compensating time off, the compensation will be paid at the regular rate earned by the employee at the time the employee receives payment.”
D. HOLIDAY PAY
The parties hereto agree that holiday pay shall be provided to those employees covered by this agreement who are assigned to work on City-designated holidays. Holiday pay shall be equal to the employee’s regular hourly rate of pay (as of the payment date) times ninety-eight hours to be provided in a lump sum payment on or before the first Friday in December of each year. Employees who are employed for less than one (1) year prior to the payment date shall be paid seven (7) hours of pay for each month of full-time probationary or permanent employment.

Employees promoted, transferred or terminated during the year shall receive seven (7) hours of pay for each full month of full-time permanent employment in a qualified position.

Holiday pay may not be used as paid time off nor cashed out at any time other than the established pay period in this section or upon employee separation Non-sworn employees (recruits) will not receive holiday pay and instead will receive paid holidays off with overtime for actual hours worked on the holiday, for those holidays designated in Section VIII (F).

E. POLICE PROFESSIONALISM PAY PROGRAMS
The City shall compensate the employees covered by this agreement for certain professionalism pay as follows:

1. California POST Intermediate Certificate or possession of an AA/AS Degree – An increase to base wage of three and one-half percent (3.5%).

2. California POST Advanced Certificate or possession of a BA/BS Degree from an accredited College/University – An increase to base wage of three and one-half percent (3.5%).

If an employee has both a POST Advanced Certificate and a BA/BS Degree, then the employee shall receive an increase to the base wage of 5%.

3. MA/MS Degree from an accredited College/University in a law enforcement related field approved by the Chief of Police and the City Manager – An increase to the base wage of 5%.

The Human Resources Manager must certify the qualifications being achieved by each officer and payment will be made with each bi-weekly paycheck. Professionalism pay is cumulative among POST certificates and/or among college degrees.

Professionalism pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Professionalism pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

EDUCATION ASSISTANCE PROGRAM
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The City will reimburse costs for education in accordance with current federal and state law provisions, as noted here: “Employer-paid education that is related to the employee’s current job is excluded from income as a working condition fringe benefit if the following conditions are met”:
(a) The courses must not be necessary to meet the minimum education requirements of the current job.
(b) The courses are not taken to qualify the employee for a promotion or transfer to a different type of work.
(c) The education must be related to the employee’s current job and must help maintain or improve the knowledge and skills required for that job (e.g., refresher or update courses). If the requirements change while the employee is working, employer-paid education designed to meet them is a working condition fringe benefit. (d) All education reimbursement must be pre-approved (before classes start) by the Chief of Police and the City Manager.
(e) Should the City require officers covered by this agreement to attend certain educational programs, the City shall pay the cost of tuition and materials pursuant to the schedule of authorized travel reimbursement in the City’s annual budget. (f) Should the program require the employee to leave Crescent City, the City shall pay the cost of transportation, travel and meals as per the City’s Travel & Expense Policy.

For additional information and how to utilize this benefit, please refer to the City’s Education Assistance Program Policy.

OUT-OF-CLASSIFICATION PAY FOR ACTING CHIEF OF POLICE.

The City agrees to provide a temporary pay adjustment for a sergeant assigned to work as acting chief of police during a duly issued “absence of command.” Such temporary pay adjustment shall begin on the first work day of the temporary assignment and continue through the term of the temporary assignment. The out-of-classification pay will be five (5) percent of the officer’s base wage and valid only for the period of time the officer is working the out-of-class assignment.

F. FTO PAY
While a member of the bargaining unit is training a probationary employee or reserve, he/she shall receive an additional five percent (5%) of his/her base hourly wage for the hours spent on training activities.

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G. ASSIGNMENT PAY
A member of the bargaining unit assigned to one or more of the following positions shall receive an additional five percent (5%) of his/her base hourly wage, for each such assignment, during the duration of the assignment(s):
• Detective/Investigator
• K-9 Officer
• School Resource Officer
• Motorcycle/Traffic Officer
Assignment pay will be paid during the duration of the assignment, regardless of whether the bargaining unit member is temporarily required to work patrol. The school resource officer (SRO), however, will only receive the SRO assignment pay during the academic school year and only for time spent performing SRO-related duties during the summer break for schools.

Assignment pay is calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Assignment pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

H. BI-LINGUAL COMPENSATION
Bargaining unit members approved by the Chief of Police and certified as bilingual who use their bilingual skills on a continuing basis shall qualify for bilingual pay in the amount of $65.00 per pay period. Use of bilingual skills includes any combination of conversational, interpretation, or translation work. The requirements for certification shall be as determined by the City with input from the CCPOA. No additional bargaining unit members may be approved for bilingual pay until the requirements for certification have been agreed upon.

I. SHIFT DIFFERENTIAL
Bargaining unit members assigned to work the “night shift” (1800-0600) shall receive an increase to base wages of one and one-half (1.5) percent for all such hours worked. The aforementioned incentive will be provided to bargaining unit members working on an overtime status as well.

SECTION VII - HOURS
A. EMPLOYEE STATUS
The City agrees to maintain an average eighty (80) hours each pay period for its permanent full-time positions. Employees must be assigned to work eighty (80) hours in each pay period in order to be classified as full-time employees.

1. Only permanent and probationary employees shall receive full or pro rata benefits hereafter stated in this M.O.U. Employees assigned to a position requiring less than full-time work will be considered part-time employees.

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2. Permanent part-time employees working twenty (20) hours or more per week will be eligible for all benefits to be provided in accordance with this M.O.U. to all permanent employees on a pro rata basis.

3. For the purposes of determining vacation and sick leave benefits, permanent part-time employees will accrue vacation and sick leave at a rate equal to the normal rate for their service longevity times the percentage of full-time that their average work week represents.

4. Employees assigned to a position requiring less than twenty (20) hours of work in each work week on an annual basis, or requiring less than an annual work schedule (less than 1,040 hours) shall, be considered temporary or seasonal employees.

5. Employees assigned to a position requiring twenty (20) hours or more of work in a work week on an annual basis may be considered either permanent part-time or temporary employees.

B. REPORTING PLACE
The parties hereto agree that employees shall report to their office or work station as assigned by their supervisor at the starting time as established by their department head.

Employees shall be ready to commence work at the start of the work day by being at their work station and ready to begin work.

C. WORK DAY DESCRIBED
The parties hereto agree that the normal work day for employees shall be eight (8) hours or 12 hours in any one work day, unless the Chief of Police after meeting and conferring with the CCPOA, assigns the employee to work a different schedule. Such shift change shall occur after the Chief has provided the employees a five (5) day advanced notice, except in the case of emergencies or manpower shortages. The employees who are assigned to a one (1) hour lunch break shall not be compensated for the hour unless the employee is required to work through the lunch break.

D. LONGEVITY
Employees will receive the following longevity pay for the corresponding years of fulltime continuous service with the City. For the purposes of computing years of service, the anniversary of full-time employment will be used for qualification.

Years of Service % of Base Hourly Pay
5 2.5%
10 2.5%
15 2.5%
20 2.5%
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Longevity pay is cumulative and calculated as a percentage of base hourly pay times (the number of regular hours worked plus paid leave hours used) in a pay period. Longevity pay is not paid for unpaid leave hours, unless used as part of a workers’ compensation TDD calculation.

E. REPORTING TIME
Employees shall, at the discretion of their department head and upon approval from the Human Resources Manager, have one-quarter (1/4) of one hour reduced from their pay for each fifteen (15) minutes they report to work later than their normal starting time. Employees who fail to report to work after the second thirty (30) minutes of their starting time shall have reduced from their pay one (1) hour of compensation. Continued tardiness for work shall result in disciplinary action against the employee.

Employees leaving their work area early without the prior authorization of their department head shall have their pay reduced in the same manner as is provided for employees who are late for work, and in addition, such absence may be considered as a refusal to work and as such shall be considered as grounds for disciplinary action.

SECTION VIII - BENEFITS
A. PUBLIC EMPLOYEES’ RETIREMENT SYSTEM (PERS) PROGRAM
Classic Members.

The City agrees to maintain a two percent (2%) at age Fifty (50) PERS Retirement Plan for the permanent employees who are “classic members”, as defined by CalPERS, by paying the PERS employer contribution.

Effective July 1, 2016, and through the term of this agreement, class members agree to continue to pay a 9% member contribution rate to PERS.

Employees shall remain responsible for the additional contribution per bi-weekly pay period for the ‘59 Survivor’s Continuance Benefit. The PERS program offered by the City for classic members consists of the PERS basic Safety plan of two percent (2%) at age fifty (50) program plus the ‘59 Survivor’s Continuance Benefit. The benefit calculation for classic members shall be the thirty-six (36) highest paid consecutive months’ compensation provision.

New Members.

The City agrees to provide a two and seven/tenths percent (2.7%) at age 57 PERS Retirement Plan for the permanent employees who are “new members”, as defined by CalPERS, by paying the PERS employer contribution rate. New members will pay 50% of the total annual normal cost of pension benefits for PERS retirement, rounded to the nearest one quarter of one percent, or the current member contribution paid by similarly situated classic members, whichever is greater, as determined annually by CalPERS. The benefit calculation for new members who are not transferred from a CalPERS or CalPERS reciprocal agency or who have a CCPOA MOU 7/1/2025 – 6/30/2027 Page | 12
break in service of six (6) months or longer shall be the thirty-six (36) highest paid consecutive months’ compensation provision.

Both “classic members” and “new members” shall pay their retirement contributions “pre-tax” in accordance with Internal revenue Code Section 414(h)(2).

B. DEFERRED COMPENSATION
The City agrees to make available to all employees covered in this M.O.U. a payroll deduction to allow the employees to participate in the Mission Square Deferred Compensation Program. These contributions shall be made by the employees on a voluntary basis.

C. UNEMPLOYMENT COMPENSATION
The City agrees to continue unemployment compensation coverage for its employees covered by this M.O.U. at the rate required by the California Employment Development Department. Upon resignation from the City, the employee shall provide to the City a statement as to the reason for their resignation, and their authorization for the City to release said information to the California Employment Development Department upon a request for information regarding an unemployment claim.

D. WORKERS’ COMPENSATION

1. Workers’ Compensation Coverage.

The City provides Workers’ Compensation coverage for the employees covered by this M.O.U. in accordance with state law.

2. Wellness Incentive.

The City agrees to reimburse each employee up to $360.00 annually for participation in wellness-related activities. Qualifying wellness-related activities are gym/health club memberships, fitness training instruction, fitness/exercise class, including mobile applications or online courses. The purpose of this program is to reduce Workers’ Compensation claims.

Employees must submit reimbursement requests no more than monthly and no less than quarterly for actual expenses incurred in that month or that quarter (including payment for a qualifying annual membership). If quarterly, Jan – Mar must be submitted in April; Apr – Jun must be submitted in July; Jul – Aug must be submitted in September; Jul – Sep must be submitted in October; and Oct – Dec must be submitted in January. Receipts submitted late may not reimbursed. Reimbursement will be made on the next available check run once all approvals are received by the Finance Department. Equipment or other physical items are not eligible for reimbursement.

3. Reimbursement for Damaged Property.

The City agrees to compensate employees who suffer a financial loss for damage or loss of personal property while performing their required duties in a proper and safe manner, and when not due to negligence on the part of the employee. The following chart describes the maximum replacement or repair benefit that the City may provide:

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ITEM MAXIMUM BENEFIT
Watches $ 50.00
Shoes (excluding uniform boots) $ 45.00
Personal Clothing Items (excluding uniform apparel) $ 60.00 Prescription Eyeglasses/Contact Lenses Actual Cost of like replacement.

Safety Equipment Actual Cost of like
replacement. (Employee-purchased item(s)with approval of Chief of Police) Jewelry (Rings, necklaces, etc.) Not applicable

4. Safety Equipment.

The City shall provide to employees covered by this agreement safety equipment as required or recommended by Section 50081 of the Government Code, and such other safety items as the City deems appropriate. The Chief of Police shall consult with representatives of the CCPOA regarding the selection of such equipment prior to a final decision.

5. Uniform Allowance Reimbursement.

The City shall provide to all police patrol officers and sergeants required uniforms including uniform shoes or boots at no cost to the officers. Employees covered by this agreement who are assigned to investigation for more than four (4) consecutive months shall receive fifteen dollars ($15) biweekly starting in the fifth (5th) month as a clothes allowance reimbursement. An employee assigned to a detective position shall receive fifty dollars ($50) per month as a clothes allowance reimbursement. Safety equipment is not affected by this section and shall continue to be provided by the City.

E. HEALTH AND WELFARE INSURANCE

1. EMPLOYER CONTRIBUTION FOR CALPERS HEALTH INSURANCE.

The City will contribute $150 per month (or the minimum amount specified in Gov. Code 22892(b), whichever is more) toward the cost of the CalPERS Health Premium for both employees and retirees.

2. FLEXIBLE BENEFIT PLAN.

The City will establish a flexible benefit plan for employee health benefits in accordance with IRS Code Section 125, with the following provisions:
a. The City will additionally cover the difference between the amount in paragraph 1 of subsection E and 100% of the premium for the employee (“Single”) under the CalPERS Gold medical plan.

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b. The City will cover 80% of the cost of the 2-Party or Family premium for the CalPERS Gold medical plan that is over and above the cost of the Single premium. c. If an employee chooses the CalPERS Platinum plan or PORAC plan, the City will cover the amounts identified in paragraphs (a) and (b), as applicable, and the employee will be responsible for the remainder.
d. The City will pay 100% of the employee premium costs for vision, insurance, dental insurance, and air ambulance insurance.
e. In order to be excluded from the requirement for the CalPERS Gold Health Plan, the employee must submit verification of enrollment in a group health plan that provides equivalent alternate coverage as required by the Patient Protection and Affordable Care Act.
f. Employees who opt out of City’s health plan due to enrollment in another group health plan (under the Affordable Care Act) will receive a $300 per month cash-in-lieu benefit payment.

2.1. MEDICAL INSURANCE COVERAGE.

The City agrees to offer CalPERS Health Coverage to the employees covered by this M.O.U.

Such coverage includes the employee and the employee’s qualified dependents.

As required by the CalPERS Health Program, eligible retirees of the CCPOA are qualified to participate in CalPERS Health Plans. An employee must be enrolled in a CalPERS Health Plan at the time of retirement in order to be eligible for CalPERS Health Coverage after retirement.

The City will not make an employer contribution to an optional (non-CalPERS) health coverage plan after retirement by an eligible retiree of the CCPOA.

The City also agrees not to change the insurance carrier or the scope of coverage without concurrence of the CCPOA.

2.2. DENTAL INSURANCE COVERAGE.

The City agrees to continue to provide dental insurance to the employees covered by this M.O.U. except for applicable deductibles. The coverage shall include the employee and qualified dependents. The carrier of this coverage shall not be changed without the same conditions as provided for a change of the medical insurance carrier.

2.3. LONG-TERM DISABILITY INSURANCE COVERAGE.

The City agrees to continue to provide long-term disability insurance coverage to the employees covered by this M.O.U.

2.4. VISION CARE INSURANCE COVERAGE.

The City agrees to continue to provide Vision Care insurance coverage for the employees covered by this M.O.U.

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2.5. AIR AMBULANCE INSURANCE COVERAGE.

The City agrees to continue to provide air ambulance insurance coverage for the employees covered by this M.O.U., except for applicable exclusions. The coverage shall include the employee and qualified dependents.

3. LIFE INSURANCE.

In addition to the benefits offered under the City’s flexible benefit plan, the City will provide each employee covered by this M.O.U. with a term life insurance policy in an amount equal to 1.5 times the employee’s annual base salary rounded up to the nearest whole thousand dollar figure. The monthly premium will be paid by the City.

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