“Our mission is to maintain the character of our “small town” community while striking an appropriate balance between economic development and preservation of our quality of life. We help create a dynamic and vital City by providing quality, cost-effective municipalservices and by forming partnerships with residents and organizationsin the constant pursuit of excellence.”
Page Item STANDING AGENDA ITEMS
1. Call to Order and Flag Salute
2. Roll call
3. Special Presentations & Announcements
4. Public Comment:
This time is set aside for citizens to address the City Council on matters listed on the Consent Agenda as well as other items not included on the Regular Agenda. If your comments concern an agenda item noted on the regular agenda, please address the Council when that item is open for public comment. Each speaker is allocated three (3) minutes to speak. Speakers may not cede their time. Comments should be limited to matters within the jurisdiction of the City. Council discussion or action cannot be taken on items not listed on the agenda other than to receive comments. If you have documents to present to members of Council, please provide a minimum of seven (7) copies to the Deputy City Clerk.
5. Council and Staff Comments
6. Committee Updates:
a) Downtown Enhancement Advisory Committee
b) Library Tax Advisory Committee
c) Beautification Committee
d) Active Transportation Committee
There are currently several vacancies on advisory committees: one vacancy on the Planning Commission, two vacancies on the Beautification Committee, and two vacancies on the Downtown Enhancement Advisory Committee.
Mt. Shasta City Council Regular Meeting Agenda
Mt. Shasta City Park Upper Lodge, 1315 Nixon Rd.
Monday, Octob e r 13, 5:30 p.m.
The meeting can also be viewed online at the
following link: MountShasta.22Ave.tv
CITY COUNCIL BUSINESS
7. Consent Agenda - The City Manager recommends approval of the following Consent Agenda items. All Resolutions and Ordinances on this agenda, or added hereto, shall be introduced or adopted, as applicable, by title only, and the full reading thereof is hereby waived. a. Approval of Minutes: September 22, 2025 regular meeting b. Approval of Disbursements: Accounts Payable 9/22/2025 and 10/3/2025; Total Gross Payroll and Taxes: For The Period Ending 10/2/25
c. Police Department Monthly Report: September 2025
8. A Resolution Condemning Caste-Based Discrimination
Background: At the September 22nd City Council meeting, Mayor Redmond requested that a resolution in support of caste equity be brought before the Council following public comments made by Mayra Monarch.
Report By: Todd Juhasz, City Manager
Recommended Council Action: Adopt Resolution CCR 25-XX Affirming the City’s Commitment to Fair Treatment and Condemning Caste-Based Discrimination.
9. Selection of Date for Proposed Ballot Measure
Background: The City Council may choose to bring forward the proposed 2026 sales tax ballot measure at either the June or the November election. William Berry of WBC Campaigns will provide a presentation to inform the Council’s decision.
Report By: Todd Juhasz, City Manager
Recommended Council Action: Select a date for the proposed ballot measure to be brought before voters.
10. Public Hearing: Snow Parking Ordinance First Reading Background: In years past, there has been conflict between cars parked at Sisson Baseball Park and baseball teams who use the space for practice. The proposed ordinance would limit snow parking at Sisson Baseball Park from November 1st to March 1st of each year to free up the space for its intended use.
Report By: Robert Gibson, Chief of Police
Recommended Council Action: Adopt the proposed ordinance restricting snow parking at Sisson Baseball Park from March 1st to November 1st each year.
11. Dry Sludge Removal
Background: The State Water Board has mandated the removal of dry sludge from inactive Wastewater Treatment Plant Ponds 1 and 2.
Report By: Ken Kellogg, Public Works Director
Recommended Council Action: Approve an expenditure of $150,000 from the Wastewater Treatment Plant Operations Account for the removal, transportation, and disposal of dry sludge from Ponds 1 and 2.
12. Senior Snow Removal Contract Award
Background: On September 17, 2025 the City opened a Request for Bids for the Senior Snow Removal program. Wallace Enterprises submitted the lowest bid for one half of the available routes, and MSC Landscape submitted the lowest bid for the other half.
Report By: Ken Kellogg, Public Works Director
Recommended Council Action: Approve Notices of Award for Wallace Enterprises and MSC Landscape.
CITY COUNCIL/STAFF REPORTING PERIOD
13. Council Reports on Attendance at Appointed/Outside Meetings
14. Future Agenda Items (Appearing on the agenda within 60-90 days): None a. Master Fee Schedule Review
Future Agenda Items Over 90 Days: None
12. Adjourn
Availability of Public Records: All public records related to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at City Hall located at 305 North Mt. Shasta Blvd., Mt. Shasta, CA at the same time the public records are distributed or made available to the members of the legislative body. Agenda related writings or documents provided to a majority of the legislative body after distribution of the Agenda packet will be available for public review within a separate binder at City Hall at the same time as they are made available to the members of the legislative body.
The City of Mt. Shasta does not discriminate on the basis of race, color, national origin, sex, religion, age or disability in employment or provision of services. In compliance with the Americans with Disabilities Act, persons requiring accommodations for a disability at a public meeting should notify the City Clerk or Deputy City Clerk at least 48 hours prior to the meeting at
(530) 926-7516 in order to allow the City sufficient time to make reasonable arrangements to accommodate participation in this meeting.
Contents
Consent Agenda…………………………………………………………………….....…..5
Approval of Minutes: September 22, 2025 Regular Meeting………………………......……5 Approval of Disbursements: September 22 and October 3, 2025……………………..……10 Approval of Payroll Distribution: October 2, 2025………………………………....……13 Police Department Monthly Report………………………………………………....…16 A Resolution Condemning Caste-Based Discrimination………………………………...26 Staff Report……………………………………………………………………...…26
Resolution…………………………………………………………………….……28
Selection of Date for Proposed Ballot Measure……………………………………….…30 Report………………………………………………………………………….…..30
Public Hearing: Snow Parking Ordinance First Reading……………………………..…48 Staff Report…………………………………………………………………….…..48
Ordinance……………………………………………………………………….…49
Dry Sludge Removal……………………………………………………………………..51
Staff Report…………………………………………………………………………51
Senior Snow Removal Contract Award……………………………………………….…53 Staff Report…………………………………………………………………………53
Bid Results…………………………………………………………………………54
Notice of Award: Wallace Enterprises……………………………………………...…..55 Notice of Award: MSC Landscape………………………………………………..……56
Page Item STANDING AGENDA ITEMS
1. Call to Order and Flag Salute: At the hour of 5:31pm, Mayor Redmond called the meeting to order and led the audience in the flag salute.
2. Roll call:
Council Members Present: Clure, Collings, Glaubman, Redmond; Councilmember Stackfleth arrived at 6:02pm
Council Members Absent: None
3. Special Presentations & Announcements: None
4. Public Comment:
Mayra Monarch – Requests that the Council pass a resolution in support of caste equity Afa – Thanks Council for adopting Tiny Homes on Wheels ordinance, suggests ways to promote affordable housing
5. Council and Staff Comments:
Todd Juhasz, City Manager – Comments regarding development efforts at the Landing, construction of Mountain Townhomes affordable housing, One Shasta well site, Water Distribution System Improvements project
Clure – Requests update on sales tax distribution
Todd Juhasz, City Manager – Provides update
Robert Gibson, Police Chief – Reports on payment from K-9 association, introduces Officer Marc St.
Clair, reads letter of recognition from Chief Ryan L. Kinnan of the Woodland Police Department and presents Life-Saving Award to Officer Stephen Goldsberry Mt. Shasta City Council Regular Meeting Minutes
Mt. Shasta City Park Upper Lodge, 1315 Nixon Rd.
Monday, S ep te mb e r 22, 5:30 p.m.
5 6. Committee Updates:
a) Downtown Enhancement Advisory Committee
b) Library Tax Advisory Committee
c) Beautification Committee
d) Active Transportation Committee
Todd Juhasz, City Manager – Notes upcoming DEAC meeting
CITY COUNCIL BUSINESS
7. Consent Agenda - The City Manager recommends approval of the following Consent Agenda items. All Resolutions and Ordinances on this agenda, or added hereto, shall be introduced or adopted, as applicable, by title only, and the full reading thereof is hereby waived. a. Approval of Minutes: September 8, 2025 regular meeting, and September 15, 2025 Special Town Hall Meeting
b. Approval of Disbursements: Accounts Payable 9/16/2025; Total Gross Payroll and Taxes: For The Period Ending 9/18/25
c. Authorizing the Director of Finance to Certify to the County Auditor the City’s Maintenance of Effort for Proposition 172 Public Safety Funds COUNCIL ACTION:
MOTION TO APPROVE: Clure
SECOND: Glaubman
AYES: Clure, Collings, Glaubman, Redmond
NOES: None
ABSENT: Stackfleth
ABSTAIN: None
6 8. Public Hearing: Spring Hill Water Supply and Storage Project Mitigated Negative Declaration Todd Juhasz, City Manager – Introduces Carla Thompson
Carla Thompson, Environmental Planning Manager, Enplan – Provides presentation on Spring Hill Water Supply and Storage Project, answers Council questions Todd Juhasz, City Manager – Answers clarifying questions Public hearing opened: 6:11pm
Public Comment –
Afa – Comments regarding population decrease, City finances, affordable housing Public hearing closed: 6:14pm
MOTION: Stackfleth moves to approve Resolution number CCR 25-25, A Resolution of the City Council of the City of Mt. Shasta Adopting a Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program for the Spring Hill Water Supply and Storage Project SECOND: Glaubman
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
9. Approval of Building Department Contract
Todd Juhasz, City Manager – Comments regarding shortened contract term and transition from contractor to employee, answers clarifying questions
MOTION: Glaubman moves to recommend that the City renew the contract with Development Compliance Solutions for building department services through December 2025 SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
7 10. Collier Center Donation
Todd Juhasz, City Manager – Comments regarding annual donation to the Collier Center Stackfleth – Comments in favor of donation
MOTION: Collings moves to approve proposed donation of $1,000 in support of Collier Interpretive Center
SECOND: Glaubman
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
11. Letter of Opposition: California Senate Bill 707
Todd Juhasz, City Manager – Comments regarding California Senate Bill 707 requirements for public meetings
MOTION: Clure moves to approve a letter of opposition to Senate Bill 707 SECOND: Stackfleth
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
12. Designation of Library Fund Balance
Malisa Dodd, Finance Director – Comments regarding Library Fund, answers Council questions MOTION: Stackfleth moves to approve the release of the committed fund balance of $162,387 and reallocate those funds back to the restricted fund balance in the Library Special Revenue Fund 68 SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
8 13. Closeout of Fund 62
Malisa Dodd, Finance Director – Comments regarding Fund 62, answers Council questions MOTION: Clure moves to approve the closing out of Fund 62, Economic Enhancement Fund, and reallocate the $111,725.39 cash on hand balance to fund the General Fund SECOND: Stackfleth
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
14. Closeout of Fund 13
Malisa Dodd, Finance Director – Comments regarding capital project fund and proposed restructuring, answers Council questions
MOTION: Stackfleth moves to approve the closing out of Fund 13, capital projects, and reallocate the $4,233.12 cash on hand balance to Fund 11, Equipment Replacement Reserve SECOND: Glaubman
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NOES: None
ABSENT: None
ABSTAIN: None
CITY COUNCIL/STAFF REPORTING PERIOD
15. Council Reports on Attendance at Appointed/Outside Meetings Stackfleth – Reports on Finance Committee meeting
16. Future Agenda Items (Appearing on the agenda within 60-90 days): None a. Master Fee Schedule Review
b. Staff report on reallocation of Prop 68 grant funds
c. Resolution in support of caste equity
Future Agenda Items Over 90 Days: None
17. Adjourn: There being no further business, the meeting was adjourned at 6:42pm Respectfully Submitted By: Rachel Agron, Deputy City Clerk 9 City Council Agenda Item #7b
Staff Report
Meeting Date: October 13, 2025
To: Mayor and City Council
From: Malisa Dodd, Finance Director
Subject: Approval of Warrants and Payroll
Recommendation:
Staff requests the Mayor and City Council Approve warrants paid including payroll benefits and withholding, and payroll distribution, in the amount of $490,073.75 Background & Summary:
Approval of Check Numbers 54224-54310 $ 340,189.29
Total Payroll Distribution $ 85,503.22
Total EFTPS – CalPERS, Nationwide, child support $ 26,991.89 Total Payroll EFTPS Taxes $ 37,389.35
$ 490,073.75
Financial Impacts:
Expenditures are consistent with current level spending as reviewed with City Council.
Attachments:
1.) Check Registers – 9/22/25 and 10/3/25
2.) ACH Payroll Distribution – 10/2/25
3.) EFTPS Reports – Payroll/CalPERS – 10/2/25
Regular
x Consent
Closed
Presentation
10 Accounts Payable
User:
Printed:
[email protected]
10/8/2025 10:10 AM
Checks by Date - Summary by Check Number
Check No Vendor No Vendor Name Check Date Check Amount
54224 15194 22ND AVENUE ENTERTAINMENT LOGISTICS 09/22/2025 4,000.00 54225 10229 AMAZON CAPITAL SERVICES 09/22/2025 123.11
54226 10338 APEX TECHNOLOGY MANAGEMENT 09/22/2025 9,440.16 54227 10374 ASBURY ENVIRONMENTAL SERVICES 09/22/2025 161.00 54228 10404 AT&T 09/22/2025 546.62
54229 10402 AT&T MOBILITY FIRSTNET 09/22/2025 1,618.09
54230 11146 BAXTER AUTO PARTS 09/22/2025 48.33
54231 11156 YOLANDE DIEDRE BELL 09/22/2025 176.30
54232 300187 WILLIAM J. BERRY, JR. 09/22/2025 4,500.00
54233 12213 CAL-ORE COMMUNICATIONS 09/22/2025 1,581.49
54234 13064 DE LAGE LANDEN 09/22/2025 71.03
54235 13241 DOWN RANGE 09/22/2025 109.24
54236 300104 EXPRESS SERVICES INC 09/22/2025 2,194.37
54237 15030 FERGUSON ENTERPRISES, INC. #1423 09/22/2025 495.05 54238 15031 FERGUSON WATERWORKS FEI #3011 09/22/2025 2,672.72 54239 16030 GANNETT CALIFORNIA LOCALIQ 09/22/2025 708.00 54240 34040 GOLD NUGGET PRINTING 09/22/2025 1,410.30
54241 16180 GREAT NORTHERN CORPORATION 09/22/2025 3,505.13 54242 300132 Green DOT Transportation Solutions 09/22/2025 5,977.74 54243 18023 IN SYNCH SYSTEMS, LLC 09/22/2025 610.00
54244 300222 INTERNATIONAL MAILING EQUIPMENT, INC. 09/22/2025 13,291.30 54245 18063 INTERSTATE BATTERY 09/22/2025 618.58
54246 22140 KENNY & NORINE 09/22/2025 1,343.00
54247 300223 M PETERS, INC 09/22/2025 28,125.00
54248 22352 MES SERVICE COMPANY LLC 09/22/2025 55.00
54249 22200 MT. SHASTA CHAMBER OF COMMERCE09/22/2025 18,750.00 54250 22343 MT. SHASTA POINT S TIRE & AUTO 09/22/2025 227.66 54251 300224 N & S TRACTOR 09/22/2025 699.97
54252 28120 NAPA AUTO PARTS 09/22/2025 1,408.73
54253 23079 NOLL & TAM ARCHITECTS 09/22/2025 7,818.00
54254 11140 PACE ANALYTICAL SERVICES LLC 09/22/2025 272.05 54255 25080 PACIFIC POWER & LIGHT 09/22/2025 97.65
54256 25121 PITNEY BOWES INC 09/22/2025 214.98
54257 300204 PROGRESSION ENGINEERING 09/22/2025 41,337.99 54258 27000 RAMSHAW'S ACE HARDWARE INC 09/22/2025 239.30 54259 28378 SISKIYOU COUNTY GENERAL SERVICES09/22/2025 826.91 54260 32060 SOLANOS INC 09/22/2025 578.13
54261 28815 STERLING HEALTH ADMINISTRATION 09/22/2025 337.50 54262 29011 TEAMSTERS LOCAL 137 09/22/2025 1,917.92
54263 30069 US BANK CORPORATE PAYMENT SYS 09/22/2025 6,915.39 54264 31023 VALLEY PACIFIC PETROLEUM 09/22/2025 7,566.03 54265 31050 VERIZON CONNECT FLEET USA LLC 09/22/2025 35.00 54266 31031 VESTIS 09/22/2025 698.21
54267 31040 VWR SCIENTIFIC 09/22/2025 1,491.43
54268 300179 ALUMLCHEM USA INC 10/03/2025 7,509.10
54269 10229 AMAZON CAPITAL SERVICES 10/03/2025 445.29
54270 10338 APEX TECHNOLOGY MANAGEMENT 10/03/2025 1,897.38 AP Checks by Date - Summary by Check Number (10/8/2025 10:10 AM) Page 1 11 Check No Vendor No Vendor Name Check Date Check Amount 54271 11156 YOLANDE DIEDRE BELL 10/03/2025 432.92
54272 11327 BROOKE BOYER 10/03/2025 375.00
54273 300225 CERTIFIED LABORATORIES 10/03/2025 303.42
54274 12623 COLLIER INTERPRETIVE & INFORMATION CENTER 10/03/2025 1,000.00 54275 12640 COLONIAL LIFE & ACCIDENT INSUR 10/03/2025 58.00 54276 300226 BRANDON DAUGHERTY 10/03/2025 161.94
54277 13071 DELTA HEALTH SYSTEMS 10/03/2025 37,632.47
54278 13251 DEVELOPMENT COMPLIANCE SOLUTIONS 10/03/2025 1,605.00 54279 13198 DIVISION OF THE STATE ARCHITECT 10/03/2025 250.40 54280 14140 DON ERICKSON OIL INC 10/03/2025 493.85
54281 13224 DRY CREEK LANDFILL INC 10/03/2025 12,461.02 54282 300104 EXPRESS SERVICES INC 10/03/2025 1,282.74
54283 15010 FASTENAL COMPANY 10/03/2025 375.21
54284 15030 FERGUSON ENTERPRISES, INC. #1423 10/03/2025 324.46 54285 20003 JONES CARPET CLEANING & JANITORIAL LLC 10/03/2025 800.00 54286 UB*00004 PARMINDER KAUR 10/03/2025 122.27
54287 300107 Laboratory Corporation of American Holdings10/03/2025 27.00 54288 22071 MENDES SUPPLY COMPANY 10/03/2025 1,814.23
54289 22162 MERCIER ELECTRIC 10/03/2025 1,400.00
54290 22133 MEYERS POLICE K-9 TRAINING LLC 10/03/2025 800.00 54291 22343 MT. SHASTA POINT S TIRE & AUTO 10/03/2025 60.00 54292 22300 MT. SHASTA RECREATION & PARKS 10/03/2025 500.00 54293 23058 NORTHSTATE ASPHALT 10/03/2025 1,076.52
54294 11140 PACE ANALYTICAL SERVICES LLC 10/03/2025 819.90 54295 25020 PACE ENGINEERING INC 10/03/2025 59,173.75
54296 25080 PACIFIC POWER & LIGHT 10/03/2025 12,412.96
54297 25121 PITNEY BOWES INC 10/03/2025 98.14
54298 27000 RAMSHAW'S ACE HARDWARE INC 10/03/2025 51.55 54299 UB*00009 SANDRA ROONEY 10/03/2025 92.30
54300 28380 SISKIYOU COUNTY PUBLIC HEALTH 10/03/2025 138.00 54301 28560 SISKIYOU OPPORTUNITY CENTER 10/03/2025 887.50 54302 32060 SOLANOS INC 10/03/2025 655.59
54303 28740 STATE OF CALIFORNIA DEPARTMENT OF JUSTICE 10/03/2025 992.00 54304 29169 STATEWIDE TRAFFIC SAFETY & SIGNS DBA AWP SAFETY 10/03/2025 68.31 54305 28815 STERLING HEALTH ADMINISTRATION 10/03/2025 200.00 54306 300144 Sun Ridge Systems Inc 10/03/2025 9,450.00
54307 30004 U.S. BANK EQUIPMENT FINANCE 10/03/2025 317.44 54308 34055 YREKA TRANSFER, LLC 10/03/2025 4,600.00
54309 300157 California Municipal Advisors, LLC 10/03/2025 1,500.00 54310 UB*00001 FRITO LAY #FRI49821L 10/03/2025 709.22
Report Total (87 checks): 340,189.29
AP Checks by Date - Summary by Check Number (10/8/2025 10:10 AM) Page 2 12 From: Tri Counties Bank
To: Malisa Dodd
Subject: Tri Counties Bank - ACH Payment Status Change Notification Date: Wednesday, October 1, 2025 12:21:52 PM
ACH Notification
Report Date/Time 10/01/25 11:30:15 PDT
This transaction has been successfully completed.
Transaction Number: ACH-01806862
ACH Company: City Mt Shasta
Company Entry Description: PAYROLL
Payment Date: 10/02/2025
Total Credits: $85,503.22 (46)
Total Debits: $0.00 (0)
Status: Completed
13 User:
Printed: 10/01/2025 - 1:00PM
[email protected]
Computer Check Proof List by Vendor
Accounts Payable
Batch: 00001.10.2025 - 09/15/25-09/28/25 Payroll
Invoice No Description Amount Pmt Date Acct Number Reference Vendor: 300160 CalPERS Check Sequence: 1 ACH Enabled: True PR Batch 00001.10.2025 PERS FIre PEPRA 1,588.73 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS FIre PEPRA PR Batch 00001.10.2025 PERS Miscellaneous Classic 665.81 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Miscellaneous Classic PR Batch 00001.10.2025 PERS Miscellaneous Classic 1,157.72 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Miscellaneous Classic PR Batch 00001.10.2025 PERS Miscellaneous PEPRA 5,075.57 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Miscellaneous PEPRA PR Batch 00001.10.2025 PERS Police PEPRA 2,918.78 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Police PEPRA PR Batch 00001.10.2025 PERS Police Classic 716.69 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Police Classic PR Batch 00001.10.2025 PERS Police Classic 1,629.39 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Police Classic PR Batch 00001.10.2025 PERS Miscellaneous PEPRA 5,213.12 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Miscellaneous PEPRA PR Batch 00001.10.2025 PERS Fire PEPRA 1,616.46 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Fire PEPRA PR Batch 00001.10.2025 Deferred Comp PERS 775.00 10/01/2025 10-000-2155 PR Batch 00001.10.2025 Deferred Comp PERS PR Batch 00001.10.2025 PERS Police PEPRA 2,868.71 10/01/2025 10-000-2150 PR Batch 00001.10.2025 PERS Police PEPRA Check Total: 24,225.98
Vendor: 300177 EDD ACH Check Sequence: 2 ACH Enabled: True PR Batch 00001.10.2025 State Disability Insurance 1,419.97 10/01/2025 10-000-2140 PR Batch 00001.10.2025 State Disability Insurance PR Batch 00001.10.2025 State Income Tax 4,429.61 10/01/2025 10-000-2130 PR Batch 00001.10.2025 State Income Tax Check Total: 5,849.58
Vendor: 300159 Expertpay Check Sequence: 3 ACH Enabled: True PR Batch 00001.10.2025 Garnishment 1,155.91 10/01/2025 10-000-2184 PR Batch 00001.10.2025 Garnishment Check Total: 1,155.91
Vendor: 300158 IRS Check Sequence: 4 ACH Enabled: True
PR Batch 00001.10.2025 Federal Income Tax 11,854.97 10/01/2025 10-000-2120 PR Batch 00001.10.2025 Federal Income Tax PR Batch 00001.10.2025 FICA Employee Portion 7,976.85 10/01/2025 10-000-2110 PR Batch 00001.10.2025 FICA Employee Portion AP-Computer Check Proof List by Vendor (10/01/2025 - 1:00 PM) Page 1 14 Invoice No Description Amount Pmt Date Acct Number Reference PR Batch 00001.10.2025 Medicare Employer Portion 1,865.55 10/01/2025 10-000-2110 PR Batch 00001.10.2025 Medicare Employer Portion PR Batch 00001.10.2025 FICA Employer Portion 7,976.85 10/01/2025 10-000-2110 PR Batch 00001.10.2025 FICA Employer Portion PR Batch 00001.10.2025 Medicare Employee Portion 1,865.55 10/01/2025 10-000-2110 PR Batch 00001.10.2025 Medicare Employee Portion Check Total: 31,539.77
Vendor: 300161 Nationwide Check Sequence: 5 ACH Enabled: True PR Batch 00001.10.2025 Deferred Comp Nationwide 1,610.00 10/01/2025 10-000-2155 PR Batch 00001.10.2025 Deferred Comp Nationwide Check Total: 1,610.00
Total for Check Run:
Total of Number of Checks:
64,381.24
5 AP-Computer Check Proof List by Vendor (10/01/2025 - 1:00 PM) Page 2 15 Department Statistics
Calls for Service September 2024 September 2025 Change
780 582 -25.38%
Cases Taken September 2024 September 2025 Change
40 33 -17.5%
Arrests Made September 2024 September 2025 Change
31 7 -77.41%
780 745
558 549 586
486 578 613 678 752 724
588 582
0 200
400
600
800
1000
Calls for Service
Calls for Service
40 46
36 39 40
27 35
27 34 37 36 31 33
0 10
20 30
40 50
Cases Taken
Cases Taken
14 14 18 23 24
9 17 14 13 8 13
7 33
0 10
20 30
40 Arrests Made
Arrests Made
16 Warrant Arrests September 2024 September 2025 Change 5 6 +20%
Top 5 Calls
September 2024 September 2025
Outside Assist 43 Outside Assist 40
Trespassing 35 Out w/a Vehicle 21
Out w/a Vehicle 24 415 (Disturbing the Peace) 19
Medical 23 Alarm 18
Animal Complaint 21 Animal Complaint 18
5 4
6 7 7
3 5
6 4
3 1
4 6
0 2
4 6
8 Warrant Arrests
Warrant Arrests
0 5 10 15 20 25
9/1/2024
10/1/2024
11/1/2024
12/1/2024
1/1/2025
2/1/2025
3/1/2025
4/1/2025
5/1/2025
6/1/2025
7/1/2025
8/1/2025
9/1/2025
Yearly Top 5 Calls 2024-2025
Animal Complaint Disturbing the Peace Suspicious Circumstances Suspicious Vehicle Suspicious Person 17 Crime Statistics
Crimes
September
2024
September
2025 Change
September 2024-
September 2025 Yearly
Total
Assault – Physical 6 4 -33.33% 42
Assault – Verbal 0 5 +100% 24
Disturbing the Peace 12 19 +58.33% 124
Domestic Disturbance 0 2 +100% 9
Domestic Violence 2 2 0 23
Fraud 1 1 0 10
Public Intoxication 1 1 0 20
Stolen Vehicle 0 1 +100% 4
TC Hit & Run 3 0 -300% 15
Theft from Vehicle 0 0 0 0
Theft – Grand 1 3 +200% 12
Theft – Petty 3 4 +33.33% 27
Theft – Shoplifting 0 1 +100% 1
Trespassing 35 12 -65.71% 202
Vandalism 13 4 -69.23% 59
6 4 3 2 3
1 1 2
4 4 4 4 4
0 5
10 Assault - Physical
Assault - Physical
0 0 0 0
2 4
0 2
0 3 3
5 5
0 2
4 6
Assault - Verbal
Assault - Verbal
12 9
5 3 5 5
10 5 8
13 18
12 19
0 10
20 Disturbing the Peace
Disturbing the Peace
18 0
1 1
0 1 1
0 0 0 0
3 0
2 0
2 4
Domestic Disturbance
Domestic Disturbance
2 5
0 3 3 3
0 1 1
0 1
2 2
0 2
4 6
Domestic Violence
Domestic Violence
1 1
2 1
0 1 1 1
0 1
0 0
1 0
1 2
3 Fraud
Fraud
1 2
1 1
2 2 2 2 2
0 4
0 1 0
2 4
6 Public Intoxication
Public Intoxication
0 0 0
1 0
1 0 0 0
1 0 0
1 0
0.5 1
1.5 Stolen Vehicles
Stolen Vehicles
19 3
1 1 1
2 2
0 1
2 0
2 0 0 0
2 4
Traffic Collisions - Hit & Run
Traffic Collisions - Hit & Run
0 0 0 0 0 0 0 0 0 0 0 0 0 0
0.5 1
Theft from Vehicle
Theft from Vehicle
1 3
0 0 0 0
1 0 0
3 0
1 3
0 2
4 Theft - Grand
Theft - Grand
3 3
1 1
2 2
4 0 0
2 0
5 4
0 2
4 6
Theft - Petty
Theft - Petty
0 0 0 0 0 0 0 0 0 0 0 0
1 0
0.5 1
1.5 Theft - Shoplifting
Theft - Shoplifting
20 35
26 16 11
4 9
17 13 15 16 19
9 12
0 20
40 Trespassing
Trespassing
13 11
2 4
3 1
7 1
4 1
3 5
4 05
10 15
Vandalism
Vandalism
21 Traffic Summary
September 2024 September 2025 Change
Traffic Stops 120 55 -54.16%
Traffic Citations Issued 9 15 +66.66%
Traffic Collisions
September
2024
September
2025
Change September 2024-
September 2025
Yearly Total
TC – DUI 0 0 0% 1
TC – Hit & Run 3 0 0% 15
TC – Info Exchange 2 4 +100% 44
TC - Injury 0 2 -200% 5
Total 5 6 +20% 65
120 110 121
102
160
84 112
94 62 73
49 80
55 9 14 23 16 14 5 15 6 12 27
2 27 15 0
50 100
150
200
Traffic Stops
11-95 Traffic Citations Issued
0 0 0 0 0
1 0 0 0 0 0 0 0
3 1 1 1
2 2
0 1
2 0
2 0 0
2 5
3 3
2 6
2 2
1 5
4 5
4 0 0
1 0 0 0 0 0 0
1 0
1 2
0 1
2 3
4 5
6 7
Traffic Collisions
TC - DUI Hit & Run TC - Info Exchange TC - Injury
22 DUI Summary
September 2024 September 2025 Change
DUI Complaints NA NA NA
DUI Arrests 0 3 +300%
* DUI Complaints no longer tracked in new CAD system as of 11/01/2022.
Patrol Information
Foot Patrol
September 2024 September 2025 Change September 2024-September 2025 Yearly Total
15 16 +6.66% 198
Frequent foot patrol areas include:
• City Park
• Shastice Park
• Downtown Mount Shasta
• Roseburg Property
• Behind commercial business
such as Ray’s Food Place, the
Cinema, and Rite Aid
• Dense brush areas in multiple
residential areas.
0 5
4 4
7 2
3 2
1 1
0 0
3 0
2 4
6 8
DUI Summary
DUI Complaints DUI Arrests
15 21
9 5
21 4 9
22 15 19
31 11 16
0 20
40 Foot Patrol
Foot Patrol
23 Municipal Summary
Municipal Calls for Service
September 2024 September 2025
September 2024-
September 2025
Yearly Total
Muni Code – Other 14 9 111
Muni Code - Parking 8 6 106
Total 22 15 217
LiveScans September 2024 September 2025
14 26
Court Activity
14 10
7 5 6
3 2
13 10
5 19
8 9
22 9 7
1 4 3 3
11 9 7
13 11
6 0
5 10
15 20
25 Municipal Calls for Service
Muni Code - Other Muni Code - Parking
4 0 0 1 0 0 1 4 3 0 1 2
26 0
50 Court Activity
Court Activity
24 Social Media
Facebook
Followers Posts Reach Engaged Users Reactions
14,196 15 51,186 4,323 1123
Twitter
Followers Tweets Impressions Mentions
390 0 0 0
Instagram
Followers Posts Likes
2234 9 265
Nextdoor
Posts Impressions Reactions
0 0 0
25 City Council Agenda Item #8
Staff Report
Meeting Date:October 13th, 2025
To: Mayor and City Council
From: City Manager, Todd Juhasz
Subject: The Issue of Caste-Based Discrimination in California Recommendation:
Staff recommend that Council pass the resolution opposing caste-based discrimination in Mount Shasta and in the State of California.
Background:
Caste-based discrimination is a form of social hierarchy that persists in communities across the country, including in California, and can result in unjust treatment of individuals based on their birth, lineage, or perceived social standing. This mistreatment has been documented in various settings, such as workplaces, housing, and educational institutions, limiting the ability of affected individuals to live and work without bias. While this form of discrimination may not always be visible, its existence causes real harm to individuals and families.
The State of California has begun to take steps to address the issue of caste-based discrimination. One notable legislative effort is Senate Bill 403 (SB 403), which seeks to explicitly prohibit caste-based discrimination by including it in state civil rights law. Local governing bodies, such as the City Council of Anderson, California, have also taken a public stance, passing resolutions that denounce all forms of caste-based discrimination and affirm a commitment to ensuring all city services and institutions remain free from this type of bias or exclusion.
Through both state-level legislative proposals and local resolutions, there is a clear effort in California to promote fair treatment and ensure that no person is subject to discrimination X Regular
Consent
Closed
Presentation
26 2
based on caste or any inherited status. These actions acknowledge the harm caused by this type of bias and encourage community organizations and businesses to adopt preventative measures against it.
27 RESOLUTION NO. CCR 25-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOUNT SHASTA,
AFFIRMING THE CITY'S COMMITMENT TO FAIR TREATMENT AND
CONDEMNING CASTE-BASED DISCRIMINATION
WHEREAS, the City of Mount Shasta is committed to upholding the principles of justice and impartial treatment for all individuals, regardless of background or heritage; and WHEREAS, caste-based discrimination is a form of social hierarchy that can lead to unjust treatment of individuals based on their birth, lineage, or perceived social standing; and WHEREAS, this form of discrimination has been documented in workplaces, housing, education, and other public and private settings, limiting the ability of affected individuals to live and work without bias or mistreatment; and
WHEREAS, while caste-based discrimination may not always be visible, it persists within communities across the country, including within California, and it is important to ensure that all residents are protected from such mistreatment; and
WHEREAS, the State of California has taken steps to address caste-based discrimination, including legislative proposals such as Senate Bill 403, which seeks to explicitly prohibit castebased discrimination in state civil rights law; and WHEREAS, the City Council recognizes its responsibility to promote fair treatment and ensure that no person within the City is subject to discrimination on the basis of caste or any inherited status;
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Mount Shasta:
• Acknowledges that caste-based discrimination exists and causes real harm to individuals and families.
• Denounces all forms of caste-based discrimination within the City of Mount Shasta. • Affirms the City's commitment to ensuring that all City policies, services, and institutions remain free from caste-based bias or exclusion.
• Encourages businesses, schools, and community organizations in Mount Shasta to adopt preventative measures and clear policies against caste-based discrimination. 28 The foregoing resolution was duly passed and adopted at a regular meeting of the City Council of the City of Mount Shasta on the 13th day of October, 2025 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
DATED: October 13, 2025
ATTESTED: CITY OF MOUNT SHASTA
______________________________ _________________________________ Rachel Agron, Deputy City Clerk John Redmond, Mayor
29 TO: Todd Juhasz
FROM: William Berry
RE: Tax Measure Research & Outreach
DATE: 10/6/2025
Report on Preparation, Research, Education, and Outreach for a Potential November 2026 Sales Tax Measure
Introduction……………………………………………………………………………………………………………………………… Setting The Stage: Context, Outreach, & Survey Findings……………….……………………………..
Election Timing and Legal Considerations………………………………………………………………………… Election Timing and Legal Considerations………………………………………………………………………… Change Is Possible: Lessons Learned & Draft Ballot Measure Language......................
Next Steps……………….………………………………………………………………………………………………………………. 30 Introduction
Over the past 6 months, the City of Mount Shasta has undertaken a deliberate and multilayered process to evaluate whether to place another local sales tax measure on the November 2026 ballot.
This work has been rooted in fiscal necessity—caused by declining revenue streams, increased costs, and state policy changes that have reduced local shares of sales tax revenue—but has also been characterized by public engagement, transparency, and dialogue with the community.
This report documents the preparation, research, education, and outreach conducted to date. It highlights the presentations and communications led by City Manager Todd Juhasz, the input of public safety leadership, the involvement of labor associations, community surveys and scientific voter research, briefings with elected officials, and the wide range of outreach methods—from Town Hall meetings to social media campaigns—used to ensure residents, stakeholders, and voters are fully informed and involved.
The process has already yielded valuable insights: voters understand the fiscal challenge, prioritize protecting public safety, and demand accountability. While concerns about tax burdens remain, the groundwork laid to date positions the City to make an informed decision about pursuing a sales-tax measure in November 2026.
Setting the Stage
Fiscal Context
The City of Mount Shasta faces a structural budget deficit that has grown more acute in recent years. Despite drastic budget cuts made in July of 2025, expenses for vital City services such as Fire and Emergency Response are at threat if additional revenue is not found.
The most significant driver of the imbalance has been stagnating sales-tax revenue, which historically has been the City’s largest general fund source.
Two External Factors Have Exacerbated this Challenge:
• Changing consumer behavior: both residents and tourists have curtailed spending.
31 • State revenue-allocation changes: where Mount Shasta previously received its full share of local sales tax from online purchases, fulfillment rules now send that revenue to the jurisdiction where the warehouse is located.
Cuts First
In response, the City made the difficult decision to prepare for drastic cuts across departments.
Throughout this process, City Manager Todd Juhasz worked to engage elected officials and staff in active internal communication. His efforts have included:
• Budget briefings: He has convened sessions with department heads—including Fire Chief Cory Burns and Police Chief Robert Gibson—as well as with the Firefighters Association. These meetings ensured that front-line impacts of budget shortfalls were clearly conveyed and that public safety leadership could speak directly to how funding shortages affect emergency response capacity • City Council briefings: Each member of the City Council has been individually interviewed and briefed on the City’s finances, service impacts, and potential ballot-measure structures. This one-on-one engagement allowed Council members to ask detailed questions and provide early input into measure design.
On July 14, the City Council voted to adopt a budget adjustment for the 2025/26 fiscal year. The amended budget cut $229,345 from the budget, leaving the City financially solvent, but operating on tight margins.
In the aftermath, the Fire Department has operated with fewer personnel even as wildfire risk and call volume rise, while the Police Department has lost both a full-time and a part-time position, directly affecting 911 response times. Without new stable revenue, the situation will likely deteriorate further, resulting in firefighter layoffs, fewer police officers, reduced wildfire prevention, and slower 911 response times.
Scientific Voter Survey
In spring of 2025 as the City reviewed its financial situation, the City Council voted to engage a statistical researcher to conduct a scientific survey of Mount Shasta voters’ attitudes towards a possible sales tax increase. The survey was conducted in June– July 2025 by Goodwin Simon Strategic Research. The results have been crucial in shaping the City’s understanding of the community’s priorities. 32 Key findings included:
• Initial support: 77% of surveyed voters expressed initial support for a 1% salestax measure. After learning more, support increased to 80%. • At higher levels: Even when asked about a 1.5% tax, a majority (54%) still indicated support.
• Top concerns: Voters prioritized preventing cuts to fire and police, ensuring rapid 911 response times, and maintaining wildfire prevention programs. • Trust and accountability: Residents placed high importance (over 90%) on strict accountability safeguards such as citizen oversight and local funds requirements.
• The survey showed that many voters do not know that there is a need for additional revenue for the City of Mount Shasta.
• Demographics: Respondents skewed older, with 38% over 70, but support extended across demographics.
This survey concluded that a well-crafted measure with visible accountability provisions could gain broad voter support. It also underscored the importance of clear, plainlanguage explanations and demonstrated that residents expect transparency and oversight.
Surveys, Digital Outreach, and Media
Beyond the scientific poll and Town Hall, the City pursued multiple avenues to solicit input and educate the public:
• Police Department social-media posts amplified information about the fiscal situation and upcoming forums
• Emails to community groups and organizations invited feedback and encouraged sharing information with their networks.
• Media and press coverage ensured the broader public had access to the facts.
Coverage emphasized the City’s financial situation, the risks to fire and police, and the consideration of a sales-tax measure
• Physical media was used to engage offline residents. Printed flyers were displayed on City property and at local businesses, and mailed to all water bill recipients
33 This multi-channel approach extended the City’s reach and demonstrated its commitment to two-way communication.
Town Hall Meeting
Development of Educational Materials
With the town hall meeting approaching, staff worked to prepare educational materials that would convey the City’s options clearly, concisely, and consistently. • To support public understanding, the City developed a presentation and handouts that distilled complex financial information into clear narratives. • The slide deck presented at the Town Hall and other venues outlined the structural deficit, what is at stake, and what a sales-tax measure could fund. • Handouts such as the “Mount Shasta Fire & Emergency Protection Measure” flyer explained in plain language why a tax increase was being considered, what it would fund, and how safeguards like citizen oversight and annual audits would work.
• Materials clarified who pays. Because Mount Shasta hosts visitors, a meaningful share of any sales-tax revenue would be paid by tourists and non-residents, easing the load on locals while protecting local services (a benefit that resonated clearly in the polling).
• Communication between department heads ensured consistent messaging from City leaders across different venues, reinforcing themes of necessity, accountability, and fairness.
These materials were designed for readability and clarity, reflecting the City’s recognition that a confused voter will default to “no.” At The Meeting:
On September 15, 2025, dozens of residents gathered at the City Park Upper Lodge to participate in the town hall meeting.
• City Manager Juhasz presented slides explaining budget realities and sales-tax allocation rules.
• Councilmember Clure elaborated on how state revenue-allocation changes have hurt Mount Shasta.
34 • Fire Chief Burns and Police Chief Gibson shared frontline impacts of cuts. • Residents then engaged in a robust Q&A and public-comment session.
Community members raised questions about:
o Accountability and transparency (oversight committees, audits) o The relationship between revenue, fire-safety investments, and homeowners’ insurance
o Equity concerns about sales-tax impacts on low-income residents o Broader economic-development strategies to expand the tax base The meeting surfaced themes that will shape any future ballot language: clarity, accountability, risk reduction, and fairness.
Election Timing and
Legal Considerations
In parallel with outreach, the City has researched legal timing and election requirements.
Under California law, a general tax measure must be placed on a regular election ballot when council members are up for election, unless the Council declares a fiscal emergency unanimously
Staff have studied recent precedents in cities like Grass Valley and Santa Monica, which declared fiscal emergencies to advance measures on special election ballots. This analysis ensures that Mount Shasta fully understands its options and the timelines for implementation if a measure is pursued.
Understanding California Sales Tax
• In California, a general tax to be used for general governmental purposes requires a 50% plus one majority vote. A Special Tax to be used for a specified limited purpose requires a 66.67% supermajority vote and must delineate exactly how funds will be utilized.
• California has a State-mandated minimum sales tax of 7.25% with most of the jurisdictions statewide having a higher sales tax rate to support and maintain 35 local services. Vacaville’s sales tax rate is 8.125%, however, most of the sales tax revenue generated does not go to the City.
• The state’s base sales tax rate is 6% and goes towards the State’s General Fund, to support health and social service programs, and the Public Safety Augmentation Fund held by the County. The City receives 1.75%, which is comprised of the 1% Bradley-Burns tax allocated to counties and cities to use at their discretion.
• The combined sales tax rate for Mount Shasta, California is 7.50%. This total sales tax rate is the sum of the California state tax (7.25%), the Siskiyou County sales tax (1.00%), and the special tax (0.25%). Mount Shasta doesn’t levy a city sales tax.
• The Local Government Guide to California Sales, Use and Transaction Tax The CDTFA website provides a detailed overview of the allocation of sales tax and how use tax is imposed in California. Counties, municipalities, and districts are allowed to increase the sales tax in their jurisdictions up to a total of 2%. • Pursuant to California Revenue and Taxation Code Section 7285.9, the City has the authority to levy a Sales Tax for general purposes, subject to voter approval.
The Council could consider presenting a General Sales Tax (requires 50%+1 simple majority approval) to voters at the November 2026 election. • The law requires a general tax to be placed on a regularly scheduled general election. If a tax is approved at the November 2026 general election, it will go into effect on April 1, 2027.
Exemptions
The California Department of Tax and Fee Administration (CDTFA) website provides detailed information on sales tax exemptions. Here are some key exemptions:
• Most grocery store food items are exempt, including bread, fruits, vegetables, and bottled water.
• Prescription medicines and certain medical devices: This covers prescribed drugs dispensed by a pharmacist and specific medical devices like wheelchairs or crutches when prescribed.
• Items purchased with Electronic Benefits Transfer (EBT) cards (CalFresh benefits): Purchases using CalFresh benefits are exempt, even if the items are typically taxable.
36 • Sales for resale: Businesses with a resale certificate purchasing inventory for resale are exempt.
• Sales to the U.S. government: Sales and leases to the U.S. government are generally exempt.
• Sales in interstate or foreign commerce: Sales shipped from California to outside the state can be exempt under certain conditions. • Labor costs: Labor charges for services, if listed separately on an invoice, are generally exempt.
The timing of the election depends on the tax type and other specific conditions.
General tax: Must be placed on a ballot during a regularly scheduled election for members of the local governing body.
An exception can be made for a special election if the city council unanimously declares an emergency.
Special tax: Can be put before voters on any date specified by state law or a city's charter.
Implementation Timeline
After voter approval, there is a waiting period before the new tax can take effect.
The tax becomes operative no earlier than the first day of the first calendar quarter that begins more than 110 days after the election results are adopted.
For example, a tax approved in a November election would not become operative until April 1 Of The Following Year.
Declaring Fiscal Emergency
In California, declaring a "fiscal emergency" allows a city to hold a sales tax measure during a special election, rather than waiting for a regularly scheduled general election.
While state law requires a city council to hold a tax increase election during a regular election for council members, a unanimous vote to declare a fiscal emergency provides an exception to this rule, allowing for greater flexibility in scheduling.
The process for a fiscal emergency sales tax election:
37 • Identify the need. A city council must determine that its current financial resources are insufficient to meet spending needs. This can be prompted by factors like declining tax revenue, rising operating costs, or federal funding cuts. • Declare the emergency. The city council must pass a resolution declaring a fiscal emergency. This requires a unanimous vote of the governing body. The declaration justifies holding a special election outside of the normal election cycle.
• Place the measure on the ballot. The council must pass an ordinance calling for a special election and placing the sales tax measure on the ballot. This requires a two-thirds vote of the governing body.
• Hold the election. The special election is held, and the ballot measure is put before the voters.
Example
• Grass Valley declared a fiscal emergency in October 2023, citing the need for increased funding for fire personnel and land management to combat wildfires.
This declaration allowed them to place a general sales tax measure on the March 5, 2024 ballot, which was outside their normal November election cycle.
Grass Valley's proposed sales tax was a general tax measure.
In August 2025, Santa Clara County's Board of Supervisors unanimously voted to place a temporary sales tax increase on the November 4, 2025 special election ballot.
They declared a fiscal emergency in response to an anticipated loss of $1 billion in federal funding annually, mainly impacting health care and safety net services.
The sales tax measure, if approved by voters, would temporarily increase the County sales tax by 0.625% and generate $330 million in annual revenue, according to Santa Clara County (.gov).
Change Is Possible
Passing this type of ballot measure is Siskiyou County is possible. From Dunsmuir to Arcata, almost all the measures meant to bolster fire protection and law enforcement were accepted by voters.
38 • In Shasta County, voters have so far approved a special tax for the Burney Fire Protection District. Almost 70% of ballots cast as of Friday afternoon are in favor of the tax.
• A similar tax was approved, with about 71% of voters in favor, in the Tulelake Fire Protection District. It's estimated to raise about $85,000 annually. • In Arcata, about 72% of voters approved an increase in the Arcata Fire Protection District's appropriations limits.
• A similar tax was barely approved in Yreka, with almost 53% of voters in favor.
Estimated to raise about $2.4 million a year, it will be used to hire and train firefighters and upgrade aging equipment. Joshua Stanshaw, one of Yreka Fire Department's volunteers, told JPR's Roman Battaglia earlier this year that residents should understand the risks if they didn't approve funding for the department. “I think that the citizens will understand that and see how it really benefits everybody,” he said. “Because nobody wants to call 911 and say, well, we couldn't get the fire department to come.”
• In Dunsmuir, about 72% of voters approved a hotel tax rate increase to raise $60,000 for fire protection and law enforcement.
• Voters also approved a spending limit increase for the South Yreka Fire Protection District, up to $90,000 a year, with about 82% of voters in favor. • In Humboldt County, voters approved a special tax for fire protection and rescue services in the Peninsula Community Service District, which is estimated to raise $33,000 a year. 74% of ballots cast supported the measure.
The only public safety measure that appears to have been voted down in the region was in Mount Shasta, where residents rejected a 1% sales tax for fire and police protection.
It was estimated to raise about $1.6 million a year. It received just over 50% of the vote but required at least two-thirds of the votes to pass.
What We’ve Done—and What We Learned from
Measure B (Nov. 2024)
On November 5, 2024, Mount Shasta voters considered Measure B, 1% transactions and use tax dedicated to police and fire services. It required a two-thirds supermajority to pass because it was structured as a special tax with earmarked purposes. Final certified results showed the measure narrowly failed—49.31% Yes to 50.69% No (860 to 884 votes)
39 The ballot title framed the revenue specifically for Police and Fire Protection with an estimated annual yield of about $1.6 million. In short, Measure B’s outcome wasn’t a landslide rejection; it was a razor-thin defeat under a high legal threshold.
From a governance and community-engagement standpoint, Measure B produced two durable lessons:
1. Threshold matters. A special tax requires two-thirds approval—an extremely high bar even for popular causes like public safety.
2. Message clarity and trust signals are decisive. Even when voters broadly value police and fire, they ask detailed questions about oversight, local control, and how funds change real-world service outcomes.
Those lessons strongly influenced what the City has undertaken since 2024.
What’s Different This Time
Evidence-Based design Through Scientific Polling
In summer 2025, the City commissioned Goodwin Simon Strategic Research to conduct a voter survey. The results validated that the community’s top priorities are preventing cuts to fire and police, protecting rapid 911 response, and wildfire prevention.
The poll also confirmed the weight residents place on accountability provisions and local funds guarantees (over 90% rated these as very/somewhat important) and demonstrated that support persists even as the rate changes scenarios are tested (majority support was still present when respondents were asked about a 1.5¢ alternative). These insights from voters now guide the measure’s structure.
Clearer Public Education Materials
One key evolution since Measure B has been the careful creation of readable, “citizenfirst” materials. The City created handouts and slide decks that explain, in plain language:
• Why revenues are down (consumer behavior + state fulfillment rules) • What’s at risk without new, stable funds (firefighter layoffs, slower 911, reduced wildfire mitigation)
• What new revenue would concretely do (protect staffing/response times; sustain police patrols and investigations; preserve essential City services) 40 • How safeguards work (citizens oversight, annual independent audits, and legal requirements that funds stay local).
These materials serve to include the public, reflecting the recognition that if the City is asking voters for increased funds, it is the City’s responsibility to facilitate oversight and transparency, and that a confused voter defaults to “no.” In particular, the slides and handouts foreground local control and independent oversight—the same good-faith transparency that the community has asked for.
Public Dialogue
Earlier, broader, and more two-way engagement
Following Measure B, City leadership shifted from “present to the public” to “co-design with the public.” At the town hall meeting on September 15, voters heard directly from their City staff, elected officials, and first responders:
• City Manager Todd Juhasz presented the fiscal reality plainly—revenues have stagnated, and state policy changes have reduced the City’s take of online salestax receipts. Even after drastic budget cuts, more revenue is needed. • Councilmember Clure explained how the state’s fulfillment-location rule shifted revenue away from Mount Shasta.
• Fire Chief Cory Burns and Police Chief Robert Gibson grounded the discussion in frontline facts (understaffing, increasing call volume, the possibility of slower 911 response times).
Identifying Mount Shastans’ Priorities
The town hall meeting was more than an opportunity to brief the public: it was a listening session that has helped the City to map the public’s priorities before any final decisions are made. The public comment period revealed concerns about accountability, the risk of wildfire, insurance rates, and equity, as well as alternativerevenue ideas that are now shaping the path forward.
Seamless Internal/External Communication
Public outreach was preceded by clear communication between elected officials and City staff to avoid ambiguity and mixed messaging. This key communication stage allowed the City to ensure that public engagement efforts were organized and deliberate.
• Councilmember interviews and briefings: Each City Council member participated in individual briefings—an important change from 2024—so elected officials 41 could ensure alignment on measure structure, timing, and accountability before decisions are finalized.
• Department-level budget briefings: The City convened budget and serviceimpact sessions with Fire and Police leadership and engaged the Firefighters Association, allowing the City to bring operational specifics to residents in plainer language than past cycles. Those conversations tied dollars to outcomes (staffing, response times, wildfire prevention) rather than speaking only in “budget-gap” abstractions.
• Open calls for stakeholder input: The City sent targeted emails and invitations to community organizations, business leaders, and other local influencers to help shape the plan, not merely react to it. This outreach also asked recipients to amplify Town Hall and survey opportunities across their networks—an intentional shift toward peer-to-peer diffusion.
• Website & social media; Police Department page: In addition to in-person forums, the City activated web and social touchpoints (including the Police Department’s page) to gather structured input and keep residents informed in real time. That hybrid approach increases reach, especially for residents who can’t attend evening meetings.
Connecting Dollars to Outcomes (The “So What?”
Test)
A persistent voter refrain, both in 2024 and in subsequent public comment, is: “What will this actually buy?” The City’s educational materials answer that directly:
• Fire & EMS capacity protected: retain staffing, maintain response times, and sustain wildfire mitigation—defensible space, fuel reduction, equipment—so small incidents don’t become major disasters.
• Police services maintained: stabilize patrols, investigations, and community safety programs that residents rely on—even as costs rise. • Core services preserved: keep the public-facing essentials residents see and use daily from falling into a cycle of shortfalls and deferred maintenance.
Ballot Measure Language
The lessons learned from the 2024 ballot measure and the past 6 months of research, outreach, and public dialogue have informed the language of the draft 2026 ballot measure to align with Mount Shasta’s unique needs.
42 NOVEMBER 2024
MEASURE G BALLOT LANGUAGE
Shall an ordinance be adopted authorizing the City of Mount Shasta to collect a sales tax (Transaction and Use Tax) of 1% to be used for Police and Fire Protection and to remain in effect until repealed or amended by the electorate and which will raise approximately $1,600,000 annually?
NOVEMBER 2026
DRAFT BALLOT LANGUAGE
“To prevent cuts to its Fire and Police Departments, strengthen wildfire protection and prevention, improve public safety, rapid responses to 911 emergencies, add needed firefighters and for general government use, shall the City of Mt. Shasta adopt an ordinance establishing a 1.55% sales tax, providing approximately $2,800,000 annually, until ended by voters, with strict accountability, annual audits, citizen oversight, and all funds legally required to stay in Mt. Shasta?”
Structuring For Voter Thresholds and Flexibility
One of the most important differences from 2024 is the City’s careful consideration of legal design and election timing.
Understanding the unique requirements of California tax measures allows the City to embrace the solution that best fits Mount Shasta’s needs. The City has explored the trade-offs between a special tax (two-thirds threshold) and a general tax (simple majority at a regular municipal election), along with the option, if necessary, to declare a fiscal emergency to open up the possibility of a different timeline. Staff analyzed examples (Grass Valley, Santa Clara County, Santa Monica) to ensure that the City Council knows all the facts before committing to a path. That legal diligence has been integrated from day one this cycle so that policy goals can remain realistic in light of threshold requirements.
Why These Changes Matter
1. Threshold alignment. By exploring a general tax structure, the City can place the decision before voters with a simple-majority threshold—closer to where Mount Shasta voters already land based on Measure B’s near-miss. While a general tax is not inherently restricted to a single use, the City can opt to tie the funds to emergency services through strong, voluntary oversight and reporting commitments. This option provides the best of both worlds by committing funds to voter’s priority of emergency response while keeping the threshold realistic. 43 2. Trust architecture. Residents asked for citizens oversight, independent audits, and assurances that every dollar stays local. Those design elements have been integrated into the City’s proposed policy frame as central commitments. These commitments directly address recurring comments from 2024–2025 about transparency and accountability.
3. Plain-language education. Public correspondence, slides, and paper handouts now emphasize readability: what’s at stake, what the measure would do, and how you’ll know it’s working—with concrete statements on staffing, response times, wildfire prevention/fuel reduction, and police investigations/patrol stability. This approach ensures clear, up-front communication with residents and prevents the “confusion penalty.”
4. Listening to voters. The City’s mix of digital surveys, in-person meetings, department posts, and targeted emails creates numerous accessible entry points for residents to weigh in. Open dialogue produces better policy design and helps normalize corrections when new information emerges, a crucial precedent in a small community where word-of-mouth can move faster than official channels.
5. Polling-informed choices. The scientific survey provides guardrails for City action—clarifying the services (911 response; wildfire mitigation) and good-faith transparency (regular audits and oversight) that voters expect, as well as what tax rates voters would be open to under various scenarios. This allows the City to decide on tax amount and structure based on concrete voter stances, not conjecture.
Next Steps
Based on the work to date, the City is positioned to take the following next steps:
• Council deliberation: Review survey findings, community input, and legal considerations to determine whether to place a measure on the November 2026 ballot.
• Measure design: Decide on the tax rate (1%, 1.25% vs. 1.5%), ballot language, and oversight provisions.
• Continued outreach: Maintain transparent communication with residents through additional Town Halls, digital surveys, and updates from City leadership. • Preparation of accountability structures: Define the Citizens Oversight Committee, auditing procedures, and reporting mechanisms. 44 Additional Considerations for City Council
• General vs. Special Tax: A general tax requires a majority vote and must be placed on the ballot during a regularly scheduled general election. A special tax, designated for specific purposes, requires a two-thirds majority vote. • June 2026 or November 2026?
• Fiscal Emergency: If proposing a general tax outside of a general election (i.e., in June of 2026), the City must declare a fiscal emergency by a unanimous vote of the city council.
• Size of tax
• Length of tax
• Sales Tax: Identify percentage increase
a. 1/2 cent
b. 3/4 cent
d. 1 cent
e, 1.25%
f. 1.5%
The road to November 2026.
The City’s work since Measure B reflects a course-correction driven by public dialogue, data, and legal diligence. The next decision is whether to advance a November 2026 measure—and, if so, to finalize rate, structure (general vs. special), and language that match community priorities while setting the right legal threshold. The scaffolding is now in place:
• Public understanding of need: structural deficit + state policy changes compressing general-fund capacity.
• Community-vetted priorities: firefighter staffing, 911 response, wildfire mitigation, police stability, and core services.
• Trust mechanisms: citizens oversight, independent audits, local-funds lock. • Evidence on support: clear majorities at 1¢; resilience under 1.5¢ testing; strong appetite for oversight/local control.
45 • Legal/timing clarity: threshold strategy and election scheduling options analyzed early.
If the City proceeds, the 2026 ballot measure won’t simply revisit 2024’s question. It will ask a better-constructed one—legally, fiscally, and collaboratively—built on a year of preparation, research, education, and outreach that is broader and more responsive than before.
Tentative Timeline for November 2026 Election.
7/1/26 Notification deadline for special districts
7/13/26-8/7/26 Candidate nominations filing period
8/7/26 Consolidation deadline
8/7/26 Deadline for governing bodies to submit measures 8/7/26 Tax rate statement deadline (bond measures only) 8/10/26-8/12/26 Extended candidate nominations filing period 8/12/26 Deadline to amend/withdraw measures
8/13/26 Random alphabet drawing
8/14/26 Argument deadline
8/14/26 Impartial analysis deadline
8/21/26 Rebuttal deadline (only if opposing arguments are filed) 9/7/26-10/20/26 Write-in period (except for superior court judge seats for which only the incumbent filed)
9/19/26 Deadline to send ballots to currently registered military/overseas voters †
9/24/26 Target date to begin mailing County Voter Information Guides
10/5/26 Voting by mail opens; first day voters can pick up Vote-byMail ballots at the Registrar of Voters Office 10/5/26 First day Registrar of Voters may begin to process Vote-byMail ballots 10/6/26-11/3/26 Official Ballot Drop Boxes are open daily 24/7 until 8 p.m. on Election Day
10/19/26 Standard voter registration deadline
10/20/26-11/3/26 Conditional (a.k.a. “same day”) voter registration period 46 10/31/26-11/2/26 4-Day Vote Centers are open daily from 9 a.m. to 5 p.m. 11/3/26 Election Day: All Vote Centers (both 11-Day and 4-Day) are open from 7 a.m. to 8 p.m.
11/10/26 Vote-by-Mail ballots which are postmarked on or before Election Day must be received by this date to be counted 12/3/26 Deadline to send certified election results to special district governing boards.
47 City Council Agenda Item #10
Staff Report
Meeting Date: October 13, 2025
To: Mayor and City Council
From: Robert Gibson, Chief of Police
Subject: Amendment of City Municipal Ordinance Section 10.44.080 (5)(a)(i) to limit snow parking at the Sisson Youth Baseball parking.
Recommendation:
Staff respectfully requests the City Council approve the adoption of the recommended amending of Mount Shasta Municipal Code section 10.44.080(5)(a)(i).
Background & Summary:
The parking lot located at the Sisson Youth Baseball Park was intended to be utilized for shortterm parking for citizens to enjoy youth sports. The parking lot has also been designated as authorized parking for the citizens of Mount Shasta during snow season, which typically runs from November to May every year. The snow parking has created a conflict with youth sports activities with numerous complaints each year about no parking for youth baseball practice and games due to the number of snow parking vehicles. The youth baseball season typically starts in March each year in order to be competitive with Redding leagues. The City has obtained two more public parking lots on Chestnut Street. To address the conflict, staff recommends only allowing snow parking at the Sisson parking lot from November 1st to March 1st. This would still allow citizens to utilize snow parking during peak winter weather months and would allow for a smooth transition to access by the communities youth sports programs.
Attachments:
Ordinance amending section 10.44.080 (5)(a)(i) of the Mount Shasta Municipal Code Regular
Consent
Closed
Presentation
48 Ordinance CCO 25-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MT. SHASTA AMENDING SECTION 10.44.080 OF TO THE MT. SHASTA MUNICIPAL CODE WHEREAS, pursuant to Chapter XI, Section 7, of the California Constitution, the City of Mt Shasta (“City”) may make and enforce within its limits all local, police, sanitary, and other ordinance, and regulations not in conflict with general laws; and WHEREAS, the City Council of the City of Mount Shasta may make amendments to the Mount Shasta Municipal Code section 10.44 as set forth in Mount Shasta Municipal Code section
10.44.130; and
WHEREAS, the City Council of the City of Mount Shasta finds that due to numerous complaints of long-term snow parking at the Sisson Youth Baseball parking lot and the need to keep the parking lot available for use by youth sports programs; and WHEREAS, the City Council of the City of Mount Shasta has determined that following changes to the Mount Shasta Municipal Code Section 10.44 parking prohibited or restricted; Amend:
10.44.080
(5) Restricted Time Parking.
(a) No parking between the hours of 10:00 p.m. and 6:00 a.m. daily at the Sisson Youth Baseball ballpark parking area on the west side of Everett Memorial Highway between Washington Drive and Rockfellow Drive and east of Sisson Elementary School with the following exceptions:
(i) During time when the parking area is designated for snow removal as determined by the Director of Public Works, from November 1st to March 1st.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Moun Shasta hereby ordains:
That the above changes be made to the Mount Shasta Municipal Code. 49 The foregoing Resolution was approved this the day of October by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
DATED:
ATTEST: CITY OF MT. SHASTA
______________________________ ______________________________ Rachel Argon, Deputy City Clerk John Redmond, Mayor
CERTIFICATION
I do hereby certify that the foregoing is a full, true, and correct copy of an ordinance duly and regularly adopted at a meeting of the City Council of the City of Mt. Shasta held on . ______________________________
Rachel Argon, Deputy City Clerk
50 City Council Agenda Item #11
Staff Report
Meeting Date: October 13th, 2025
To: Mayor and City Council
From: Ken Kellogg, Public Works Director
Subject: Approval of the expenditure of $150,000 for the Removal, Hauling, and Disposal of Contaminated Wastewater Sludge.
Recommendation:
Staff recommends the approval of a Not to Exceed (NTE) expenditure amount of $150,000 for the removal, hauling, and disposal of contaminated wastewater sludge from Ponds 1 and 2.
Background: The State Water Board has mandated as a requirement of the City's current discharge permit, that the City remove and properly dispose of the dried sludge contained within the Waste Water Treatment Plant's (WWTP) inactive Ponds #1 and #2. The City has already completed the removal of a portion of the sludge from Pond #1. This report addresses the necessary steps and costs to complete the remainder of the mandated cleanup.
The estimated cost to remove the remaining dried sludge from Pond #1 and the entirety of Pond #2 is approximately $150,000, which will encompass the removal, hauling, and disposal of an estimated 50 truckloads of material. The significant expense is primarily driven by transportation and disposal requirements. The cost is roughly one-third for transport and twothirds for landfill fees. Due to the material's current classification and the requirements of the permit, the sludge must be transported to the closest landfill that accepts hazardous materials, which is the White City Landfill, resulting in higher-than-typical hauling and tipping fees.
X Regular
Consent
Closed
Presentation
51 Separately, WWTP staff are actively researching the feasibility of in-city use of the sludge remaining in Ponds 3, 4, and 5. This material contains significantly less influent biomass and is primarily composed of algae, which is a key factor in exploring its potential usability. Initial assessments suggest that this material may be suitable for beneficial use as enriched soil for planting trees, landscaping, and other municipal uses, thereby avoiding future high-cost disposal. The funding for the immediate removal of the sludge from Ponds 1 and 2, which requires Council approval, will be drawn from the existing WWTP operations account. 52 CITY COUNCIL AGENDA ITEM #12
MEETING DATE: October 13, 2025
TO: Mayor and City Council
FROM: Ken Kellogg, Public Works Director
SUBJECT: Senior Snow Removal Contract Approval 25-26
RECOMMENDATION:
Staff respectfully request the City Council review the information provided regarding the bids from Wallace Enterprises and MSC Landscape and approve the Notice of Award to each.
BACKGROUND:
On September 17, 2025, the bids were opened for the Senior Snow Removal contract. The City was broken down into twelve routes. Each route was bid on separately. Three firms submitted bids.
Wallace Enterprises was apparently low bidder on six routes and MSC Landscape was low bidder on six routes. The bids appear to be fair and reasonable.
X Regular Session
Special Session
Emergency
Session
Closed Session
53 Bid Results
Bid Opening 9/17/2025 3:00 pm Mt. Shasta City Hall
Mt. Shasta Senior Snow Removal 2025‐2026
22‐CDBG‐NH‐00017
Plow
Route #
Units Plow Route
Cost
Berm Route
Cost
Total Cost per
Route
Plow Route
Cost
Berm Route
Cost
Total Cost per
Route
Plow Route
Cost
Berm Route
Cost
Total Cost per
Route
1 Per Event $ 769.99 $ 269.99 $ 1,039.98 $ ‐ $ ‐ $ ‐ $ 910.00 $ 260.00 $ 1,170.00 2 Per Event $ 369.99 $ 139.99 $ 509.98 $ 325.00 $ 100.00 $ 425.00 $ 400.00 $ 100.00 $ 500.00 3 Per Event $ 669.99 $ 299.99 $ 969.98 $ 780.00 $ 240.00 $ 1,020.00 $ 840.00 $ 276.00 $ 1,116.00 4 Per Event $ 479.99 $ 189.99 $ 669.98 $ 455.00 $ 140.00 $ 595.00 $ 560.00 $ 175.00 $ 735.00 5 Per Event $ 599.99 $ 233.99 $ 833.98 $ 780.00 $ 240.00 $ 1,020.00 $ 780.00 $ 240.00 $ 1,020.00 6 Per Event $ 1,039.99 $ 399.99 $ 1,439.98 $ 780.00 $ 240.00 $ 1,020.00 $ 936.00 $ 324.00 $ 1,260.00 7 Per Event $ 439.99 $ 198.99 $ 638.98 $ 585.00 $ 180.00 $ 765.00 $ 612.00 $ 180.00 $ 792.00 8 Per Event $ 999.99 $ 399.99 $ 1,399.98 $ 1,105.00 $ 340.00 $ 1,445.00 $ 1,190.00 $ 510.00 $ 1,700.00 9 Per Event $ 699.99 $ 269.99 $ 969.98 $ ‐ $ ‐ $ ‐ $ 840.00 $ 300.00 $ 1,140.00 10 Per Event $ 417.99 $ 199.99 $ 617.98 $ 455.00 $ 140.00 $ 595.00 $ 490.00 $ 175.00 $ 665.00 11 Per Event $ 416.99 $ 179.99 $ 596.98 $ 455.00 $ 140.00 $ 595.00 $ 490.00 $ 196.00 $ 686.0012 Per Event $ 599.99 $ 259.99 $ 859.98 $ 650.00 $ 200.00 $ 850.00 $ 700.00 $ 300.00 $ 1,000.00 Total $ 7,504.88 $ 3,042.88 $ 10,547.76 $ 6,370.00 $ 1,960.00 $ 8,330.00 $ 8,748.00 $ 3,036.00 $ 11,784.00 Contractor Wallace Enterprises MSC Landscape Shasta Brown Inc 54 NOTICE OF AWARD
Date of Issuance: 10/14/2025
Owner: City of Mt. Shasta
By/Title: Todd Juhasz, City Manager
Signature:
Project: CDBG Mt. Shasta Senior Snow Removal Program 2025-2026 Bidder Name Wallace Enterprises
Bidder Address: 1634 Highland Dr.
Mt. Shasta, CA 96067
The City of Mt. Shasta has accepted your Bid dated October 13, 2025 and you are the Successful Bidder for Snow Plow and Berm Routes:
Contractor Wallace Enterprises
Plow Route # Units Plow Route Cost Berm Route Cost Total Cost per Route 1 Per Event $ 769.99 $ 269.99 $ 1,039.98
3 Per Event $ 669.99 $ 299.99 $ 969.98
5 Per Event $ 599.99 $ 233.99 $ 833.98
7 Per Event $ 439.99 $ 198.99 $ 638.98
8 Per Event $ 999.99 $ 399.99 $ 1,399.98
9 Per Event $ 699.99 $ 269.99 $ 969.98
and are awarded a Contract for:
Mt. Shasta Senior Snow Removal Program 2025-2026
One copy of the Contract Documents accompanies this Notice of Award.
You must comply with the following conditions within 10 days of the date of receipt of this Notice of Award:
1. Liability Insurance with the Mt. Shasta City named as additionally insured.
2. Deliver performance bonds.
Failure to comply with these conditions within the time specified will entitle the City of Mt. Shasta to consider you in default, annul this Notice of Award. 55 NOTICE OF AWARD
Date of Issuance: 10/14/2025
Owner: City of Mt. Shasta
By/Title: Todd Juhasz, City Manager
Signature:
Project: CDBG Mt. Shasta Senior Snow Removal Program 2025-2026 Bidder Name MSC Landscape
Bidder Address: 507 Sarah Bell St.
Mt. Shasta, CA 96067
The City of Mt. Shasta has accepted your Bid dated October 13, 2025, and you are the Successful Bidder for Snow Plow and Berm Routes:
Contractor MSC Landscape
Plow Route # Units Plow Route Cost Berm Route Cost Total Cost per Route 2 Per Event $ 325.00 $ 100.00 $ 425.00
4 Per Event $ 455.00 $ 140.00 $ 595.00
6 Per Event $ 780.00 $ 240.00 $ 1,020.00
10 Per Event $ 455.00 $ 140.00 $ 595.00
11 Per Event $ 455.00 $ 140.00 $ 595.00
12 Per Event $ 650.00 $ 200.00 $ 850.00
and are awarded a Contract for:
Mt. Shasta Senior Snow Removal Program 2025-2026
One copy of the Contract Documents accompanies this Notice of Award.
You must comply with the following conditions within 10 days of the date of receipt of this Notice of Award:
1. Liability Insurance with the Mt. Shasta City named as additionally insured.
2. Deliver performance bonds.
Failure to comply with these conditions within the time specified will entitle the City of Mt. Shasta to consider you in default, annul this Notice of Award. 56