Agenda packet — Mount Shasta City Council, November 10, 2025

“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, N ov em be r 10, 2025 , 5:30 p.m.

The meeting can also be viewed online at the
following link: MountShasta.22Ave.tv
1 CITY COUNCIL BUSINESS

8. Mercy Medical Hospital Funding Presentation
Background: A representative of the board of Mercy Medical Hospital will brief the Council on the hospital’s funding situation in light of recent legislative changes.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Receive report.

9. Green DOT Transportation Solutions: Presentation of Lake Street For All Active Transportation Improvement Plan
Background: In February of 2024, Caltrans awarded the City of Mount Shasta a $156,577 Sustainable Transportation Planning Grant to complete the Lake Street Complete Streets Plan (LSCSP). Green Dot Transportation Solutions is in attendance to present their proposed treatments.

Report By: Ken Kellogg, Public Works Director
Recommended Council Action: Review and endorse the Lake Street for All Complete Streets Plan

10. Letter of Intent to Purchase Landing Parcels
Background: The Power Group, LLC has submitted a non-binding proposal to the City of Mt. Shasta to purchase APN 067-010-140 and to option parcels APN 067-010-020 (1,934,064 SF) and APN 067-010-010 (851,162 SF) for subsequent planning and purchase.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Staff recommends the approval of a non-binding proposal to purchase APN 067-010-140 and option for the purchase of parcels APNs 067-010-020 and APN 067-010-010.

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11. Resolution Authorizing Position of Building Inspector-Plans Examiner and Affirming Hourly Wage
Background: In September 2025, the City Council approved an annual budget for $105,000 to support 16 hours of weekly building department services. The demand for building services is expected to outpace the budgeted 16 hours per week.

Report By: Kim Fowler, Planning Director
Recommended Council Action: Use the budgeted $105,000 to create a Building Inspector-Plans Examiner position.

12. Use of Remaining Prop 68 Funding
Background: In 2018, the City was awarded $177,952 in Prop 68 funds for various projects.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Provide direction to staff regarding the $48,000 balance of Prop 68 funds.

13. Fire Department Job Description Updates
Background: To ensure that job responsibilities reflect current operational needs and comply with applicable regulations, staff has prepared updates to existing Fire Department job descriptions.

Report By: Cory Burns, Fire Chief
Recommended Council Action: Staff recommends that the Council approve updates to existing Fire Department job descriptions

14. New Position: Fire Engineer
Background: Filling the position of Fire Captain has been challenging. Staff has created a proposal for a new job classification with lower qualifications to cast a wider net for new Fire Department personnel.

Report By: Cory Burns, Fire Chief
Recommended Council Action: Approve the new Fire Engineer classification

CITY COUNCIL/STAFF REPORTING PERIOD

15. Council Reports on Attendance at Appointed/Outside Meetings 3

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Page 123 ends

Page 132 ends

16. Future Agenda Items (Appearing on the agenda within 60-90 days): None a. Master Fee Schedule Review
Future Agenda Items Over 90 Days: None

17. 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.
4 Contents
Consent Agenda…………………………………………………………………………7
Approval of Minutes: October 27, 2025 Regular Meeting………………………………..7 Police Department Monthly Report………………………………………………….12
Mercy Medical Hospital Funding Presentation………………………………………...22 Staff Report…………………………………………………………………….....22
Lake Street For All Active Transportation Improvement Plan……………………….…23 Staff Report……………………………………………………………………..…23
Lake Street Complete Streets Plan…………………………………………………...24 Letter of Intent to Purchase Landing Parcels.………………………………………….. 97 Staff Report……………………………………………………………………….97
Letter of Intent…………………………………………………………………….99
Valuation Summary……………………………………………………………….101
Preliminary Site Diagram…………………………………………………………102
Building Inspector-Plans Examiner………………………………………………...…103 Staff Report…………………………………………………………………...…103
Resolution CCR 25-XX……………………………………………………………107
Terms of Employment: Unrepresented Employee Unit………………………………...108 Authorized Positions……………………………………………………………...119
Use of Remaining Prop 68 Funding………………………………………………...…121 Staff Report…………………………………………………………………...…121
5 Fire Department Job Description Updates…………………………………………..…123 Staff Report…………………………………………………………………..…..123
Firefighter Job Description…………………………………………………….…...124 Fire Captain Job Description………………………………………………….……128
New Position: Fire Engineer…………………………………………………………...132 Staff Report………………………………………………………………………132
Fire Engineer Job Description…………………………………………………...….133 Fire Engineer Pay Scale…………………………………………………….………137
6 Page Item STANDING AGENDA ITEMS

1. Call to Order and Flag Salute: At the hour of 5:30pm, the Mayor called the meeting to order and led the audience in the pledge of allegiance.

2. Roll call:

Council Members Present: Collings, Stackfleth, Glaubman, Redmond Council Members Absent: Clure

3. Special Presentations & Announcements: None

4. Public Comment:

Shannon Morzad – Comments regarding conduct of police officers

5. Council and Staff Comments:

Malissa Dodd, Finance Director – Reports on PERS training, audit, and finance department vacancy; answers Council questions
Todd Juhasz, City Manager – Comments regarding grant application for Castle Creek daylighting, development efforts at the Landing, and Library Expansion Project.

Casey Glaubman – Acknowledges comments of Shannon Morzad Todd Juhasz – Requests additional information at future meeting with Shannon

None
Mt. Shasta City Council Regular Meeting Minutes
Mt. Shasta City Park Upper Lodge, 1315 Nixon Rd.

Monday, Octob e r 27, 2025, 5:30 p.m.
7 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: October 13, 2025 regular meeting b. Approval of Disbursements: Accounts Payable 10/8/2025 and 10/15/2025; Total Gross Payroll and Taxes: For The Period Ending 10/16/25 c. Investment Report
d. Second reading of Ordinance CCO-25-05
MOTION TO APPROVE: Stackfleth
SECOND: Glaubman
AYES: Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: Clure
ABSTAIN: None

8. Read Across Siskiyou Proclamation
Todd Juhasz, City Manager – Introduces Karen Potts of First 5 Siskiyou Karen Potts, Director of First 5 Siskiyou – Comments regarding early literacy and First 5 Siskiyou programming, invites Council members to appear at Read Across Siskiyou events as guest readers Pamela Newman, North State Magazine Publisher – Comments regarding the work of First 5 Siskiyou Mayor Redmond – Reads Proclamation CCP-25-03
MOTION: Stackfleth moves to adopt City Council Proclamation 25-03 designating November 12th as the 18th anniversary of Read Across Siskiyou.

SECOND: Glaubman
AYES: Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: Clure
ABSTAIN: None
8 9. Staff Direction: Mobile Home Rent Stabilization
Todd Juhasz, City Manager – Comments regarding mobile home park rent increases, answers Council questions
Public Comment:

Becky Fairless – Comments regarding rising cost of living in mobile home communities. Submitted written comments via email
Richard Barwede – Comments regarding rent increases and regulations Council Comment:

Collings – Requests staff report on rate increases
Glaubman – Requests documentation from tenants
Stackfleth – Asks clarifying questions regarding state regulations Council discusses.

MOTION: Stackfleth moves to give staff direction to gather facts regarding this particular situation at hand, both sides of the equation, and gather more facts regarding state regulations with respect to rentals of all kinds
SECOND: Collings
AYES: Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: Clure
ABSTAIN: None

10. Budget Review
Malisa Dodd, Finance Director – Provides presentation on Fiscal Year 2025/26 budget Public Comment:

Shannon Morzad – Comments in support of vacancy tax
Council Comment:

Collings – Comments regarding revenue and deficit spending Stackfleth – Comments regarding tourism and tax revenue Glaubman – Comments regarding expected snow and tourism 9 11. Staff Report: Emergency Siren System
Ken Kellogg, Public Works Director – Comments regarding viability of siren system for emergency alerts, answers Council questions
Todd Juhasz, City Manager – Comments regarding siren design and volume, alternative emergency alert systems
Cory Burns, Fire Chief – Comments regarding burden to emergency dispatchers, answers Council questions
Public Comment:

Pamela Newman – Comments regarding advantages of siren
Arrea – Comments regarding emergency notification options Council Comment:

Collings – Clarifies availability of cell service during natural disasters Glaubman – Comments in opposition to the purchase of sirens

12. Rescinding Resolution for Prepaid Sewer Connection Fees Ken Kellogg, Public Works Director – Comments regarding former wastewater treatment plant capacity constraints and abuse of resolution, requests that Council rescind resolution Staff answers clarifying questions.

MOTION: Stackfleth moves to approve City Council Resolution CCR-25-27, Rescinding Resolution CCR-91-33
SECOND: Glaubman
AYES: Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: Clure
ABSTAIN: None
10 13. Subrecipient Agreement: Great Northern Services Community Development Block Grant Todd Juhasz, City Manager – Comments regarding subrecipient agreement with Great Northern and grant application process
Malisa Dodd, Finance Director – Provides additional information Staff answers Council questions.

Public Comment:

Shannon Morzad – Comments regarding sewer connection fees Council Comment:

Staff answers Council questions, Council discusses.

MOTION: Glaubman moves to conditionally approve Great Northern Services to write the CDBG block grant assuming that Brandy doesn’t think our lack of reporting from two years ago will significantly impact our chance to be awarded the grant.

SECOND: Collings
AYES: Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: Clure
ABSTAIN: None

14. COPS Funding Budget Adjustment
Malisa Dodd, Finance Director – Comments regarding additional COPS fund award MOTION: Stackfleth moves to approve that the City Council allow an increase in the budget of $36,537 for the COPS fund
SECOND: Collings
AYES: Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: Clure
ABSTAIN: None

CITY COUNCIL/STAFF REPORTING PERIOD

15. Council Reports on Attendance at Appointed/Outside Meetings:

None

16. Future Agenda Items (Appearing on the agenda within 60-90 days): None a. Master Fee Schedule Review
b. Prop 68 grant award report
Future Agenda Items Over 90 Days: None

17. Adjourn: There being no further business, the meeting was adjourned at 7:12pm Respectfully Submitted By: Rachel Agron, Deputy City Clerk 11 Department Statistics
Calls for Service October 2024 October 2025 Change
745 552 -25.90%
Cases Taken October 2024 October 2025 Change
46 39 -15.21%
Arrests Made October 2024 October 2025 Change
14 15 +7.14%
745
558 549 586
486
578 613 678
752 724
588 582 552
0 200
400
600
800
Calls for Service
Calls for Service
46 36 39 40
27 35
27 34 37 36 31 33
39 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
12 Warrant Arrests October 2024 October 2025 Change
4 4 0%
Top 5 Calls
October 2024 October 2025
Outside Assist 34 Outside Assist 24
Trespassing 26 Public Assist 17
Medical 22 Check Person-Welfare 15
Out w/a Vehicle 19 Trespassing 12
Suspicious Circumstances 10 415- Disturbing the Peace 10 4 6
7 7
3 5
6 4
3 1
4 6
0 0
2 4
6 8
Warrant Arrests
Warrant Arrests
0 2 4 6 8 10 12 14 16 18 20
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
10/1/2025
Yearly Top 5 Calls 2024-2025
Animal Complaint Disturbing the Peace Suspicious Circumstances Suspicious Vehicle Suspicious Person 13 Crime Statistics
Crimes
October
2024
October
2025 Change October 2024- October2025 Yearly Total
Assault – Physical 4 1 -75% 37
Assault – Verbal 0 1 +100% 25
Disturbing the Peace 9 10 +11.11% 122
Domestic Disturbance 1 2 +100% 11
Domestic Violence 5 1 -80% 22
Fraud 1 0 -100% 9
Public Intoxication 2 3 +50% 22
Stolen Vehicle 0 0 0% 4
TC Hit & Run 1 2 +100% 14
Theft from Vehicle 0 1 +100% 1
Theft – Grand 3 0 -100% 11
Theft – Petty 3 5 +66.66% 29
Theft – Shoplifting 0 0 0% 1
Trespassing 26 12 -53.84% 179
Vandalism 11 0 -100% 46
4 3
2 3
1 1
2 4 4 4 4 4
1 0
2 4
6 Assault - Physical
Assault - Physical
0 0 0
2 4
0 2
0 3 3
5 5
1 0
2 4
6 Assault - Verbal
Assault - Verbal
9 5 3 5 5
10 5 8
13 18
12 19
10 0
10 20
Disturbing the Peace
Disturbing the Peace
14 1 1
0 1 1
0 0 0 0
3 0
2 2
0 2
4 Domestic Disturbance
Domestic Disturbance
5 0
3 3 3
0 1 1
0 1
2 2
1 0
2 4
6 Domestic Violence
Domestic Violence
1 2
1 0
1 1 1
0 1
0 0
1 0 0
1 2
3 Fraud
Fraud
2 1 1
2 2 2 2 2
0 4
0 1
3 0
2 4
6 Public Intoxication
Public Intoxication
0 0
1 0
1 0 0 0
1 0 0
1 0 0

0.5 1

1.5 Stolen Vehicles
Stolen Vehicles
15 1 1 1
2 2
0 1
2 0
2 0 0
2 0
1 2
3 Traffic Collisions - Hit & Run
Traffic Collisions - Hit & Run
0 0 0 0 0 0 0 0 0 0 0 0
1 0

0.5 1

1.5 Theft from Vehicle
Theft from Vehicle
3 0 0 0 0
1 0 0
3 0
1 3
0 0
2 4
Theft - Grand
Theft - Grand
3 1 1
2 2
4 0 0
2 0
5 4
5 0
2 4
6 Theft - Petty
Theft - Petty
0 0 0 0 0 0 0 0 0 0 0
1 0 0

0.5 1

1.5 Theft - Shoplifting
Theft - Shoplifting
16 26
16 11
4 9
17 13 15 16 19
9 12 12
0 10
20 30
Trespassing
Trespassing
11 2
4 3
1 7
1 4
1 3
5 4
0 0
5 10
15 Vandalism
Vandalism
17 Traffic Summary
October 2024 October 2025 Change
Traffic Stops 110 72 -34.54%
Traffic Citations Issued 14 10 -28.57%
Traffic Collisions
October 2024 October 2025 Change October 2024-October 2025 Yearly Total
TC – DUI 0 0 0% 1
TC – Hit & Run 1 2 +100% 14
TC – Info Exchange 5 2 -60% 44
TC - Injury 0 0 0% 5
Total 6 4 -33.33% 64
110 121
102
160
84 112
94 62 73
49 80
55 72
14 23 16 14 5 15 6 12 27
2 27 15 10 0
50 100
150
200
Traffic Stops
11-95 Traffic Citations Issued
0 0 0 0
1 0 0 0 0 0 0 0 0
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 2
0 1
0 0 0 0 0 0
1 0
1 2
0 0
1 2
3 4
5 6
7 Traffic Collisions
TC - DUI Hit & Run TC - Info Exchange TC - Injury
18 DUI Summary
October 2024 October 2025 Change
DUI Complaints NA NA NA
DUI Arrests 5 2 -60%
* DUI Complaints no longer tracked in new CAD system as of 11/01/2022.

Patrol Information
Foot Patrol
October 2024 October 2025 Change October 2024-October 2025 Yearly Total
21 13 -38.09% 196
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.
5 4 4
7 2
3 2
1 1
0 0
3 2
0 2
4 6
8 DUI Summary
DUI Complaints DUI Arrests
21 9 5
21 4 9
22 15 19
31 11 16 13
0 20
40 Foot Patrol
Foot Patrol
19 Municipal Summary
Municipal Calls for Service
October 2024 October 2025
October 2024-
October 2025 Yearly
Total
Muni Code – Other 10 10 111
Muni Code - Parking 9 9 106
Total 19 19 200
LiveScans October 2024 October 2025
10 14
Court Activity
10 7
5 6
3 2
13 10
5 19
8 9 10 9
7 1
4 3 3
11 9
7 13
11 6
9 0
5 10
15 20
Municipal Calls for Service
Muni Code - Other Muni Code - Parking
0 0 1 0 0 1
4 3
0 1 2 1 2
0 5
Court Activity
Court Activity
20 Social Media
Facebook
Followers Posts Reach Engaged Users Reactions
14,428 11 45,112 2,109 0
Twitter
Followers Tweets Impressions Mentions
390 0 0 0
Instagram
Followers Posts Likes
2,240 8 206
Nextdoor
Posts Impressions Reactions
0 0 0
21 City Council Agenda Item #8
Staff Report
Meeting Date: November 10, 2025
To: Mayor and City Council
From: Todd Juhasz, City Manager
Subject: Mercy Medical Hospital Funding Presentation
Recommendation:

Receive presentation.

Background & Summary:

A representative of the board of Mercy Medical Hospital will brief the Council on the hospital’s funding situation in light of recent legislative changes.

X Regular
Consent
Closed
Presentation
22 CITY COUNCIL AGENDA ITEM #9
MEETING DATE: November 10, 2025
TO: Mayor and City Council
FROM: Ken Kellogg, Public Works Director
SUBJECT: Presentation from Green Dot Transportation – Final Planning Work on Lake Street for All (LS4A) Active Transportation Improvements Recommendation:

Staff respectfully recommend the City Council review the Lake Street for All (LS4A) project information, provide comments and clarification, and ultimately endorse the final planning work.

Endorsement is requested to allow Green Dot Transportation and the City to finalize the project.

Background:

The City of Mount Shasta was awarded a $156,577 Sustainable Transportation Planning Grant from Caltrans on February 14, 2024, to complete the Lake Street Complete Streets Plan (LSCSP).

The goal of the LSCSP is to provide a framework of strategies and implementation actions to improve safety and mobility along the 1.2-mile corridor of Lake Street. Particular attention has been paid to strategies that effectively slow vehicle speeds on Lake Street.

The planning work included:
• Examination of traffic volumes and historical crash data • Field observations
• Stakeholder meetings to gain insight
This work aimed to determine the best set of roadway treatments to safely accommodate bicyclists, pedestrians, and motor vehicles. Green Dot Transportation is in attendance to give a presentation on their findings and proposed treatments and to elicit comments on the draft final written report.

X Regular Session
Special Session
Emergency
Session
Closed Session
23 1
Lake Street for All
Complete Streets Plan
Public Draft
November 2025
Prepared by: Green DOT Transportation Solutions
Prepared for: City of Mt. Shasta
24 Lake Street for All | Admin Draft for Review i
Table of Contents

1. Introduction.....................................................................................................................................................................1

1.1. THE PLAN ..........................................................................................................................................................................................................................................................1

2. Community Context ........................................................................................................................................................3

2.1. AGE ....................................................................................................................................................................................................................................................................3

2.2. INCOME.............................................................................................................................................................................................................................................................3

2.3. ACCESS TO CARS ............................................................................................................................................................................................................................................3

2.4. HEALTH METRICS.......................................................................................................................................................................................................................................... 4

2.4.1. CALENVIROSCREEN.................................................................................................................................................................................................................................. 4

2.4.2. CALIFORNIA HEALTHY PLACES INDEX.................................................................................................................................................................................................. 4

3. Existing Conditions.........................................................................................................................................................5

3.1. ROADWAY CHARACTER AND USES ...........................................................................................................................................................................................................5

3.1.1. INTERSTATE 5 ...............................................................................................................................................................................................................................................5

3.1.2. COMMERCIAL DEVELOPMENT.................................................................................................................................................................................................................5

3.1.3. DOWNTOWN MT. SHASTA........................................................................................................................................................................................................................5

3.1.4. RESIDENTIAL.................................................................................................................................................................................................................................................6

3.1.5. PUBLIC LAND AND PARKS........................................................................................................................................................................................................................6

3.2. KEY DESTINATIONS........................................................................................................................................................................................................................................7

3.2.1. BUSINESSES..................................................................................................................................................................................................................................................7

3.2.2. SCHOOLS.......................................................................................................................................................................................................................................................7

3.2.3. COMMUNITY AMENITIES........................................................................................................................................................................................................................... 8

3.3. EMPLOYMENT TRAVEL PATTERNS ...........................................................................................................................................................................................................10

3.4. EXISTING PLANNING FRAMEWORK ..........................................................................................................................................................................................................11

4. Existing Street Configuration ......................................................................................................................................15

4.1. ROADWAY SEGMENTS ................................................................................................................................................................................................................................15

4.2. INTERSECTIONS AND CROSSINGS.............................................................................................................................................................................................................18

4.3. ADDITIONAL FEATURES ..............................................................................................................................................................................................................................19

4.4. MULTIMODAL FACILITIES........................................................................................................................................................................................................................... 22

4.4.1. BICYCLE FACILITIES ................................................................................................................................................................................................................................. 22

4.4.2. PEDESTRIAN FACILITIES .........................................................................................................................................................................................................................24 25 Lake Street for All: Complete Streets Plan
Lake Street for All | Admin Draft for Review ii

4.4.3. TRANSIT FACILITIES.................................................................................................................................................................................................................................. 25

4.5. CONNECTING ROADWAY NETWORK...................................................................................................................................................................................................... 27

4.6. BICYCLE LEVEL OF TRAFFIC STRESS ......................................................................................................................................................................................................28

4.7. SAFETY ...........................................................................................................................................................................................................................................................30

4.7.1. BICYCLE COLLISIONS ..............................................................................................................................................................................................................................30

4.7.2. PEDESTRIAN COLLISIONS ......................................................................................................................................................................................................................30

4.7.3. COMMUNITY CONCERNS........................................................................................................................................................................................................................ 32

4.7.4. INFRASTRUCTURE GAPS AND BARRIERS............................................................................................................................................................................................ 32

4.8. MULTIMODAL CONNECTIVITY...................................................................................................................................................................................................................34

5. Community Experience ................................................................................................................................................35

5.1. PROJECT INFORMATION ............................................................................................................................................................................................................................ 35

5.1.1. WEBSITE..................................................................................................................................................................................................................................................... 35

5.1.2. FLYERING.................................................................................................................................................................................................................................................... 35

5.1.3. CITY NEWSLETTER ...................................................................................................................................................................................................................................36

5.2. SURVEY RESULTS ........................................................................................................................................................................................................................................36

5.3. STAKEHOLDER ADVISORY COMMITTEE (SAC).......................................................................................................................................................................................38

5.3.1. BACKGROUND ..........................................................................................................................................................................................................................................38

5.3.2. SAC MEETING #1.....................................................................................................................................................................................................................................38

5.3.3. SAC MEETING #2....................................................................................................................................................................................................................................39

5.4. WORKSHOP..................................................................................................................................................................................................................................................39

5.4.1. WORKSHOP #1.........................................................................................................................................................................................................................................39

5.4.2. WORKSHOP #2.........................................................................................................................................................................................................................................41

6. Corridor Design .............................................................................................................................................................42

6.1. BEST PRACTICES..........................................................................................................................................................................................................................................42

6.1.1. BICYCLE FACILITIES .................................................................................................................................................................................................................................42

6.1.2. PEDESTRIAN FACILITIES ........................................................................................................................................................................................................................ 44

6.1.3. TREES AND LANDSCAPING ....................................................................................................................................................................................................................45

6.1.4. PLACEMAKING ELEMENTS.....................................................................................................................................................................................................................45

6.2. SEGMENT IMPROVEMENTS .......................................................................................................................................................................................................................48

6.2.1. COMMERCIAL ZONE – BICYCLE EMPHASIS DESIGN.......................................................................................................................................................................49 26 Lake Street for All: Complete Streets Plan
Lake Street for All | Admin Draft for Review iii

6.2.2. COMMERCIAL ZONE – BUSINESS / PEDESTRIAN EMPHASIS ........................................................................................................................................................49

6.2.3. COMMUNITY CORE – ON-STREET PARKING EMPHASIS ................................................................................................................................................................50

6.2.4. RESIDENTIAL CONNECTOR – BICYCLE / PARKSTRIP / PEDESTRIAN EMPHASIS.......................................................................................................................50

6.2.5. RESIDENTIAL CONNECTOR – PARKSTRIP / 13’ SHARED BICYCLE-PED ....................................................................................................................................... 51

6.3. INTERSECTION IMPROVEMENTS............................................................................................................................................................................................................... 52

7. Wayfinding.....................................................................................................................................................................53

7.1. WHAT WE HEARD........................................................................................................................................................................................................................................ 53

7.2. WAYFINDING PRINCIPLES ........................................................................................................................................................................................................................ 53

7.3. RECOMMENDATIONS..................................................................................................................................................................................................................................54

7.3.1. COLOR PALETTE AND SEASONALITY...................................................................................................................................................................................................54

7.3.2. GATEWAY SIGNAGE ................................................................................................................................................................................................................................ 57

7.3.3. INFORMATIONAL KIOSK..........................................................................................................................................................................................................................58

7.3.4. DISTANCE, DIRECTIONAL, AND ENCOURAGEMENT SIGNAGE.......................................................................................................................................................60

8. Implementation.............................................................................................................................................................63

8.1. PROJECT COSTS...........................................................................................................................................................................................................................................63

8.1.1. COMMERCIAL ZONE................................................................................................................................................................................................................................63

8.1.2. COMMUNITY CORE ..................................................................................................................................................................................................................................63

8.1.3. RESIDENTIAL CONNECTOR ....................................................................................................................................................................................................................64

8.2. FUNDING OPPORTUNITIES ........................................................................................................................................................................................................................64

8.3 WAYFINDING NEXT STEPS........................................................................................................................................................................................................................66 27 Lake Street for All: Complete Streets Plan
Lake Street for All | Admin Draft for Review iv
Table of Figures
Figure 1. Project Location 2
Figure 2. Key Destinations 9
Figure 3. Inflow and Outflow of Mt. Shasta Employees and Residents 11 Figure 4 Residential Connector - Existing Configuration 16 Figure 5 Community Core - Existing Configuration 17
Figure 6 Commercial Zone - Existing Configuration 18
Figure 7. Sidewalks and Intersections 21
Figure 8 Transit Service along Lake Street 26
Figure 9. Bicycle Level of Traffic Stress 29
Figure 10 Project Area Collisions (2013 - 2022) 31
Figure 11. Infrastructure Deficiencies 33
Figure 12 Lake Street Segments 48
Figure 13 Commercial Zone - Bicycle Emphases Design 49
Figure 14 Commercial Zone - Business / Pedestrian Emphasis Design 49 Figure 15 Community Core - On-Street Parking Emphasis Design 50 Figure 16 Residential Connector - Bicycle / Parkstrip / Pedestrian Emphasis Design 50 Figure 17 Residential Connector - Parkstrip / 13' Shared Bicycle-Ped 51 Figure 18 Intersection Plan View Concepts 52
Table of Tables
Table 1. Age 3
28 Lake Street for All: Complete Streets Plan
1 1.INTRODUCTION
Lake Street is the City of Mt. Shasta’s main east-west
corridor, situated centrally within the city. Local schools, including Shasta Head Start, Mt. Shasta Elementary
School, Sisson Middle School, and Mt. Shasta High
School, are situated in close proximity to Lake Street, making the corridor a prime throughfare for students
and their parents to travel to school. Lake Street is the central exit for Mt. Shasta from I-5, making it a primary gateway for visitors, residents, and goods to enter and exit the city. The eastern end of the corridor is aligned with residential housing and connects the city to parks and schools. Mt. Shasta’s downtown core is bisected by
Lake Street, connecting the community to local shops,
dining, banks, pharmacies, and grocery stores.

Functioning as a critical connection between the
freeway, downtown, residential neighborhoods, schools,
and other destinations, Lake Street serves many
different users that access many different types of
destinations. The corridor also faces challenges such as steep gradients, wide lanes, and limited visibility of
bicyclists and pedestrians, and high traffic speeds that hinder access to local destinations. During the
development of the City of Mt. Shasta’s Walk, Bike, Ride Plan in 2022, the residents expressed that it is a priority to create better connections between downtown and
surrounding neighborhoods and trailheads, as well as
improving access to walking and bicycling, public art,
green infrastructure, and other pedestrian scale
beautification improvements.

1.1. THE PLAN
The Lake Street for All (LS4A) Plan is a blueprint to
transform the corridor into a complete street that
enhances safety, connectivity, and accessibility for all users, regardless of age, ability, or mode of travel. The project area defined in this plan spans 1.2 miles from I-5 at the western end and extending northeast,
connecting to a small segment of North Washington
Drive, and terminating on the eastern end of the
corridor at Rockfellow Drive. The Existing Conditions
chapter provides an overview of the strengths and
challenges of the existing corridor. This detailed analysis informs future phases of the LS4A Plan and ensures that concepts for revitalizing Lake Street are data-informed, context sensitive, and address the identified challenges and opportunities.
29 Lake Street for All: Complete Streets Plan
2 Figure 1. Project Location
30 Lake Street for All: Complete Streets Plan
3 2. COMMUNITY CONTEXT

2.1. AGE
According to the 2023 American Community Survey
(ACS) 5-year estimates, Mt. Shasta has a higher
proportion of older adults compared to the State of
California. Mt. Shasta residents who are 65 years and
older make up 34.5 percent of the population, which is
more than double the State’s makeup of individuals 65
and older (15.3 percent). Individuals who are 75 years and older account for 12.1 percent of the city’s population.

The population under the age of 18, most of who are not yet able to drive, make up 14.3 percent of the city’s
population. Younger and older residents who are unable
or do not wish to drive a vehicle need access to streets that are safe and comfortable to walk and bicycle.

Table 1. Age
Age Mt. Shasta California
Under 18 14.3% 22.2%
18 to 24 years 7.7% 9.1%
25 to 44 years 17.3% 28.6%
45 to 64 years 26.2% 24.7%
65 years and over 34.5% 15.3%
75 years and over 12.1% 6.3%

2.2.INCOME
Households with lower incomes have unique
transportation challenges related to the costs of vehicle ownership and maintenance. The presence of lowincome populations in a community is one factor that is considered in the evaluation of applications for state
and federal funding for transportation projects. For
example, for a project to score in the income category of California’s highly competitive Active Transportation
Program, the median household income (MHI) must be
less than 80 percent of the statewide MHI.

According to the 2023 American Community Survey
(ACS) 5-year estimates, Mt. Shasta has 1,745 households with an MHI of $48,157, slightly exceeding Siskiyou
County’s MHI of $44,242 but falling well below
California’s MHI of $80,440. The city’s MHI is 59.8 percent of the State’s MHI, exceeding the 80 percent threshold
for the Active Transportation Grant program which
could make improvements presented in this plan
competitive for grant funding.

2.3. ACCESS TO CARS
Households with limited vehicle access face a greater
need for alternative transportation options such as
walking, bicycling, and public transit. According to the 2023 ACS 5-year estimates, 5.3 percent of households in 31 Lake Street for All: Complete Streets Plan
4 Mt. Shasta do not have access to a vehicle, and 18.5
percent of households are considered “car-light,” with
access to only one vehicle. Additionally, 47.6 percent of households have access to two vehicles, while 28.5
percent have three or more vehicles.

2.4. HEALTH METRICS

2.4.1. CalEnviroScreen
CalEnviroScreen is an online mapping tool that uses
environmental, health, and socioeconomic information
to produce comparative scores to identify
disadvantaged communities in California at the census
tract level. CalEnviroScreen reports score as percentiles, where a CalEnviroScreen1 score of 100 percent would
mean a particular location has the worst conditions in
the State and a score of one percent would be the best
conditions in the State.

The overall CalEnviroScreen score for the census tract
encompassing Mt. Shasta is 40 percent, meaning the
city has better environmental conditions than 60
percent of other California census tracts. Mt. Shasta
experiences some of the best air quality in the State,
ranking in the 8th percentile for diesel particulate matter and in the highest percentile for fine particulate matter (PM 2.5). Slightly lower is the city’s ranking for Ozone, falling in the 45th percentile with better conditions than 1 To learn more about CalEnviroScreen, visit:
https://oehha.ca.gov/calenviroscreen/report/calenviroscreen40 55 percent of the State. Mt. Shasta also ranks in the 12th percentile for traffic, with better traffic conditions than 88 percent of the State. The city’s relatively good air quality, combined with access to impeccable scenery
and ample outdoor recreation, makes it a great place for active forms of transportation such as walking and
bicycling.

2.4.2. California Healthy Places Index
The California Healthy Places Index (HPI) combines 25
community characteristics to calculate an overall score for conditions related to health and well-being for
communities across the State. Similar to
CalEnviroScreen, HPI also reports scores as percentiles at the census tract level, but it is important to note that the rankings for low and high performing communities
are the opposite of the ranking system used by
CalEnviroScreen. An HPI score of 100 percent means
that particular location has the best conditions in the State (whereas a CalEnviroScreen score of 100 percent
would correspond with the worst conditions in the
State). HPI scores are determined by several metrics
under eight community characteristic categories,
including:
• Economic
• Education
• Social
32 Lake Street for All: Complete Streets Plan
5 • Transportation
• Neighborhood,
• Housing
• Clean Environment
• Healthcare Access.
2 The overall HPI score for Mt. Shasta is 55.3 percent, meaning the city has healthier community conditions
than 55.3 percent of all California cities and towns. The city’s overall transportation score is 53.5 percent, ranking approximately in the middle compared to the rest of the State accounting for the city’s overall transportation
score, the active commuting rate falls in the 67th
percentile, with 6.2 percent of the community
reportedly commuting to work by transit, walking, or
bicycling. Although 94.9 percent of the city’s households have access to a vehicle, the city still falls in the bottom half of the State for automobile access (40th percentile).

3. EXISTING CONDITIONS

3.1. ROADWAY CHARACTER AND
USES
Lake Street serves multiple different types of roadway
users and connects residents, visitors, and employees to many different destinations. From an interstate on the
western end, to quiet residences and schools at the
eastern end, and the downtown district in the middle,
Lake Street serves many different purposes.

3.1.1. Interstate 5
Interstate 5 (I-5) is situated at the western end of the Lake Street for All project area. While the interstate itself is not a destination, it connects the city to regional
employers, hospitals, and other goods and services. I-5 extends north through Oregon and Washington to the
Canadian border and south to the Mexican border. The
2 To learn more about the California Healthy Places Index, visit: https://www.healthyplacesindex.org/
interstate is important to the local economy, moving
goods, employees, and tourists into and out of the city.

3.1.2. Commercial Development
Moving east from I-5, West Lake Street is aligned with
gas stations, hotels, fast food restaurants, and access to the Mt. Shasta Shopping Center with a transit stop
about 200 feet south of Lake Street. The Shopping
Center houses a movie theater, grocery store, bank,
pharmacy, the DMV office, and other shops and
destinations.

3.1.3. Downtown Mt. Shasta
Moving east, after crossing the railroad, Lake Street
bisects downtown Mt. Shasta, which primarily runs
along the corridors of North Mt. Shasta Boulevard and
Chestnut Street. West Lake Street becomes East Lake
33 Lake Street for All: Complete Streets Plan
6 Street at North Mount Shasta Boulevard. Some of the
downtown businesses and community amenities on
Lake Street include the Mt. Shasta Fire and Police
Departments, a sporting goods store, a boutique hotel,
a pharmacy, a thrift store, a real estate business, and the Mt. Shasta Community Resource Center. Because the
corridor bisects downtown Mt. Shasta, crossings on
Lake Street have a high volume of both vehicular traffic and pedestrian traffic. Three key crossings in the
downtown area include the intersections of:
• Lake Street / Maple Street
• Lake Street / North Mt. Shasta Boulevard
• Lake Street / Chestnut Street
Some conflicts and visibility challenges between drivers, pedestrians and bicyclists are related to the existing
wide configuration of the road and a limited number of
crosswalk markings and limited roadway features that
enhance pedestrian visibility.

3.1.4. Residential
East Lake Street is primarily designated as Low-Density Residential (LDR), consisting of single-family homes on individual parcels. This area follows the traditional
development pattern of Mt. Shasta, with residential
neighborhoods extending outward from the city center.

Homes along East Lake Street typically have access to
community water and sewer services, and lot sizes
reflect the suburban character of the corridor. The
residential development in this area maintains a lower
density compared to the more central parts of the city, providing a quieter, more spacious living environment.

3.1.5. Public Land and Parks
Sisson Meadow, a 7.5-acre public nature sanctuary, is
located at the eastern end of Lake Street, behind the
houses that line the north side of the corridor. The
nature sanctuary includes a protected wetland area
with boardwalks, benches, picnic tables, and public art installations. As designated public land, the meadow
provides valuable ecological and recreational space
within Mt. Shasta. It is easily accessible from East Castle Street, Alder Street, and the Rotary Trail, which connects behind the Mt. Shasta Library.

The Youth Sports Field, located at Lake Street and
Washington Drive, is another important public space
designated for recreational use. Situated adjacent to
Sisson Elementary School, the field hosts multiple
playing fields for organized youth sports programs,
which run throughout the year. As a public park, this
space supports the active lifestyle of the community,
providing recreational opportunities for residents,
especially those in proximity to Lake Street. These public lands enhance the area's accessibility to nature and
outdoor activities, benefiting both the local community and visitors.
34 Lake Street for All: Complete Streets Plan
7 3.2.KEY DESTINATIONS

3.2.1. Businesses
The businesses along the Lake Street corridor are
integral to the economic vitality of Mt. Shasta,
contributing significantly to the local economy while
supporting the region’s focus on outdoor recreation and tourism. These businesses and offices help foster a
strong connection between residents, visitors, and the
natural environment. The following businesses provide
context for the existing character of the corridor, but the following list is not exhaustive and will evolve in future years when this Plan is reviewed after its adoption in
January 2026.

Outdoor Recreational Businesses
• Shasta Mountain Guides
• Mt. Shasta Trail Association
• The Fifth Season Outdoor Store
• Bike Shasta
Local Commercial Businesses
• Lake Street Mini Mart
• Mt. Shasta Vacation Rentals
• Starlight Massage and Energy Healing
• Summit Lofts Boutique Hotel
• Mt. Shasta Bottling and Distributing
• J. Harris Real Estate
• Siskiyou Humane Society Thrift Store
• Mt. Shasta Bottling and Distributing Co.

Government Offices
• Mt. Shasta City Hall
• Mt. Shasta Police Department
• Mt. Shasta Fire
• Mt. Shasta Resource Center
• Mount Shasta Chamber of Commerce and
Visitors Center
Restaurants
• Black Bear Diner
• Pipeline Craft Taps & Kitchen
• Say Cheese Pizza
• Andaman Thai
• Sparky’s Landing
• Bistro 107
Commercial Businesses Serving Travelers on I-5 and
Mt. Shasta Residents:
• Starbucks
• Burger King
• Black Bear Diner
• Mt. Shasta Valero
• 76 Gas Station
• Chevron Gas Station

3.2.2. Schools
Although none of the City’s schools are situated directly on Lake Street, the corridor is the central east-west
route in the city, making it a part of many students’ and 35 Lake Street for All: Complete Streets Plan
8 parents’ commutes to schools in the area. Schools in
close proximity to Lake Street include:
• Head Start School
• Sission Middle School
• Mount Shasta Elementary School
• Mount Shasta High School

3.2.3. Community Amenities
Community amenities are businesses and public
resources that provide essential services to residents
and visitors. Access to these resources is vital for
maintaining a thriving community, and a wellconnected transportation network ensures that people can reach them easily. Along Lake Street are:
• Mt. Shasta Police Department
• Mount Shasta Chamber of Commerce and
Visitors Center
• Mt. Shasta Community Resource Center
• Mt. Shasta Fire
• Tri Counties Bank
• Youth Sports Park
• Siskiyou Human Society Thrift Store
• Rite Aid Pharmacy
• CVS Pharmacy
36 Lake Street for All: Complete Streets Plan
9 Figure 2. Key Destinations
37 Lake Street for All: Complete Streets Plan
10 3.3.EMPLOYMENT TRAVEL

PATTERNS
Lake Street serves as a key route to connect employees
to Mt. Shasta employers and Mt. Shasta residents to
employers in the greater region. This section provides a detailed analysis of worker inflows and outflows, local employment dynamics, industry composition, and
commuting distances based on recent data. These
insights help identify opportunities to improve
transportation infrastructure, promote sustainable
mobility, and support local economic development.

Mt. Shasta’s commute patterns reveal a dynamic
interplay between local employment and regional
travel. According to the Longitudinal EmployerHousehold Dynamics program from the US Census, in 2022 the city hosted 2,025 jobs, with a striking 80.2% of workers commuting in to work in Mt. Shasta from
outside the city limits. This reliance on external labor highlights the city’s role as a regional employment hub.

At the same time, only 401 employees both lived and
worked within Mt. Shasta. Roughly 65% of employed Mt.

Shasta residents commute to jobs outside the city,
reflecting a significant job–housing imbalance. The high rate of commuting is largely tied to limited availability of affordable and workforce housing within city limits.

While housing affordability challenges are widespread
across Siskiyou County, the shortage is particularly
acute in Mt. Shasta, where demand for local housing far exceeds supply.

Further analysis of commuting distances reveals that
over half (57.2%) of those employed in Mt. Shasta lived within 10 miles of the city, suggesting that many
workers come from nearby communities. However,
nearly a quarter of workers traveled more than 50 miles, demonstrating the city’s attraction to a geographically diverse labor pool. This pattern underscores the
importance of enhancing transportation infrastructure
to accommodate both local and regional connectivity.
38 Lake Street for All: Complete Streets Plan
11 Figure 3. Inflow and Outflow of Mt. Shasta Employees and Residents
Mt. Shasta’s economic landscape is shaped by key
industries such as retail trade, healthcare and social
assistance, and accommodation and food services.

These three sectors alone accounted for nearly 60% of
the city’s jobs in 2022, emphasizing the city’s reliance on tourism, service-based industries, and local commerce.

The income distribution among workers also reflects
this economic structure, with 42.3% of jobs paying more than $3,333 per month and 24.5% paying $1,250 or less.

This mix of high-earning and entry-level positions
illustrates the diverse economic opportunities available within the city, while also pointing to potential
challenges in housing and transportation affordability
for lower-income workers and a need for diverse
transportation options that meet the needs of all the
city’s residents and employees.

The travel patterns of the workforce further emphasize
the significance of short-distance commutes. Most local jobs are held by workers who travel less than 10 miles, making active transportation modes such as biking and
walking viable for many. However, the notable share of
regional commutes highlights the need for reliable
intercity transportation options to support the broader labor market.

This analysis paints a picture of Mt. Shasta as both a local and regional employment center, with distinct
opportunities to improve transportation options to
meet the needs of the diverse workforce.

3.4. EXISTING PLANNING

FRAMEWORK
The Lake Street for All Complete Streets Plan builds on previous plans and studies that help to illustrate the
existing conditions and previous work that has been
conducted on Lake Street and in the city. Some of the
39 Lake Street for All: Complete Streets Plan
12 plans and studies that informed the planning process for the LS4A Plan are described in more detail below.
2022 City of Mount Shasta Walk Bike Ride Mobility
Plan
The City’s 2022 Mobility Plan establishes a vision and
goals for Mt. Shasta’s multimodal transportation future and includes infrastructure and programmatic
recommendations to improve walking and bicycling in
the city.
• Across the city, the Plan documents 133 sidewalk
obstructions (cracks or objects) that limit
pedestrian mobility. Sidewalk obstructions are
heavily concentrated along the entire North Mt.

Shasta Boulevard, but Lake Street also has a high
concentration of sidewalk obstructions.
• Most intersections within the downtown
commercial core and across Lake Street have
marked crosswalks with continental crosswalk
markings.
• Lake Street also lacks traffic calming measures
that could improve visibility and comfort for
people crossing the street, walking and bicycling.
• The Plan’s collision analysis found that downtown
Mt. Shasta, in the area surrounding the
intersection of Lake Street and North Mt. Shasta
Boulevard, has a notably high collision intensity
compared to other areas within the study area.
• The Mobility Plan outlines several crossing
improvements, sidewalk improvements, and
bicycle improvements for Lake Street.
2007 Mt. Shasta General Plan
The General Plan for the City of Mt. Shasta includes
comprehensive written policies providing performance
standards and guidance for land use decisions by the
Planning Commission and the City Council. The plan
indicates future land uses and the location of future
roads, density and intensity standards for existing
neighborhoods, and the policies and criteria by which
land use and development proposals will be considered.
2024 Siskiyou County Active Transportation Plan
The plan focuses on identifying and prioritizing active transportation infrastructure projects, programs, and
policies to meet the needs of the community. The plan
will focus on identifying opportunities to make it easier for people to walk, bicycle, and use mobility devices to get around. These facilities connect residents and
visitors with schools, parks, businesses, health care,
transit, and other important destinations.
2021 Siskiyou County Regional Transportation Plan
The purpose of the Regional Transportation Plan (RTP)
is to provide a vision for the region, supported by
transportation goals, for ten-year (2031) and twenty-year (2041) planning horizons. The RTP documents the policy
direction, actions, and funding strategies designed to
maintain and improve the regional transportation
system using the following methods:
• Assessing the current modes of transportation
and the potential of new travel options within the
region.
40 Lake Street for All: Complete Streets Plan
13 • Identifying projected growth corridors and
predicting the future improvements and needs
for travel and goods movement.
• Identifying and documenting specific actions
necessary to address the region’s mobility and
accessibility needs, and establishing short and
long-term goals to facilitate these actions.
• Identifying and integrating public policy
decisions made by local, regional, State, and
Federal officials regarding transportation
expenditures and financing
2021 Siskiyou County Short Range Transit Plan
This plan aims to align transit services with current and future needs, considering factors like demographics,
Siskiyou Transit and General Express (STAGE) public
transit program operating history, and related services.

The plan evaluates services, capital, funding, and
institutional alternatives, providing a plan based on
public input, to guide regional transit decisions and
ensure resources effectively address mobility needs.
2023 State Highway System Management Plan
(SHSMP)
The SHSMP presents a performance-driven and
integrated management plan for the State Highway
System (SHS) in California.

The SHSMP integrates the maintenance, rehabilitation,
and operation of the SHS into a single management
plan which implements a number of state and federal
asset management requirements with new resources
from California Senate Bill 1 (SB 1).

The SHSMP utilizes objective analysis to focus
investments on measured condition and performance
objectives. The historic asset-based funding approach
has been replaced by a performance-driven
methodology that provides greater local flexibility to
achieve multiple objectives within a single project.
2020-2024 Strategic Highway Safety Plan
The 2020-2024 California Strategic Highway Safety Plan
(SHSP) was developed using data and input from
regional outreach events to determine effective
strategies to reduce roadway fatalities and serious
injuries. The SHSP Implementation Plan identifies the
specific actions that were determined to implement the
strategies based on the framework of the SHSP.
2021 California Transportation Plan
The California Transportation Plan (2050) is a long-range plan that provides a collective vision and a set of goals, policies, and recommendations to help guide
transportation decisions and investments in the 21st
century that meet our future multimodal mobility
needs and reduce greenhouse gas emissions. The goals
of the plan include:
• Safety: Provide a safe and secure transportation
system.
• Climate: Achieve statewide GHG emissions
reduction targets and increase resilience to
climate change.
• Equity: Eliminate transportation burdens for lowincome communities, communities of color, 41 Lake Street for All: Complete Streets Plan
14 people with disabilities, and other disadvantaged
groups.
• Accessibility: Improve multi-modal mobility and
access destination for all users.
• Quality of Life & Public Health: Enable healthy,
vibrant communities.
• Economy: Support a vibrant, resilient economy.
• Environment: Enhance environmental health
and reduce negative transportation impacts.
• Infrastructure: Maintain a high quality, resilient
transportation system.
2022 State Highway Active Transportation Plan
The State Highway Active Transportation Plan aims to
increase the proportion of trips accomplished by
walking and biking, increase safety and mobility of nonmotorized users, advance efforts of regional agencies to achieve greenhouse gas reductions, enhance public
health, and provide diverse projects to benefit many
types of users including disadvantaged communities.
42 Lake Street for All: Complete Streets Plan
15 4. EXISTING STREET CONFIGURATION
Lake Street serves as the city’s primary east-west
connector with a configuration that varies along the 1.2 mile stretch of the project area. Generally, the corridor consists of at least one travel lane in each direction, with street parking on both sides of the street, Class II bicycle lanes, and sidewalks.

4.1. ROADWAY SEGMENTS
The configuration of the existing roadway is described
in three different segments (from north to south) in
detail in the following section. The figure below
illustrates the three segments along Lake Street.

Lake Street Segments
Residential Connector
The Residential Connector segment encompasses the
northern portion of North Washington Drive – from East
Lake Street to Rockfellow Drive – and Lake Street
between Chestnut and North Washington Drive.
43 Lake Street for All: Complete Streets Plan
16 Including sidewalks, the city’s right-of-way varies from approximately 68 to 74 feet in width. The intersection of East Lake Street and North Washington Drive features a
wide curve and a southbound left-turn lane, while the
North Washington Drive segment includes two-way
turn lanes, each about 18 feet wide, with adjacent
striping accommodating shared bicycle and parking
lanes. Along the Lake Street portion, the two-way turn
lanes narrow slightly to 15-16 feet. The corridor is
primarily residential in character, with inconsistent
sidewalk conditions, including gaps in the network and
areas where overgrown vegetation encroaches on the
pedestrian zone. Figure 4 illustrates a typical cross
section within the Residential Connector; however,
exact dimensions vary throughout the segment.

Figure 4 Residential Connector - Existing Configuration Northeastern Project Area Terminus - North Washington
Drive at Rockfellow Drive
44 Lake Street for All: Complete Streets Plan
17 Community Core
The community core segment extends through the
city’s downtown district, serving as a central connector within the roadway network. Including sidewalks, the
right-of-way is approximately 80 feet wide. The
segment includes one through lane in each direction,
with dedicated left-turn lanes provided at the
eastbound and westbound approaches to the Lake
Street and North Mount Shasta Boulevard intersection.

The through lanes are generally 15 feet wide, narrowing to approximately 11 feet near the turn pockets. Striped bicycle lanes and crosshatch markings for on-street
parking align the vehicular lanes. Sidewalks within this portion of Lake Street are wider than in other segments, though they are frequently interrupted by trees,
signage, driveways, and utility poles. Figure 5 illustrates a typical cross section within the Community Core;
exact dimensions vary throughout the segment.

Figure 5 Community Core - Existing Configuration
Commercial Zone
After passing through the downtown corridor, Lake
Street crosses the railroad and widens to approximately 100 feet to accommodate traffic approaching the I-5
intersection. In this segment, there are two travel lanes in each direction, ranging from 12 to 14 feet in width.

Street parking is not provided along this portion of the corridor. The dedicated Class II bicycle lane does not
share space with parked vehicles but is relatively
narrow, measuring about 5 feet wide in total, with only 3 feet of clearance adjacent to the curb and gutter. The roadway also includes raised center medians with
landscaping, left-turn lanes, and merge lanes on the
westbound approach to the Morgan Way intersection
and the eastbound approach to the railroad crossing.
45 Lake Street for All: Complete Streets Plan
18 East of Morgan Way, this segment is aligned with wide sidewalks approximately 10 feet in width.

Figure 6 Commercial Zone - Existing Configuration
Pine Street intersection in the Commercial Zone segment

4.2. INTERSECTIONS AND

CROSSINGS
Transverse Crosswalks
Parallel crosswalks consist of two painted parallel lines and are one of the most common types of crosswalk
markings. Continental crosswalks are located at:
• Commercial Avenue – east and south legs
• Maple Street – north, east, and south legs
• North Mt. Shasta Boulevard – all legs
• North Washington Drive at Hercules Drive –
(yellow) north leg
• North Washington Drive at Rockfellow Drive –
(yellow) north, east, and south legs
Continental Crosswalks
Continental crosswalks are high visibility crosswalk
markings with longitudinal bars. The thick stripes are
more easily seen from a distance and improve visibility of pedestrians in the crosswalk. Lake Street has only a few intersections with continental crosswalks:
• Chestnut Street – north and south leg, but
notably not the east and west legs across Lake
Street
• Birch Street – west leg
• Youth Sports Park – at the southern end of the
Youth Sports Park across from Scout Hall
46 Lake Street for All: Complete Streets Plan
19 Faded transverse crosswalk markings at the intersection of Lake Street and Commercial Avenue
Curb Extensions
Curb extensions or bulb-outs are extensions of the
sidewalk at crossing locations. They shorten the
crossing distance and increase visibility of pedestrians preparing to enter a crosswalk. Curb extensions
currently exist along with the continental crosswalks on the north and south legs of the Lake Street and
Chestnut Street intersection.

Bicycle Movement
Bicycle lane markings can be designed to highlight the
presence of bicycles in an intersection, often with green longitudinal dashed bars. Safety enhancements for
bicycles at intersections can also include bicycle boxes, which allow bicyclists to move to the front of a
signalized intersection to make a left-turn. There are no existing bicycle lane markings or visibility
enhancements through the intersections along Lake
Street.

4.3. ADDITIONAL FEATURES
In addition to the linear multi-modal facilities, driveways along Lake Street provide access to residential and
commercial properties, creating frequent entry points
that influence traffic flow and create gaps and conflict points in the sidewalk and bicycle network.

Wayfinding signs are limited but present in select areas, guiding visitors, pedestrians, cyclists, and drivers to key commercial destinations and residential
neighborhoods. Existing signage on Lake Street
includes indicators for the visitor center, lodging,
camping, crosswalks, and bicycle lanes. Expanding and
improving wayfinding signage could enhance
navigation for residents and visitors and enhance the
experience of people walking and bicycling in Mt.

Shasta.
47 Lake Street for All: Complete Streets Plan
20 Curb extensions and a continental crosswalk enhances visibility of pedestrians crossing Chestnut Street
48 Lake Street for All: Complete Streets Plan
21 Figure 7. Sidewalks and Intersections
49 Lake Street for All: Complete Streets Plan
22 4.4. MULTIMODAL FACILITIES
Lake Street connects the community to local schools,
parks, community services, and other shops, dining and
community destinations. Today, the corridor has some
existing features that support safe and comfortable
travel for bicyclists and pedestrians. This plan presents recommendations to enhance and expand multimodal
facilities to improve walking and bicycling along Lake
Street.

4.4.1. Bicycle Facilities
The 1.2-mile stretch of the project area includes Class II striped bicycle lanes on the north and south sides of the corridor that serve as a shared shoulder for parallel
parked vehicles and bicycle movements. Bicycle
facilities are generally striped with solid white lines but have dashed lines for right-turn movements at
intersections.

Bicycle lanes are marked with bicycle lane pavement
markings after movement through the intersections.

Bicycle route signs exist at only a couple locations.

Through the downtown corridor, parking spots are
demarcated separately from the bicycle travel space
with individually marked with cross-hatchings at the
corners of the spaces. Extending east from Alder Street, the shoulder space is shared between bicyclists and
parked cars, without additional striping or demarcation to illustrate the separation of bicyclists and parked
vehicles. With respect to bicycle movements through
intersections, there are no bicycle lane markings or
striping to indicate the presence of bicyclists.

Parking lane approaching Chestnut Street, with dashed
shoulder lines for right turns through the intersection. 50 Lake Street for All: Complete Streets Plan
23 Shared shoulder with bicycle lane and marked parking Bicycle route signage
Bicycle route pavement markings and crumbling asphalt
Narrow bicycle lanes and driveway conflicts
51 Lake Street for All: Complete Streets Plan
24 4.4.2. Pedestrian Facilities
Sidewalks are present along most of the corridor except for two gaps along the south side on East Lake Street.

Sidewalk continuity is also disrupted by uneven
surfaces, cracked pavement, overgrown vegetation and
occasionally snow in the winter months. Sidewalks vary
in width throughout the project corridor, with the
widest widths at the western end spanning six to ten
feet wide, to approximately four to six feet wide in the downtown corridor, and approximately four to six feet
wide, where present on the eastern end of the project
area. Utility infrastructure, including water, sewer, and electricity lines, run parallel to the roadway in certain areas, interrupting the navigable width of the sidewalk and constraining future roadway modifications.

Sidewalk partially obstructed with snow
52 Lake Street for All: Complete Streets Plan
25 Uneven crossing to snow covered curb presents barriers to pedestrians and people in wheelchairs
Sidewalks near the downtown corridor are cracked and
lifted with various obstructions

4.4.3. Transit Facilities
Error! Reference source not found. highlights key
transit facilities and the project area within Mt. Shasta.

The Siskiyou Transit and General Express (STAGE) routes are shown in green, representing public transit
connections that serve important destinations,
including Mercy Hospital, Dignity Health, Cold Creek
Inn, and the Mt. Shasta Shopping Center. Transit stops
along the route are marked with bus icons, indicating
key locations where riders can access the service.

Lake Street serves as a key transit corridor in Mount
Shasta, with two essential transit stops at Mount Shasta Shopping Center and Mount Shasta High School. These
stops are equipped with benches and shaded awnings,
strategically located near high-value amenities to
enhance accessibility for students, shoppers, and
residents. The design and placement of these stops
prioritize convenience and improve overall transit
efficiency in the area. Movement of buses and safe
movement of bicyclists and pedestrians accessing the
bus stop are important considerations to enhance the
roadway to serve all users.
53 Lake Street for All: Complete Streets Plan
26 Figure 8 Transit Service along Lake Street
54 Lake Street for All: Complete Streets Plan
27 4.5. CONNECTING ROADWAY

NETWORK
Mt. Shasta’s roadway network consists of arterials,
collectors, and local streets that provide essential
connections for residents, visitors, and businesses.

These roads facilitate access to commercial areas,
neighborhoods, and key destinations while ensuring
efficient traffic flow throughout the city.

Interstate 5 (I-5)
I-5 is a principal arterial highway that serves as a major north-south transportation corridor through Mt. Shasta, providing regional connectivity, long-distance travel,
and freight movement throughout California, Oregon
and Washington. Lake Street is the central entrance and exit ramp for I-5 in Mt. Shasta.

Arterials
Arterial roads serve as primary routes for moving traffic across the city, linking major destinations and
connecting to regional transportation corridors.
• Pine Street: Connects Lake Street to Alma Street
and, further west, providing access to Mercy
Medical Center and eventually becoming Lassen
Way.
• Chestnut Street: Provides north-south access to
Mt. Shasta commercial businesses.
• North Mount Shasta Boulevard: Also provides
north-south access to Mt. Shasta commercial
businesses and extends north and south, running
the length of the City and connecting to
additional I-5 ramps to the north and south of the
Lake Street ramp.

Collectors
Collector roads help distribute traffic between arterial roads and local streets, providing access to residential areas and other key destinations.
• Rockfellow Drive: A two lane east-west local
collector. Rockfellow Drive connects the
residences located on either side of Everitt
Memorial Highway, and coveys traffic west to
North Mt. Shasta Boulevard via Alma or Ivy Street.
• North Washington Drive: A local collector that
connects to schools and parks in east Mt. Shasta.

Local Streets
Several smaller streets branch off Lake Street, providing access to residential areas, public land and parks, and commercial areas:
• Maple Street
• Magnolia Street
• Spruce Street
• Birch Street
• Commercial Avenue
• Morgan Way
• Maple Street
• Alder Street
55 Lake Street for All: Complete Streets Plan
28 4.6. BICYCLE LEVEL OF TRAFFIC
STRESS
Bicycle Level of Traffic Stress (LTS) is a measurement of the relative comfort of a roadway or transportation
network for bicycling. LTS 1 is the ranking with the
lowest stress and the most comfortable for bicyclists of all ages and abilities. LTS 4 is the most stressful and these routes are typically only traveled by the most
comfortable and experienced bicyclists.

LTS is determined using the worst-case principle,
meaning that the highest stress score from the
evaluated criteria dictates the overall LTS classification for a roadway segment. To assign an LTS score, the
methodology evaluates several roadway infrastructure
characteristics, such as:
• Bicycle separation from vehicular traffic
• Street width, including the number of lanes and
daily traffic volumes
• Presence and width of bicycle lanes, parking
lanes, medians, or turn lanes
• Frequency of bicycle lane blockage
• Speed limits or prevailing travel speeds
• Intersection control types
The Bicycle LTS for Lake Street is illustrated in Figure 9.

From Alder Street to North Washington Drive and up to
Rockfellow Drive, the eastbound/northbound side of the
corridor is LTS 2, with low to moderate stress for
bicyclists. Increased separation from vehicles could
improve the street to an LTS 1 to serve as an “all ages and abilities” route. The entire westbound side of the
corridor and the eastbound side of the corridor from I-5 to Alder Street are LTS 3, moderate to high stress.

Corridor enhancements to improve the LTS score and
improve comfort and safety for Lake Street would
include greater vehicle separation from moving and
parked vehicles, visibility enhancements, and traffic
calming to lower vehicular speeds, especially on the
downhill slope.
56 Lake Street for All: Complete Streets Plan
29 Figure 9. Bicycle Level of Traffic Stress
57 Lake Street for All: Complete Streets Plan
30 4.7. SAFETY
Between 2013 and 2022, there were a total of 64 crashes in Mt. Shasta, resulting in 86 injuries and no fatalities. Of these, 16 crashes (25%) occurred on state highways. The remaining crashes were scattered across various
locations and included four pedestrian-involved
incidents (6.3%), five bicycle-related crashes (7.8%), and three motorcycle crashes (4.7%).

Thirteen (13) of the 64 total crashes in Mt. Shasta
occurred at intersections along Lake Street. The
distribution of these collisions during the study period were:
• Morgan Way & Lake Street – 1 crash
• Commercial Ave & Lake Street – 1 crash
• Pine & Lake Street – 3 crashes
• Maple & Lake Street – 1 crash
• N Mount Shasta Blvd & Lake Street – 3 crashes
• Chestnut & Lake Street – 4 crashes
Additionally, during the five-year period from 2019 to
2023, two (2) of the four (4) severe injury crashes that occurred within the Mt. Shasta city limits were along
Lake Street, within the project area. Collision data was gathered from the Statewide Integrated Traffic Records
System (SWITRS) and is illustrated in Error! Reference
source not found..

4.7.1. Bicycle Collisions
Out of the 64 total crashes in Mt. Shasta between 2013
and 2022, five (7.8%) involved bicycles. One of these
crashes is not displayed on the map as it was a collision with a utility pole and the location was unspecified. The number of collisions involving bicycles highlights the
importance of addressing cyclist safety, particularly
around areas like Lake Street where shared road spaces, such as bicycle lanes, may be inadequate for safe
cycling.

4.7.2. Pedestrian Collisions
There were four (4) pedestrian-related crashes (6.3%) in Mt. Shasta between 2013 and 2022. While this is a
relatively low percentage compared to other crash
types, it still indicates a need for ongoing attention to pedestrian safety, especially in areas with high foot
traffic or near major intersections such as those along Lake Street.

Collisions between 2013 and 2022 within the project area and across the city are shown below.
58 Lake Street for All: Complete Streets Plan
31 Figure 10 Project Area Collisions (2013 - 2022)
59 Lake Street for All: Complete Streets Plan
32 4.7.3. Community Concerns
Feedback gathered from the survey and during
community workshops identified several safety
concerns on Lake Street. Nearly 60% of survey
respondents identified excessive vehicle speeds as a
common issue on Lake Street. Vehicle speeds were
identified as a widespread problem all along Lake Street during Workshop #1 as well. Survey respondents and
workshop attendees also identified sidewalk and bicycle lane obstructions as a significant safety issue, especially in the winter, with snow and ice creating hazardous
conditions for active transportation users. Furthermore, driver yielding behavior at crosswalks was noted as an
issue along Lake Street during outreach efforts, with
community members highlighting the need for flashing
beacons and high visibility crosswalks along Lake Street.

Safety concerns on Lake Street have also been identified in previous plans. In the 2022 Mount Shasta Mobility
Plan, a high concentration of sidewalk obstructions was identified on Lake Street. The Mobility Plan identified a higher concentration of crashes at the Lake Street / N.

Mt Shasta Boulevard intersection than other areas in
Mount Shasta during the five-year period between 2019
and 2023. This crash concentration is consistent with the 10-year crash trends examined in this study.

4.7.4. Infrastructure Gaps and Barriers
Site visits and community feedback identified
infrastructure deficiencies along Lake Street, as shown in the figure below.
60 Lake Street for All: Complete Streets Plan
33 Figure 11. Infrastructure Deficiencies
61 Lake Street for All: Complete Streets Plan
34 4.8. MULTIMODAL CONNECTIVITY
Connectivity is defined as the measure of the ease with which bicyclists and pedestrians are able to access their destinations without gaps and barriers along their
route. A key finding of the City’s 2022 Mobility Plan was that east-west connectivity is limited within the city
limits. As a central east-west route in the city, Lake
Street is important to the city’s overall connectivity. By enhancing the separation between vulnerable roadway
users (bicycles and pedestrians) and vehicular traffic, improving crossings, and increasing the overall safety
and comfort, Lake Street will become more inviting for
multimodal travel and active transportation
connectivity across the city will benefit from the
improvements presented in this plan.
62 Lake Street for All: Complete Streets Plan
35 5. COMMUNITY EXPERIENCE

5.1. PROJECT INFORMATION
A variety of outreach tools were used throughout the
Lake Street for All: Complete Streets Plan planning
process to ensure feedback and valuable local insights
were gathered from across the Mount Shasta
community. To advertise outreach efforts, the project
team utilized several communication channels to notify
the community of upcoming workshops and meetings.

5.1.1. Website
A dedicated project website was created to share all
documents, events, and important project information
related to the Lake Street for All Plan. The website
features comprehensive details on the project’s scope,
the planning process, and timelines. It also provided
information on community outreach meetings events,
project documents, Complete Streets information, and
direct links to the online survey.

The website was updated throughout the development
of the Plan to reflect the latest progress and to
encourage continuous community engagement. Key
features designed to facilitate public participation
included a public survey, invitations to outreach events, a feedback form, and promoting alternative methods of
providing input.

For further details the project website is accessible at:
www.lakestreet4all.com

5.1.2. Flyering
To complement digital outreach efforts, the project
team utilized traditional engagement methods through
the distribution of physical flyers throughout the
community. Flyers were posted around the city, along
the Mt. Shasta Avenue and Lake Street corridors in
various businesses, restaurants and cafes, City offices, gas stations, and pharmacies. Flyers were placed at
these popular community locations a minimum of ten
days in advance of outreach events. This widespread
physical flyering effort ensured that community
members were notified of outreach efforts with ample
time to plan ahead and attend the events. Additionally, the physical flyers helped to reach members of the
community that have limited access to internet
resources, such as the project website.
63 Lake Street for All: Complete Streets Plan
36 Workshop #1 Flyer

5.1.3. City Newsletter
Outreach events were also advertised on the City’s
website and in the City’s virtual newsletter, which has 421 email subscribers (equivalent to nearly 1/6th of the City’s population).

City of Mt. Shasta Newsletter

5.2.SURVEY RESULTS
To gather robust stakeholder and public input on the
Lake Street for All project, a user-friendly survey was developed and distributed. The survey was aimed at
gathering data on how people travel along Lake Street,
existing safety concerns, and desired improvements
that would encourage walking and biking throughout
the corridor.

To encourage participation through convenience and
easy access, the survey was hosted online. The survey
was accessible on the project website from January to
May 2025 from the project website and during
Workshop #1. A total of 49 survey responses were
received. The survey results revealed valuable insights into the local perceptions and experiences along Lake
Street.
64 Lake Street for All: Complete Streets Plan
37 Lake Street for All Survey
Safety and maintenance concerns emerged as a
common theme in the survey responses. When asked to
rate their perception of safety when traveling along
Lake Street, nearly 50% of respondents indicated feeling somewhat unsafe or very unsafe. Respondents
indicated that high traffic speeds, insufficient bicycle lanes, and cars failing to yield to pedestrians were some of the more notable issues of concern. Insufficient
infrastructure, such as poorly marked or unmarked
crosswalks and drainage / pavement issues in the
bicycle lanes were noted most frequently as barriers to walking and biking along Lake Street. Furthermore,
several respondents identified snow plowing along Lake
Street often leaves sidewalks and bicycle lanes in
unusable condition.
“Biking is challenging or
uncomfortable for the average rider”
- Survey Respondent
When asked what improvements they would like to see
on Lake Street, nearly 75% of respondents identified
marked high-visibility crosswalks and 64% noted
beautification elements such as landscaping, benches,
murals, or others that suit the character of Mt. Shasta.

Over 50% of respondents indicated that they would be
more likely to bicycle on Lake Street if protected bicycle lanes were added. More than 60% of respondents would
be more likely to walk if sidewalks were maintained and crosswalks were better marked and clearly visible.
“All groups will benefit from Lake
Street safety improvements!”
- Survey Respondent
65 Lake Street for All: Complete Streets Plan
38 5.3.STAKEHOLDER ADVISORY

COMMITTEE (SAC)

5.3.1. Background
The Stakeholder Advisory Committee (SAC) was formed
to gather feedback at various stages throughout the
Plan development process. The SAC was developed in
collaboration with City of Mt. Shasta staff and invitees included representatives from the following agencies,
organizations, and underserved communities:
• Mt. Shasta Enhanced Infrastructure Financing
District
• Mt. Shasta Recreation and Parks District
• Mt. Shasta Trail Association
• Shasta-Trinity National Forest
• Siskiyou County Board of Supervisors, District 2
• Siskiyou County General Services
• Siskiyou Land Trust
• Siskiyou Local Transportation Commission
• Siskiyou Outdoor Recreation Alliance (SORA)
• Summit Lofts Boutique Hotel
• The Fifth Season Outdoor Store
• Mt. Shasta Chamber of Commerce
• Mt. Shasta Union School District
• Mt. Shasta Elementary School
• Sisson Middle School
• Mt. Shasta High School
• Mt. Shasta Community Resource Center
• Caltrans

5.3.2. SAC Meeting #1
A SAC meeting was held on May 8th, 2025 to gather input on the existing conditions and design preferences along Lake Street. In addition to the project team, there were five attendees.

Meeting attendees identified intersections of concern
and design challenges along Lake Street. At the Lake
Street / Morgan Way intersection, attendees noted that
the existing striping on Lake Street directs eastbound
drivers towards the center median, which creates a
safety hazard. This is especially concerning for drivers who are not familiar with the roadway. At the Lake
Street / Pine Street intersection, the SAC identified
visibility issues for drivers making left turns onto Lake Street, due to the geometry of the intersection.

Furthermore, this intersection has a raised median
divider and merging lanes. Meeting attendees noted
that these elements make navigating this intersection
difficult for all roadway users. At the Lake Street / Maple Street intersection, issues of inconsistent driver yielding behavior at the crosswalk were identified, resulting in concerns for pedestrian safety.

The Lake Street / North Mt. Shasta Boulevard
intersection generated significant discussion about
potentially replacing the existing signal with a
roundabout. While a roundabout could reduce
unpermitted truck traffic and improve safety in icy
conditions, attendees noted concerns regarding the
substantial right-of-way acquisition costs, pedestrian
safety impacts, and potential disruption to downtown
traffic. Multiple attendees identified The Lake Street / 66 Lake Street for All: Complete Streets Plan
39 Chestnut Street intersection as lacking marked
crosswalks which creates unsafe conditions for
pedestrians crossing Lake Street. One attendee noted
that this is particularly an issue for guests staying at the Summit Loft. Guests have stated that they feel
threatened by high-speed traffic when crossing Lake
Street.

Meeting attendees agreed that excessive speeding
remains a critical concern throughout the corridor, with recorded speeds exceeding 80 mph on the north end of
Lake Street. The group supported multimodal
improvements that emphasize safety for cyclists and
pedestrians and envision a community where children
and seniors can safely travel by bicycle or foot. For the downtown core between Maple and Chestnut Streets,
they supported retaining on-street parking while
adding parking-protected bicycle lanes. Many agreed
that the bicycle lanes should be clearly marked with
green paint. Furthermore, stamped crosswalks were
suggested to reflect Mt. Shasta's outdoor recreation
focus.

The SAC expressed interest in block-by-block design
variations that respond to unique local needs, with
features like vibrational lane markers to alert drivers when they approach bicycle lanes. In the residential
segment east of Chestnut Street, meeting attendees
showed interest in parking islands that would maintain
some on-street spaces. The group agreed that the
overarching goal is to transform Lake Street into a
thriving and safe community corridor that
accommodates all transportation modes while
supporting local businesses and economic
development.

5.3.3. SAC Meeting #2

PLACEHOLDER

5.4. WORKSHOP

5.4.1. Workshop #1
Workshop #1 was held on May 15th, 2025 from 5:00 to
8:00 PM at Theory Coffee. There were 22 attendees who
signed in and stayed for the duration of the event with 10 additional people contributing valuable feedback
before they had to leave early.

Staff posted flyers for Workshop #1 in various public
locations around the city 10 days prior to the workshop.

Flyers were posted around the city in approximately 15
locations along the Mt Shasta Avenue and Lake Street
corridors. Additionally, the flyers were advertised on the city website and in the city newsletter. The flyer was also reposted to the following community Facebook pages:
• City of Mt. Shasta Police Department
• Mount Shasta Neighborhood Watch
• Mount Shasta Conscious Community
• Mt. Shasta Connect
This workshop was held to discuss project alternatives
and to allow community members to express concerns.

The survey link was available to attendees in the
workshop materials. Additionally, a variety of exhibits 67 Lake Street for All: Complete Streets Plan
40 allowed community members to provide their input on
possible bicycle, pedestrian, and streetscape
improvements along Lake Street.

Workshop #1 – Presentation
During the workshop, attendees discussed potential
treatments for Lake Street and Maple Street. Pedestrian safety emerged as a common priority among the group.

Pedestrian safety concerns were identified at the Lake
Street / Birch Street intersection, where a community
member reported poor driver yielding behavior at the
midblock crosswalk. A significant concern was raised
about the areas in front of the schools not being
designated as a school zone and drivers traveling at
excessive speeds. Community members strongly
advocated for pedestrian-activated beacons to improve
safety, and there was general agreement that speeding
was a widespread problem throughout the area.

The discussion then moved to the Lake Street / North Mt Shasta Boulevard intersection, where brick pavers were
proposed for crosswalks to enhance visibility and
aesthetics. On Chestnut Street, officials noted that curb extensions already existed, which helped shorten
crosswalks and increase pedestrian safety.

Vehicular traffic safety emerged as another major
concern, particularly at the two-way stop intersection of Chestnut and Lake Streets, where participants stated
that multiple near-misses between vehicles had
occurred during the snow season. Additionally, the
area's scenic nature created unexpected traffic hazards, as people often stopped in the middle of the road to
take photographs, leading to rear-end collisions. The
possibility of creating designated pull-out areas was
suggested to address this problem.

During the open discussion portion, several critical
issues were raised. Community members stressed the
need for designs that could accommodate snow
removal equipment. Residents highlighted the
importance of maintaining safe, smooth sidewalks that
were navigable for wheelchair users year-round.

Participants inquired about the phasing of proposed
improvements and how the city would prioritize
competing concerns such as safety, aesthetics, and
wayfinding. The project team explained that funding
was already available for road repaving, and they were
working to determine the most effective use of these
resources.
68 Lake Street for All: Complete Streets Plan
41 Workshop #1 – Engagement Activity

5.4.2. Workshop #2

PLACEHOLDER
69 Lake Street for All: Complete Streets Plan
42 6. CORRIDOR DESIGN
The purpose of the corridor design is to make Lake
Street safer, more accessible, and more enjoyable for all residents and visitors. The corridor design is based on Complete Streets principles, which focus on safety,
accessibility, and mobility for all ages and abilities.

Complete Streets may feature sidewalks, bicycle lanes,
dedicated bus lanes, accessible public transit stops,
frequent and safe crosswalks, median islands,
pedestrian signals, curb extensions, roundabouts, traffic calming, and other safety features. All of these features create a Complete Street that is safe and enjoyable for those biking, rolling, walking, driving, or catching the bus.

6.1. BEST PRACTICES

6.1.1. Bicycle Facilities
Class I – Multi-Use Path
A Class I Multi-Use Bicycle Path is paved path that can be used by those who cycle, walk, and roll. They are
completely separated from the street and allow for twoway travel. Due to the complete separation from vehicle traffic, Class I facilities are comfortable for all ages and abilities.

Class I Multi-Use Path
Class II – Bicycle Lanes
Class II bicycle lanes are a striped portion of the road that is dedicated to bicyclists. Bicycle lanes are designed for one-way traffic, aligned with the direction of travel of the vehicle lane they are adjacent to. Bicycle lanes may include a striped buffer to increase driver awareness
and separation between cyclists and traveling vehicles
or parked cars with doors that may open into the bicycle lane.
70 Lake Street for All: Complete Streets Plan
43 Class II Green Painted Bicycle Lanes
Class III – Bicycle Routes
Bicycle routes are designated roadways where bicycles
and vehicles share the travel lane. These routes include markings on the roadway, often accompanied by
signage, and typically connect to Class II bicycle lanes. 3 https://www.sanjoseca.gov/yourgovernment/departmentsoffices/transportation/walking-biking/types-of-bikeways Class III Shared Route
Source: City of San Jose3.

Class IV – Separated Bikeways
Class IV facilities are separated bikeways that are on the roadway and physically separated from vehicle traffic by bollards, curb, barriers, or parked vehicles. Class IV
facilities can be two-way or one-way, on one side or both sides of the street.
71 Lake Street for All: Complete Streets Plan
44 Class IV Separated Bikeway with Bollards

6.1.2. Pedestrian Facilities
Sidewalks, Trails, and Paths
Sidewalks, trails, and multi-use paths make up a
pedestrian infrastructure network. These can vary in
width but must be a minimum of 4 feet in width to meet
accessibility requirements.

High visibility crosswalks
High visibility crosswalks utilize parallel markings which are more visible to drivers than traditional perpendicular 4https://www.transportation.gov/grants/dotnavigator/crosswalk-marking-selection-guide markings. There are several styles of high visibility
crosswalk markings including Double-Paired,
Longitudinal Bar, Diagonal, and Perpendicular Bar.

High-Visibility Crosswalk Types
Source: FHWA Crosswalk Marking Selection Guide4
72 Lake Street for All: Complete Streets Plan
45 Curb Extensions
Curb extensions are used at pedestrian crossing
locations to reduce the crossing distance and increase
driver awareness of pedestrians by extending the
sidewalk into the parking aisle. Additionally, curb
extensions can increase space for street furnishings
while also providing traffic calming benefits by visually narrowing the street.

Existing Curb Extensions in Mt. Shasta
Rectangular Rapid Flashing Beacons (RRFBs)
Rectangular Rapid Flashing Beacons (RRFBs) are
flashing lights that accompany pedestrian crossing
warning signs. The lights flash when a pedestrian has
pressed the button. RRFBs can increase driver yielding
behavior.
5https://www.slocity.org/government/departmentdirectory/public-works Rectangular Rapid Flashing Beacon Crossing
Source: City of San Luis Obispo Public Works5

6.1.3. Trees and Landscaping
Trees and landscaping can increase shade, reduce
stormwater runoff, and help with increased
temperatures in urban areas. Greenery also adds to the
aesthetic appeal of the built environment.

6.1.4. Placemaking Elements
Hardscape Elements (Crosswalk Pavers)
Hardscape elements include different colors and
textures of pavement, concrete, bricks, or gravel. These can help add local character to the roadway designs.
73 Lake Street for All: Complete Streets Plan
46 Stamped concrete pedestrian crossings are a common
hardscape element that increases pedestrian visibility
while contributing to beautification.

Textured Crosswalk
Source: Pavement Impressions Inc.6
Seating Options
Seating options can add to the aesthetics of the built
environment as well. Seating should be adaptable and
movable so that people can personalize the space to fit their needs.
6https://pavementimpressionsinc.com/portfolio/corlelementary-school-state-college-pa Changeable Seating Option
Source: Arch Daily7
Bicycle Racks
Bicycle racks should be consistently available and near popular destinations. Bicycle racks could also provide an opportunity to incorporate public art into essential
infrastructure elements.
7 https://www.archdaily.com/926865/10-innovative-outdoorbenches-shaping-public-spaces 74 Lake Street for All: Complete Streets Plan
47 Bicycle Racks
Source: Modular Technique8
Public art
Public art helps foster a sense of place and ownership
among a community. Public art can be in the form of
murals, sculptures, and installations among other
formats. Public art can be interactive and/or convey
messages about community values, character, history,
or culture among others.

Shade structures
Shade structures are important features in a downtown
setting that experiences hot summer temperatures.
8 https://www.modulartechnique.com/mdt-bike-rack/
They provide refuge for those walking and biking in all weather conditions.

Shade Structure
Source: Landezine Architecture9
9 https://landezine.com/nola-recommendation-smallstructures-big-impact/ 75 Lake Street for All: Complete Streets Plan
48 Snow Removal
Maintaining feasible snow removal is a critical need
when considering the design treatments mentioned in
the previous section. The city can experience upwards
of 70 inches of snow annually. This snow accumulation
can significantly impact active transportation facilities if not properly managed. Concerns about snow storage
and removal were repeatedly mentioned throughout
the public outreach process. Maintenance and regular
snow removal for both bike facilities and sidewalks will need to be considered when moving forward with
design and construction of the Lake Street corridor.

6.2.SEGMENT IMPROVEMENTS
Figure 12 Lake Street Segments
This section provides the proposed design concepts for
the three segments of Lake Street: Commercial Zone,
Community Core, and Residential Connector. These
design concepts are the result of extensive community
engagement, discussions with key stakeholders,
coordination with City staff, observations during in76 Lake Street for All: Complete Streets Plan
49 person field visits, and in-depth analyses of the corridor.

Two variations were prepared both the Commercial
Zone and the Residential Zone to accommodate the
unique activities and needs of users traveling through
each area. One design was ultimately proposed for the
Community Core after extensive outreach and
collaboration.

6.2.1. Commercial Zone – Bicycle Emphasis Design
Figure 13 Commercial Zone - Bicycle Emphases Design
The Bicycle Emphasis design for the Commercial Zone
(I-5 to Maple Street) provides 8-foot marked bicycle
lanes in both directions adjacent to the existing two
vehicle travel lanes in each direction. This design
includes 10-foot sidewalks on both sides.

6.2.2. Commercial Zone – Business / Pedestrian
Emphasis
Figure 14 Commercial Zone - Business / Pedestrian
Emphasis Design
The Business / Pedestrian Emphasis is tailored to
pedestrian and bicycle access along the Commercial
Zone. This design provides 6-foot bicycle lanes in both directions and on-street parking on both sides with a 3- foot buffer in between the two. A wide pedestrian
sidewalk of 14-feet is proposed to allow groups or
families to walk side by side.
77 Lake Street for All: Complete Streets Plan
50 6.2.3. Community Core – On-Street Parking
Emphasis
Figure 15 Community Core - On-Street Parking Emphasis
Design
This Community Core design alternative blends
parking, cycling, and walking facilities through
Downtown Mt. Shasta. The design includes 7-foot
bicycle lanes in both directions and 8-foot on-street
parking on both sides of the roadway. Sidewalks would
be expanded to 12-14-feet in width to support
pedestrian activity adjacent to local businesses
downtown.

6.2.4. Residential Connector – Bicycle / Parkstrip /
Pedestrian Emphasis
Figure 16 Residential Connector - Bicycle / Parkstrip / Pedestrian Emphasis Design
As Lake Street transitions from downtown into the
residential context, the needs of users traveling on Lake Street change. The Bicycle / Parkstrip / Pedestrian
Emphasis design for the Residential Connector provides
7-foot bicycle lanes adjacent to landscaped park strips on either side of the roadway. The parkstrips provide
separation between the roadway and the 4-foot
pedestrian sidewalk as vehicle speeds in this zone were a frequent concern voiced during outreach
opportunities.
78 Lake Street for All: Complete Streets Plan
51 6.2.5. Residential Connector – Parkstrip / 13’ Shared Bicycle-Ped
Figure 17 Residential Connector - Parkstrip / 13' Shared Bicycle-Ped
The Parkstrip / 13-foot shared bicycle/ped facility design for the Residential Connector provides separation
between vehicles and bicyclists / pedestrians. The 13-
foot shared bicycle/pedestrian path is proposed for the west side of the roadway, and a 5-foot bicycle lane and a 6-foot sidewalk is proposed for the east side of the
roadway. The parkstrip would provide separation
between the roadway and the sidewalk /shared path on
both sides. Additionally, the parkstrip could alternate between vehicle parking and landscaping as
appropriate, which would need to be determined by city
staff.
79 Lake Street for All: Complete Streets Plan
52 6.3.INTERSECTION IMPROVEMENTS
Plan view concepts were developed to show the transition between the Community Core design and the Residential Connector design. The two intersections shown in the figure below are Lake Street / N. Mt. Shasta Boulevard and Lake Street / Chestnut Street. At Chestnut Street, the bike lanes transition from inside the parking lanes and adjacent to the sidewalk to outside the parking lanes and adjacent to the travel lanes. On-street parking is provided on both sides of the roadway when possible in the Community Core design. Parking is retained on the east side of the roadway in the Residential Connector design.

Figure 18 Intersection Plan View Concepts N. Mt. Shasta Blvd Chestnut St.

Lake St.

N
N
N
N
80 Lake Street for All: Complete Streets Plan
53 7. WAYFINDING
A robust wayfinding strategy can help residents and
tourists alike navigate a community efficiently while
encouraging active transportation options and
highlighting the character and unique destinations a
city has to offer. The following chapter documents
community feedback related to wayfinding as well as
recommendations that should be considered when
implementing wayfinding elements on Lake Street.

7.1. WHAT WE HEARD
Through the survey and public outreach events, the
project team gathered input to guide the development
of a wayfinding strategy. A variety of comments were
made regarding the desire for reduced vehicle speeds,
beautification, and improved pedestrian safety.

Several comments gathered in the survey and during
the public workshops identified that traffic speeds
throughout the Lake Street corridor are excessive. There were specific concerns relating to excessive speeds of
vehicles exiting I-5 and traveling on Lake Street. Signage that notifies drivers that they are entering a zone of high pedestrian activity could help reduce speeds and
increase driver awareness.

The survey results indicated that over 30% of
respondents believe wayfinding signage would make
Lake Street feel safer and/or encourage biking and
walking.

Furthermore, several community members indicated
that they enjoy the gateway landscaping/vegetation
improvements the city has implemented thus far, and
that they would like to see additional beautification and wayfinding improvements. Aesthetically appealing
wayfinding elements that match the character of Mt.

Shasta should be prioritized in the wayfinding strategy.

7.2. WAYFINDING PRINCIPLES
While there are many types of wayfinding strategies in
practice, it is important to understand the basic
principles of wayfinding and identify elements that will best serve the needs of the Mt. Shasta community.

Below are five principles that summarize established
wayfinding best practices:

Comprehensive
The wayfinding strategy should connect users to
destinations beyond Lake Street. The strategy should be consistent regionally, allowing for navigation
throughout the city and surrounding areas.

Accessible
All elements in the wayfinding system should be
understandable by users of all ages and abilities.

Utilizing imagery and colors along with text can help
individuals better understand wayfinding messages.
81 Lake Street for All: Complete Streets Plan
54 Predictable
Wayfinding elements should be predictable with
consistent colors and styles throughout the system. For example, if different colored signs are used for different destination types, this pattern should be utilized
throughout the entire wayfinding system.

Simple
Messages communicated on wayfinding elements
should be simple. Users should not have to stop and
read through extensive travel information in order to
understand which route to take. Critical travel
information should be clearly and concisely
communicated so that cyclists and walkers can
continue moving while navigating.

Networked
Informational kiosks should combine information about
destinations, routes, transit options, and activities into a single communication element. This allows users to
access all the information they need to plan their travel in a single location.

7.3.RECOMMENDATIONS

7.3.1. Color Palette and Seasonality
A consistent color palette can help create a predictable wayfinding network and ensure the elements match
the character of Mt. Shasta. Using a consistent color
palette allows those traveling to quickly and easily
recognize wayfinding elements. This will ensure that
cyclists and pedestrians can maintain motion while
navigating along Lake Street, a critical principle of a strong wayfinding strategy. Furthermore, a uniform
color palette will help define the different zones of Lake Street: Commercial, Community Core, and Residential.

By utilizing consistent color branding across all
wayfinding elements, visitors and community members
will be able to recognize how far they are from popular destinations, where they can access different dining and shopping options, and when they are within the
community core.

Incorporating seasonality into the wayfinding strategy
could help those traveling on and around Lake Street
reach their destinations year-round. The project team
received extensive community feedback regarding the
challenges of walking and biking when there is snow on
the ground. Many survey respondents and attendees at
the outreach events stated that the sidewalks and
bicycle lanes are not cleared of snow, making active
travel by bicycle or foot a challenge.

A comprehensive wayfinding strategy should be
adaptable depending on the time of year and allow for
alternate route information when there is snow.

Changeable signage should be considered for routes
that may change throughout the year depending on
weather. The public works department should be
consulted during the wayfinding strategy development
process to determine which routes can be cleared for
pedestrians and cyclists and to develop a maintenance
strategy to ensure that wayfinding information is
updated when snow requires alternate route usage.
82 Lake Street for All: Complete Streets Plan
55 Furthermore, signage should be visible year-round. For example, utilizing kiosks with a shade component can
prevent snow from accumulating on the signage while
also providing sun protection for users reading
wayfinding information in the summer.

Bicycle Trail Signage
Source: Local News10
Trailhead Open Sign
Source: East Rim Trail11
10 https://fox11online.com/news/local/snow-bike-trails-openat-new-zoo-adventure-park-in-suamico-matt-kriesenathaniel-wagner-fat-tire-brown-county-outdoors11 https://eastrimtrail.com/open-closed-call 83 Lake Street for All: Complete Streets Plan
56 Mission Oaks Wayfinding Signage
Source: Mission Oaks Wayfinding Strategy
84 Lake Street for All: Complete Streets Plan
57 Butte County Wayfinding Signage
Source: Butte County Wayfinding

7.3.2. Gateway Signage
Gateway signage is typically used to communicate to
residents and visitors that they are entering a distinct downtown area, neighborhood, or community. This
form of signage can act as a point of pride for residents with unique designs and elements that represent the
distinct culture and values of the community. Gateway
signage at both ends of the Community Core on Lake
Street could help to define the downtown and establish
a sense of place for Mt. Shasta.
85 Lake Street for All: Complete Streets Plan
58 Yuba City Gateway Signage
Source: CalTrans Gateway Monuments12.
12https://dot.ca.gov/programs/design/lap-landscapearchitecture-and-community-livability/lap-liv-d-gatewaymonuments Willits Gateway Signage
Source: Visit Willits Website13

7.3.3. Informational Kiosk
An informational kiosk could help inform visitors and
community members traveling on Lake Street of
surrounding destinations while orienting them within
the city. The kiosk should be located centrally within the community core in a location that is easy to access for both cyclists and pedestrians. The kiosk could include a map orienting users to their surroundings, displaying
their current location, popular community destinations, dining and shopping establishments, and services.
13 https://visitwillits.com/events-calendar/bluegrass-stringjam-6-405/ 86 Lake Street for All: Complete Streets Plan
59 Informational Kiosk
Source: Wayfinding Sign Program Best Practices14
14montgomeryplanningboard.org/wpcontent/uploads/2023/05/Attachment-C-Wayfinding-SignProgram-Best-Practices_5-18-23.pdf 87 Lake Street for All: Complete Streets Plan
60 Tahoe Trail System Sign
Source: Camino Wayfinding Plan
Pedestrian Kiosk

7.3.4. Distance, Directional, and Encouragement
Signage
Distance and directional signage can help users
navigate quickly and easily without having to stop and
consult a map or their phones. Signage can include
destination name, direction, and distance (to 0.1 of a
mile). These signs could also include estimated travel
time by foot and by bicycle to encourage using active
transportation modes for travel. For example, noting on a sign how long it takes to walk to each destination
makes trip planning simple and illustrates to users that 88 Lake Street for All: Complete Streets Plan
61 walking and biking is a viable alternative to driving.

These signs should be placed in advance of critical turns to ensure users have ample time for decision-making.

Each individual sign should not include more than three (3) destinations, with the nearest destination at the top of the sign and the furthest destination at the bottom.

In order to maintain the predictability of the system,
these signs should be place before critical turns in
routes or at intersections.

Distance and Directional Sign
Source: Walk Bike Grand Rapids15
15 https://walkbike.info/grandrapids/
Tahoe City Distance and Directional Signage
89 Lake Street for All: Complete Streets Plan
62 Butte County Distance Signage
Source: Butte County Wayfinding Master Plan
Sample Signage Design
Source: Butte County Wayfinding Master Plan
90 Lake Street for All: Complete Streets Plan
63 8. IMPLEMENTATION
This chapter presents the Implementation Strategy for
the Lake Street for All design concepts. The
Implementation Strategy illustrates the project costs for each segment design alternative and provides an
outline of the federal, state, regional, and local programs that could provide funding for the recommendations
set forth in this plan. Furthermore, this chapter provides next steps for wayfinding along Lake Street.

8.1. PROJECT COSTS
The planning-level cost estimates are presented for
each of the segments along Lake Street: Commercial
Zone (I-5 to Maple Street), Community Core (Maple
Street to Chestnut Street), and Residential Connector
(Chestnut Street to Rockfellow Drive). Cost estimate
values are per 500-foot blocks. It is important to note that block lengths and widths vary throughout the
corridor. The cost estimates presented in this chapter
are for a typical 500-foot block and are subject to
change depending on the alternative selected and the
exact dimensions and Right of Way at any given
location. In addition to specific cost estimate breakdown tables for each segment, a cost estimate range is also provided to show the possible variances in costs. All below costs represent 2025 estimates and are not yet
escalated to year of anticipated construction.

8.1.1. Commercial Zone
Cost estimate ranges were presented for each segment.

Depending on the final design, the cost per 500-foot
block length for the Commercial Zone could be
$373,000 to $568,000. This includes the costs of
sidewalks, curb and gutter, bicycle lanes, vehicular
lanes, street trees, and striping and signage. The table below shows the cost breakdown for the Bicycle
Emphasis design, which is on the high-end of the cost
estimate range at approximately $551,500.

Treatment Quantity Unit Unit Cost Cost
Sidewalks 13,000 SF $ 16.0 $ 208,000.00
Curb and Gutter 1,000 LF $ 70.0 $ 70,000.00
Bike Lanes 4,000 SF $ 12.0 $ 48,000.00
Vehicular Lanes 2,445 SY $ 55.0 $ 134,475.00
Street Trees 22 EA $ 3,000.0 $ 66,000.00
Striping and Signage
Allowance $ 25,000.00
$ 551,475.00

COMMERCIAL ZONE

TOTAL ESTIMATED COST
Commercial Zone – Cost Estimate

8.1.2. Community Core
The cost estimate ranges per 500-foot block for the
Community Core segment could be $495,000 to
$799,000, depending on the final design. The cost
estimates include sidewalks, curb and gutter, parking
lanes with special paving, bicycle lanes, vehicular lanes, street trees, and striping and signage. The table below 91 Lake Street for All: Complete Streets Plan
64 shows the cost breakdown for the design alternative:

On-Street Parking Emphasis.

Treatment Quantity Unit Unit Cost Cost
Sidewalks 13,000 SF $ 16.00 $ 208,000.00
Parking Lanes
w/Special Paving 8,000 SF $ 25.00 $ 200,000.00
Bike Lanes 7,000 SF $ 12.00 $ 84,000.00
Vehicular Lanes 1,220 SY $ 55.00 $ 67,100.00
Curb and Gutter 1,000 LF $ 70.00 $ 70,000.00
Street Trees 40 EA $ 2,500.00 $ 100,000.00
Striping and
Signage Allowance $ 30,000.00
TOTAL ESTIMATED COST $ 759,100.00

COMMUNITY CORE
Community Core – Cost Estimate

8.1.3. Residential Connector
The cost estimate ranges per 500-foot block for the
Residential Connector segment could be $323,000 to
$512,000, depending on the final design. The cost
estimates include sidewalks, curb and gutter, parkstrip and parking bays and buffers, vehicular lanes, street
trees, and striping and signage. The table below shows
the cost breakdown for the Parkstrip / 12-foot Shared
Bicycle Ped alternative.

Treatment Quantity Unit Unit Cost Cost
Sidewalks 9,500 SF $ 16.00 $ 152,000.00
Curb and Gutter 1,000 LF $ 70.00 $ 70,000.00
Parkstrip + Parking Bays +
Buffers 11,500 SF $ 12.00 $ 138,000.00
Vehicular Lanes 1,220 SY $ 55.00 $ 67,100.00
Trees 22 EA $ 2,500.00 $ 55,000.00
Striping and Signage
Allowance $ 25,000.00
$ 507,100.00

RESIDENTIAL CONNECTOR

TOTAL ESTIMATED COST
Residential Connector – Cost Estimate

8.2. FUNDING OPPORTUNITIES
There are various funding programs at the federal, state, regional, and local levels targeted at helping agencies plan and construct multimodal transportation facilities.

The following table outlines several funding programs
that the city could consider when planning for the next phases of the Lake Street for All project. It is important to note that each of these programs have different
funding criteria and application requirements.

Furthermore, the city should research these specific
programs at the time of application as each cycle may
have different amounts funding available and funding
programs are subject to change.
92 Lake Street for All: Complete Streets Plan
65 Funding Program Adiministration Agency Description
Active Transportation Program (ATP) Caltrans
The ATP was created by SB 99 to encourage increased use of active modes of transportation, such as walking and biking. ATP consolidated various transportation programs into a single program and was originally funded at about $123 million a year from a combination of state and federal funds. Senate Bill 1 (SB 1) directed an additional $100 million annually to the ATP (see SB 1 – Road Repair and Accountability Act, below). The goals of the ATP include, but are not limited to, increasing the proportion of trips accomplished by walking and biking, increasing the safety and mobility of non-motorized users, advancing efforts of regional agencies to achieve greenhouse gas (GHG) reduction goals, enhancing public health, and providing a broad spectrum of projects to benefit many types of users including disadvantaged communities. Application cycles occur approximately every two years, typically in late spring or summer. Funding is awarded at the state level though the California Transportation Commission (CTC).

Safe Streets and Roads for All (SS4A) DOT
The SS4A funding program was established following the passage of the BIL in 2021, with the first competitive application cycle in 2022. Local government agencies may directly apply to the program, with funding being provided in three categories: Action Plans, Supplemental Planning, and Implementation Grants. Applications for all three categories must be focused on implementing complete streets which will ultimately reduce serious injuries and fatalities for roadway users. Action Plan grants fund development of a qualifying Plan to support complete streets and reduction of roadway fatalities/serious injuries. Supplemental Planning activities include follow-up efforts to further the existing Action Plans. Implementation Grants, which implement activities from existing action plans, including constructing roadway safety treatments, systemic safety fixes, complete streets facilities such as walking and bicycling facilities, and noninfrastructure program activities to support the infrastructure investments Better Utilizing Investments to Leverage
Development (BUILD) Grant Program
DOT
BUILD Grants are awarded on a competitive basis by the US Department of Transportation (USDOT) for investments in surface transportation infrastructure that will have a significant local or regional impact. Formerly known as RAISE and TIGER grants, BUILD Grant Funds were authorized under the Local and Regional Assistance Program in the Infrastructure Investment and Jobs Act, known as the Bipartisan Infrastructure Law (BIL). Eligible grantees include public or government agencies or authorities, units of local government, special purpose districts, transit agencies, federally recognized Indian Tribes, and multi-state or multijurisdictional groups of entities. The Federal share grant may fund up to 80 percent of the costs of projects located in an urban area and up to 100 percent of the costs of a project located in a rural area, a historically disadvantaged community, or an area of persistent poverty.

Reconnecting Communities Grant Program DOT
The RCN Program combines two Federal funding opportunities: the Reconnecting Communities Pilot (RCP) and the Neighborhood Access and Equity (NAE) Program. Both programs address transportation barriers that have negatively impacted connectivity and access to resources in disadvantaged communities. The RCN program distributes funding through three grant types: Capital Construction projects, Community Planning activities, and Regional Partnership Challenges.

Funding supports planning grants and capital construction grants, as well as technical assistance, to restore community connectivity through the removal, retrofit, mitigation, or replacement of eligible transportation infrastructure facilities, including active transportation improvements. Eligible applicants include state, units of local government, federal recognized Tribal governments, Metropolitan Planning Organizations (MPOs), non-profit organizations.

Funding Program Matrix
93 Lake Street for All: Complete Streets Plan
66 8.3 WAYFINDING NEXT STEPS
While this plan lays the groundwork for a wayfinding
strategy and provides specific recommendations for
Wayfinding along Lake Street, it is recommended that a
comprehensive wayfinding strategy is developed for the
entire city.

This comprehensive wayfinding strategy should be
developed in coordination with the Downtown
Enhancement Advisory Committee, the Downtown
Beautification Committee, local organizations,
businesses, and City staff. Community feedback should
also be gathered as part of the comprehensive
wayfinding effort.

End of Report.
94 CITY COUNCIL AGENDA ITEM #10
MEETING DATE: November 10, 2025
TO: Mayor and City Council
FROM: Todd Juhasz, City Manager
SUBJECT: Proposal to Purchase Landing Parcel 067-010-140

RECOMMENDATION
Staff recommends the approval of a non-binding proposal to purchase APN 067-010-140 and option for the purchase of parcels APNs 067-010-020 and APN 067-010-010.

BACKGROUND
The Power Group, LLC has submitted a non-binding proposal to the City of Mt. Shasta to purchase APN 067-010-140. In accordance with the requirements of the Surplus Land Act (SLA), twenty-five percent of any housing units developed will qualify as affordable. Additionally, the group would like the option to purchase parcels APN 067-010-020 (1,934,064 SF) and APN 067- 010-010 (851,162 SF). Please see the accompanying maps and formal letter to the City.

The Purchase price would be based upon the commercial appraisal by Ryan Valuation Services which outlines valuation as follows:
o Single-family land: $15,000 per acre.
o General commercial/high-density residential land: $40,000 per acre. o Multi-family land: $55,000 per acre.

The estimated and proposed purchase price for APN 067-010-140 is based on preliminary estimates of usable acreage (36 acres of single-family, 2.6 acres of commercial/higher-density residential), the pro-forma valuation is estimated to be $644,000 and $683,000. Escrow for APN 067-010-140 would close within 30 days following approval of the Planned Development (PD).

Under the proposed purchase and sale agreement, the Power Group would be subject to the following obligations and conditions:
• Development Plans: The group must submit required development plans for APN 067- 010-140 by a date to be agreed upon.

X Regular Session
Special Session
Emergency
Session
Closed Session
95 • Affordable Housing: 25% of any residential units developed on the site must qualify as affordable/lower income households as defined under the Surplus Land Act. • Purchase Price Discount: If more than 25% of the units are deemed affordable, the group would be entitled to a 10% discount on the purchase price. • Additional Parcels: Details for the option terms on APN 067-010-020 and APN 067-010- 010 will be determined before the purchase and sale agreement is executed.

Attachments:
• Letter of Intent to Purchase
• Valuation Summary
• Preliminary Site Diagram
96 CITY COUNCIL AGENDA ITEM #10
MEETING DATE: November 10, 2025
TO: Mayor and City Council
FROM: Todd Juhasz, City Manager
SUBJECT: Proposal to Purchase Landing Parcel 067-010-140

RECOMMENDATION
Staff recommends the approval of a non-binding proposal to purchase APN 067-010-140 and option for the purchase of parcels APNs 067-010-020 and APN 067-010-010.

X Regular Session
Special Session
Emergency
Session
Closed Session
97 • Affordable Housing: 25% of any residential units developed on the site must qualify as affordable/lower income households as defined under the Surplus Land Act. • Purchase Price Discount: If more than 25% of the units are deemed affordable, the group would be entitled to a 10% discount on the purchase price. • Additional Parcels: Details for the option terms on APN 067-010-020 and APN 067-010- 010 will be determined before the purchase and sale agreement is executed.

Attachments:
• Letter of Intent to Purchase
• Valuation Summary
• Preliminary Site Diagram
98 99
100
24-008 RVS
115 PUD Roseburg Mill Site
Mt. Shasta

RYAN VALUATION SERVICES
[8]

SUMMARY OF FACTS AND CONCLUSIONS
Assignment: PUD Vacant Land
Location: 067-010-010, 067-010-020, 067-010-140, and 067-010-160 Mt Shasta, Siskiyou County, California
Interest Appraised: Fee Simple Interest
Highest and Best use (As if Vacant): 067-010-010: Local and Regional development of general commercial space
067-010-020: Mixed Used Multifamily, High Density
Residential, and Rural Residential
067-010-140: Single Family Residential
067-010-160: Open Space
Highest and Best use (As Improved): N/A

VALUATION SUMMARY
Sales Comparison Approach:

General Commercial and High-Density Residential Land

30.2 Acres:
$1,200,000
Multi-Family Land 30 Acres: $1,650,000
Single-Family Land 18 Acres: $270,000
Land Description

ECT PHOTOGRAPHS
Assessor’s Parcel Number: 067-010-010, 067-010-020, 067-010-140, and 067-010-160 aSite Area: Total Site Area: 5,020,754 SF (115.26 acres): 851,162 SF (19.54 acres), 1,934,064 SF (44.4 acres) and 2,221,560 SF (51 acres), 13,968 SF (0.32 acres)
Zoning: PUD, Planned Unit Development District
Flood Zone: Zone X, Other Flood Areas “areas outside of the 0.2% annual chance flood”, as shown on FEMA FIRM Flood Panel No.:
06093C 3025D dated January 19, 2011.

Improvement Description (As-Is)
Property Type: PUD Vacant Land
Improvements will be discussed in greater detail later in this report.

Extraordinary Assumptions
We have made the extraordinary assumption that the soil analysis and results contained in the Land Use Covenant and Agreement from the Department of Toxic Substances Control are true and accurate. We have also made the extraordinary assumption that the subject, excluding the portion of the 65 acres of land addressed previously, is free and clear of any type of environmental contamination. Use of this assumption may have affected the assignment 101
Former Roseburg Mill Site

POTENTIAL GREEN INFRASTRUCTURE
(THA 7-15-24) REAM AVE
INTERSTATE 5

PALMER DR

SISKIYOU LAKE BLVD

UPRR MT SHASTA BLVD
OAK ST

MTN VIEW DR
LOVETA
LN

BEAR SPRS RD

29.4 ac
(mostly
wetland &
riparian)

CHURCH ST
Headwaters
to Lake Trail
N Fk Mill Cr
LEGEND
Park/Openspace (69.4 ac)
Interpretive Ctr (2.6 ac)
Development (84.5 ac)
Mill Pond (2.9 ac)
Detention Basins (1.9 ac)
Small Streams (1.0 mi)
Paved Trails (2.4 mi)

2.6 ac

18.3 ac
(steep)

2.6 ac

10.9 ac
(park)

10.8 ac

15.6 ac

24.0 ac

3.7 ac

36.0 ac
OLD STAGE RD 2.6 ac

REAM AVE
S Fk Mill Cr
Headwaters
to Lake Trail
Gateway II
Trailhead
Midtown
Bicycle Route
Undercrossing
UPRR Bicycle
Route Bicycle
Route
102
City Council Agenda Item #11
Staff Report
MEETING DATE: November 10, 2025
TO: Honorable Mayor and City Council
FROM: Todd Juhasz, City Manager
PREPARED BY: Kim Fowler, Planning Director
SUBJECT: Staffing – Authorization to Establish the Position Title of Building Inspector-Plans Examiner and Affirming the Hourly Wage

RECOMMENDATION
Adopt the Resolution to establish the job position of Building Inspector-Plans Examiner and affirm the hourly wage.

BACKGROUND
Staff departures in 2024 necessitated the execution of a Professional Services Agreement for a third-party contractor to provide critical building services. In September 2025, the City Council approved an annual budget for $105,000 which supports 16 hours of weekly Building Official, Building Plan Check, Building Inspection, and Building Counter services. See Table 1, below:

Position Hourly Rate Weekly
Hours
Weekly
Wage
City
CalPERS
Contribution
(15% of
Wages)
Weekly Cost
to City
Annual Cost to
City
Third-Party
Building Services
(Building Official,
Building
Inspection, Plans
Examiner and
Building Counter
services)
Varies 16 $ - $ 0 Varies $ 105,000.00
Table 1 – Existing Third-Party Building Services
X Regular
Consent
Closed
Presentation
103
2 As the need for building services is consistent and expected to require more than 16 hours per week, staff recommends adding a new job position titled Building Inspector-Plans Examiner and establishing a competitive hourly wage for this role to provide the city with streamlined control over the quality, efficiency, and timeliness of building inspection and plans examination services, while not impacting the existing budget of $105,000.

DISCUSSION
A salary study was conducted wherein nine (9) local jurisdictions with Building Inspector and Plans Examiner classifications were reviewed to help determine what a competitive salary range would be (see Table 2 below):

Jurisdiction Full-Time Salary (Low and High)
City of Dunsmuir
Building Inspector $ 25.38 $ 40.04
Building Plans Examiner Not identified Not identified
City of Weed
Building Inspector $ 31.05 $ 34.94
Building Plans Examiner Not identified Not identified
Siskiyou County
Building Inspector $ 33.90 $ 42.24
Building Plans Examiner $ 36.34 $ 46.11
City of Yreka
Building Inspector $ 33.78 $ 41.06
Building Plans Examiner Not identified Not identified
City of Redding
Building Inspector $ 34.70 $ 48.83
Building Plans Examiner $ 33.33 $ 46.90
Tuolumne County
Building Inspector $ 31.05 $ 37.75
Building Plans Examiner $ 34.66 $ 42.13
City of Shasta Lake
Building Inspector $ 35.92 $ 35.92
Building Plans Examiner Not identified Not identified
City of Turlock
Building Inspector $ 44.19 $ 53.71
Building Plans Examiner $ 47.57 $ 57.81
Napa County
Building Inspector $ 51.45 $ 61.61
Building Plans Examiner $ 51.45 $ 61.61
Table 2 – Salary Range Comparison
104
3 For purposes of discussion, the salary range for a full-time Building Inspector and Building Plans Examiner in the City of Redding, $33.33 per hour to $48.83 per hour, is competitive with other northern California jurisdictions.

The City of Mt. Shasta, however, does not have enough work to necessitate a full-time Building Inspector-Plans Examiner. Further, a Building Inspector-Plans Examiner has historically been a difficult position to recruit for, and offering lower salary ranges often result in repeated recruitment efforts to fill vacancies. In consideration of this, and to expedite onboarding of the Building Inspector-Plans Examiner, staff recommends offering an hourly wage of $55.00, not to exceed 30 hours per week. This is a competitive wage that doubles service hours while not requiring a budget amendment to the current fiscal year. The Building Official position will continue to be filled by a third-party contractor. See Table 3, below:

Existing Structure
Position Hourly Rate Weekly
Hours
Weekly
Wage
City
CalPERS
Contribution
(15% of
Wages)
Weekly Cost
to City
Annual Cost to
City
Third-Party
Building Services
(Building Official,
Building
Inspection, Plans
Examiner and
Building Counter
services)
Varies 16 $ - $ 0 Varies $ 105,000.00
- Annual Cost to City $ 105,000.00
Proposed Structure
Position Hourly Rate Weekly
Hours
Weekly
Wage
City
CalPERS
Contribution
(15% of
Wages)
Weekly Cost
to City
Annual Cost to
City
Third-Party
Building Official
$ 155.00 1 $ 155.00 $ 0 $ 155.00 $ 8,060.00
Part-Time
Building
Inspector-Plans
Examiner
(includes Counter
services)
$ 55.00 30 $ 1,650.00 $ 247.50 $ 1,897.50 $ 98,670.00
- Annual Cost to City $ 106,730.00
Table 3 – Comparison of Existing Building Department Structure v. Proposed Building Department Structure
105
4 FISCAL IMPACT
A budget amendment is not requested at this time for fiscal year 2025/2026 as the changes are expected to be cost neutral and sufficient funds exist in the budget to hire a Building InspectorPlans Examiner in November 2025 or December 2025. This is a part-time, non-benefitted position. This range is competitive with other governmental agencies in Northern California who employ Building Inspector and Plans Examiners or a classification that is essentially the same as that of Building Inspector-Plans Examiner.

ENVIRONMENTAL IMPACT
The activity is covered by the general rule that CEQA does not apply where it can be seen with certainty that there is no possibility that the activity will have a significant effect on the environment (CEQA, Article 5, Section 15061(b)(3)).

ALTERNATIVES
The City Council has the following alternatives to consider:

1. Adopt the Resolution amending the Authorized Positions Plan to authorize a Building Inspector-Plans Examiner job position; or

2. Provide alternate direction to staff.

ATTACHMENTS

1. Resolution CCR 25-XX – Authorizing the job position of Building Inspector-Plans Examiner and affirming the hourly wage.
106
RESOLUTION CCR 25-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MT. SHASTA

AUTHORIZING THE JOB POSITION OF BUILDING INSPECTOR-PLANS EXAMINER

AND AFFIRMING THE HOURLY WAGE
WHEREAS, Resolution CCR 24-18 was adopted by the City Council on July 14, 2024, establishing the number of authorized positions in the various departments of the city for the current budget; and
WHEREAS, the Unrepresented MOU was approved by the City Council on April 14, 2025, establishing terms of employment for the Unrepresented Employees Unit; and WHEREAS, a Building Inspector-Plans Examiner will assist the Planning Director carry out a number of key tasks essential to adequately complete current and future Building Department projects.

THEREFORE, BE IT RESOLVED that the City Council hereby authorizes the classification of the Building Inspector-Plans Examiner position.

BE IT FURTHER RESOLVED that the City Council hereby amends the Unrepresented MOU with the attached Exhibit “A”.

PASSED, APPROVED, AND ADOPTED this 10th day of November, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: November _____, 2025 CITY OF MT. SHASTA
______________________________
Todd Juhasz
City Manager
ATTEST:
______________________________
Rachel Agron
Deputy City Clerk
FORM APPROVED:
______________________________
John Sullivan Kenny
City Attorney
3737
4924-6007-0475, v. 1
107
City of Mt. Shasta
Terms of Employment
for
the Unrepresented Employees Unit
November 10, 2025
Attachment A
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City of Mt. Shasta i Unrepresented Employees
MOU 2025-2029
Table of Contents
Page
Preamble......................................................................................................................... 1 Pay Practices .................................................................................................. 1

1.1. Wage Schedule.................................................................................................. 1

1.2. Step Advancement............................................................................................. 1

1.3. Base Rate of Pay ............................................................................................... 1

1.4. Regular Rate of Pay........................................................................................... 1

1.5. Overtime (Non-Exempt) ..................................................................................... 1

1.6. Compensatory Time Off Payout......................................................................... 1 Wages............................................................................................................. 2

2.1. Wage Increases ................................................................................................. 2

2.2. Salary Survey..................................................................................................... 2 Premium Pays................................................................................................. 2

3.1. Longevity Pay..................................................................................................... 2

3.2. On-Call Pay........................................................................................................ 3

3.3. Class A Driver’s License .................................................................................... 3

3.4. Safety Boots....................................................................................................... 3 Insurances....................................................................................................... 3

4.1. Health Insurance................................................................................................ 3 Leaves ............................................................................................................ 4

5.1. Holidays ............................................................................................................. 4

5.2. Vacation Leave .................................................................................................. 4

5.3. Sick Leave.......................................................................................................... 5

5.4. Sick Leave Payoff .............................................................................................. 5

5.5. Bereavement Leave ........................................................................................... 5

5.6. Jury Duty............................................................................................................ 5

5.7. Administrative Leave.......................................................................................... 5 Retirement....................................................................................................... 6

6.1. Safety Retirement .............................................................................................. 6

6.2. Miscellaneous Retirement.................................................................................. 6 Probationary Periods....................................................................................... 7

7.1. Initial Probationary Period .................................................................................. 7

7.2. Promotional Probationary Period ....................................................................... 7

7.3. Extension of the Probationary Period................................................................. 7

7.4. Voluntary Resignation ........................................................................................ 7 Term................................................................................................................ 8 Appendix “A” Covered Classifications ............................................................................. 9 Appendix “B” Wage Schedule ....................................................................................... 10 109
City of Mt. Shasta 1 Unrepresented Employees
MOU 2025-2029
Preamble
This Resolution covers employees in the classifications listed in Appendix “A” Covered Classifications.

Pay Practices

1.1. Wage Schedule
Full-Time Employes
The wage schedule consists of five (5) steps, with two and a half percent (2.5%) between steps (A) through (E). It is attached as Appendix “B” Wage Schedule, as amended.

Part-Time Employees
The wage schedule consists of one (1) hourly rate. It is attached as Appendix “B” Wage Schedule, as amended,

1.2. Step Advancement
Full-time employees will automatically receive a step advancement until they reach the top step of their salary schedule unless they receive a performance evaluation before their anniversary date where the overall rating is equivalent to “does not meet expectations” or “needs improvement.” The anniversary date is defined as the employee’s date of hire or last date of promotion, whichever is later.

1.3. Base Rate of Pay
A full-time employee's base rate of pay is their monthly step for their wage schedule times twelve, divided by 2080 and rounded to the nearest penny.

1.4. Regular Rate of Pay
The Fair Labor Standards Act (FLSA) determines the Regular Rate of Pay for a full-time employee.

1.5. Overtime (Non-Exempt)
Non-exempt employees required to work in excess of forty (40) hours in the work period receive overtime at one-and-a-half times the employee’s regular rate of pay.

1.6. Compensatory Time Off Payout
All Compensatory Time Off (CTO) balances on June 29, 2025, will be cashed out and paid on the employee's July 10, 2025, paycheck.
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Wages

2.1. Wage Increases
Effective March 31, 2025, the Police Chief will receive a twenty-five percent (25%) wage increase; the Public Works Supervisor will receive a nineteen percent (19%) wage increase; the Fire Chief will receive a eighteen percent (18%) wage increase; the Director of Finance will receive a fifteen percent (15%) wage increase; the Administrative Supervisor will receive a twelve and a half percent (12.5%) wage increase; the classifications of Accounting Assistant, Office Assistant, and Deputy City Clerk will receive a ten percent (10%) wage increase; and the classifications of Planning Director and Community Services Officer will receive a five percent (5%) wage increase.

Effective July 1, 2026, all classifications will be increased from one percent (1.0%) to three percent (3.0%), based on the prior year's April-to-April movement of the CPI. The applicable CPI is the San Francisco/Bay Area, Wage Earners 1984=100.

Effective July 1, 2027, all classifications will be increased from one percent (1.0%) to three percent (3.0%), based on the prior year's April-to-April movement of the CPI. The applicable CPI is the San Francisco/Bay Area, Wage Earners 1984=100.

2.2. Salary Survey
Salary Surveys include only the following comparable agencies: City of Weed, City of Yreka, and Siskiyou County, and will use only the following compensation data: Top Step Base Salary, Maximum Longevity Pay, Education Pay; Health Benefits (employer’s maximum contribution towards family medical); Deferred Compensation, employer Social Security contribution, and employee pickup of employer pension costs using the PEPRA retirement tier. The median of the market will be identified in the survey. *Benefits that have been sunset and are no longer available for new employees will not be included.

Premium Pays

3.1. Longevity Pay
Employees receive longevity pay as follows:

Upon completion of five (5) consecutive years of service with the City, employees receive two and a half percent (2.5%) of their base hourly rate of pay.

Upon completion of ten (10) consecutive years of service with the City, employees receive an additional two and a half percent (2.5%) of their base hourly rate of pay.

Upon completion of fifteen (15) consecutive years of service with the City, employees receive an additional two and a half percent (2.5%) of their base hourly rate of pay.

Upon completion of twenty (20) consecutive years of service with the City, employees receive an additional two and a half percent (2.5%) of their base hourly rate of pay. 111
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3.2. On-Call Pay
The Public Works Supervisor may be required to be on-call and will receive three hundred and fifty dollars ($350.00) per week while on-call, and will receive an additional eighty dollars ($80.00) for each City-recognized holiday within their on-call assignment.

3.3. Class A Driver’s License
Employees in the classification of Public Works Supervisor who possess a Class “A” Commercial California Driver’s License will receive an additional two percent (2.0%) of their base hourly rate of pay.

3.4. Safety Boots
Employees in the classification of Public Works Supervisor may purchase safety boots, insoles, laces, leather conditioner, and socks. The City will reimburse employees to a maximum of three and seventy-five hundred dollars ($375) annually during the month of September. Employees will be required to submit a receipt for each purchase.

Insurances

4.1. Health Insurance
The City provides full-time employees with a “Flexible Benefit Cafeteria Plan” for health insurance benefits, including medical, dental, and vision coverage pursuant to IRS Code Section 125.

Medical, Dental, and Vision coverage is through the Northern California General Teamsters Security Fund Plan Select Plus or Plan E Plus (with an HSA option). The City pays the total monthly premium per eligible employee for the Northern California General Teamsters Security Trust Fund, Plan E Plus, with a HSA/HRA or Select Plus for its employees.

Full-time employees are eligible for benefits on the first of the month following thirty (30) days of employment. To maintain eligibility employees must be in a paid status for a minimum of eighty (80) hours per month.

The City pays the entire deductible for the Plan E Plus with HSA/HRA. The City frontloads the employer HSA/HRA contributions annually in January. All employees participating in Plan E Plus must sign an HSA/HRA Frontloading Agreement. Employees who leave City employment during the year are responsible for repaying unearned contributions. Should a separating employee’s final paycheck be inadequate to cover the amount to be deducted, the employee is responsible for making the City whole.

Upon hire, and once eligible, employees will have their HSA funded on a pro-rated basis. 112
City of Mt. Shasta 4 Unrepresented Resolution 2025
Employees must sign an enrollment form authorizing additional voluntary contributions to their HSA account via payroll deductions. Deductions take effect thirty (30) days following the receipt of the signed enrollment form.

There is an annual open enrollment period that allows employees to “opt in” and “opt out” or change their tier or plan. Employees who have a qualifying event may make these changes as governed by the Trust.

Leaves

5.1. Holidays
The City recognizes the following holidays:

New Year's Day
Martin Luther King Jr.'s Birthday
President’s Day
Cesar Chavez Day
Memorial Day
Juneteenth
Independence Day
Labor Day
Veterans’ Day
Thanksgiving Day
Day after Thanksgiving
December 24th
December 25th
Full-time employees are entitled to recognize holidays off with pay for the actual number of hours the employee is normally scheduled to work.

If a holiday other than December 24 falls on a Sunday, the Monday following is deemed the holiday; if the holiday falls on a Saturday, the preceding Friday is deemed the holiday.

If December 24 falls on a Saturday or Sunday, the preceding Friday is deemed the holiday, and when December 24 falls on a Friday, the preceding Thursday is deemed the holiday

5.2. Vacation Leave
Full-time employees accrue vacation per pay period based on continuous employment with the City as follows:

Months of Service Approximate Accrual
Completion of less than 60 4.62
Completion of 60 6.15
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City of Mt. Shasta 5 Unrepresented Resolution 2025
Completion of 120 7.69
Full-time employees may accrue vacation to a maximum of three hundred (300) hours.

Upon separation, employees will be paid out for all accumulated and unused vacation leave at their straight-time rate of pay.

5.3. Sick Leave
Full-time employees accrue 3.69 hours of sick leave per pay period without limit.

5.4. Sick Leave Payoff
Upon retirement from the City, employees may make an irrevocable election to either receive cash payment for twenty-five percent (25%) of their unused sick leave up to a maximum of four hundred eighty (480) hours or convert all of their unused sick leave to service credit as determined by CA Govt Code § 20965.

5.5. Bereavement Leave
Full-time employees who the City has employed for at least thirty (30) days are entitled to five (5) days of bereavement leave in the event of the death of a “family member.” The City provides paid leave for the first forty (40) hours; the employee may use sick leave or vacation for any additional bereavement leave. Employees who utilize bereavement leave must notify their supervisor of their intent to use it. Bereavement leave must be taken within three (3) months following the date of death of the family member. The City may request an employee seeking bereavement leave to provide documentation to support the leave. “Family member” is defined as the employee’s spouse, child, parent, parentin-law, sibling, sibling-in-law, grandchild, and grandparent.

5.6. Jury Duty
A full-time employee summoned for jury duty during working hours will receive a leave of absence with pay for jury duty, provided that the employee reports to work on any day(s) the employee is released from service when it is feasible to report to work. Employees who receive a jury summons must notify their supervisor within five (5) days of receiving the notice.

5.7. Administrative Leave
Employees in the classifications of Chief of Police, City Planner, and Fire Chief receive one point five-four (1.54) hours of administrative leave per pay period. The Finance Director receives three point zero-eight (3.08) hours of administrative leave per pay period. Employees may not accrue more than eighty (80) hours of administrative leave.

Upon hire, employees will receive their annual allotment of administrative leave. Upon separation, administrative leave is paid at the employee's straight-time rate of pay. 114
City of Mt. Shasta 6 Unrepresented Resolution 2025
Retirement

6.1. Safety Retirement
The City contracts with California Public Employees Retirement System (CalPERS) for retirement benefits as follows:

1. Employees hired before January 1, 2013, and employees hired on or after January 1, 2013, with reciprocity recognized under CalPERS: These employees are provided a retirement benefit of 2 at age 50 formula with the three-year final average compensation period and Social Security Coverage Modified. These employees pay nine percent (9.0%) of the employee member contribution on a pre-tax basis.

2. Employees hired after December 31, 2012, without reciprocity recognized under CalPERS: These employees are provided a retirement benefit of 2.7% at age 57 formula with the three-year final average compensation period, as defined by CalPERS in Government Code Section 20037 and Social Security Coverage Full.

These employees pay one-half the total normal cost as determined annually by CalPERS on a pre-tax basis.

Optional Benefits – All retirement plans have the following optional CalPERS retirement benefits:
• Sick Leave Credit
• Non-Industrial Disability – Standard
• Industrial Disability – Standard
• Pre-Retirement Death Benefits
o Optional Settlement 2
o Special
• Post-Retirement Death Benefits
o Lump Sum $2,000
• 2% retiree COLA

6.2. Miscellaneous Retirement
The City contracts with California Public Employees Retirement System (CalPERS) for retirement benefits as follows:

3. Employees hired before January 1, 2013, and employees hired on or after January 1, 2013, with reciprocity recognized under CalPERS: These employees are provided a retirement benefit of 2.0% at age 55 formula with the three-year final average compensation period and Social Security Coverage Modified. These employees pay seven percent (7.0%) of the employee member contribution on a pre-tax basis.

4. Employees hired after December 31, 2012, without reciprocity recognized under CalPERS: These employees are provided a retirement benefit of 2.0% at age 62 formula with the three-year final average compensation period, as defined by 115
City of Mt. Shasta 7 Unrepresented Resolution 2025
CalPERS in Government Code Section 20037 and Social Security Coverage Full.

These employees pay one-half the total normal cost as determined annually by CalPERS on a pre-tax basis.

Optional Benefits – All retirement plans have the following optional CalPERS retirement benefits:
• Sick Leave Credit
• Non-Industrial Disability – Standard
• Pre-Retirement Death Benefits
o Optional Settlement 2
• Post-Retirement Death Benefits
o Lump Sum $2,000
• 2% retiree COLA
Probationary Periods

7.1. Initial Probationary Period
Upon hire, employees serve a probationary period of twelve (12) months of actual and continuous service. During this probationary period, the employee is at-will and may be released from probation at any time with or without cause or reason and without notice or appeal rights. At-will employees do not serve a probationary period.

7.2. Promotional Probationary Period
Upon promotion, employees serve a probationary period of six (6) months. During this probationary period, the employee may be released from probation at any time during the probationary period with or without cause or reason and without notice or appeal rights.

Employees who obtained permanent status in a previous position and are subsequently released from a promotional probationary period will be reinstated to the position last held by the employee before the promotion. At-will employees do not serve a probationary period.

7.3. Extension of the Probationary Period
At the discretion of the Department Head or designee, the employee’s probation may be extended twice in three (3) month intervals to a maximum of six (6) months.

7.4. Voluntary Resignation
Employees absent without official leave for three (3) or more consecutive days or absent an aggregate of thirty (30) hours in any calendar month without a satisfactory explanation will be deemed to have voluntarily resigned from the City. 116
City of Mt. Shasta 8 Unrepresented Resolution 2025
Term
This Resolution is effective March 31, 2025, and supersedes all prior resolutions and remains in effect until changed by council action.
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City of Mt. Shasta 9 Unrepresented Resolution 2025
Appendix “A” Covered Classifications
Accounting Assistant*
Administrative Supervisor*
Community Services Officer*
Deputy City Clerk*
Director of Finance
Fire Chief
Office Assistant*
Planning Director
Police Chief
Public Works Supervisor*
Building Inspector-Plans Examiner*
Classifications denoted with an asterisk (*) are FLSA non-exempt. 118
CITY OF MT. SHASTA AUTHORIZED POSITIONS 07/01/2025-06/30/2026 Last Updated/Approved by City Council: 11/10/2025
Position Title Authorized Positions Salary Range
City Manager 1 Contract $86.73
Director of Public Works with PE 1 Agreement $61.21

A B C D E
Police Chief 1 $53.07 $54.39 $55.75 $57.15 to $58.58
Director of Finance 1 $48.82 $50.04 $51.29 $52.58 to $53.89 Fire Chief 1 $50.09 $51.34 $52.62 $53.94 to $55.29
Director of Planning 1 $55.07 $56.45 $57.87 $59.31 to $60.80 Building Inspector-Plans Examiner 1 $55.00 Limited to 1,560 hours per fiscal year without benefits Police Sergeant 2 $38.71 $39.68 $40.67 $41.69 to $42.73 Police Officer 6 $32.26 $33.07 $33.89 $34.74 to $35.61
Reserve Police Officer $24.96 As needed-limited to 500 hours per fiscal year Community Service Officer 1 $26.43 $27.10 $27.77 $28.47 to $29.18 Police Services Manager 1 $34.20 $35.05 $35.93 $36.83 to $37.75 Police Dispatch Supervisor 1 $32.91 $33.74 $34.58 $35.45 to $36.33 Communications Dispatcher 3 $27.17 $27.85 $28.55 $29.27 to $30.00 Communications Dispatcher-On Call $25.84
$26.89 After 4 years
Appendix B
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CITY OF MT. SHASTA AUTHORIZED POSITIONS 07/01/2025-06/30/2026 Last Updated/Approved by City Council: 11/10/2025
Position Title Authorized Positions Salary Range
A B C D to E
Fire Captain 2 $31.81 $32.60 $33.42 $34.25 to $35.11
Firefighter 2 $25.44 $26.08 $26.73 $27.40 to $28.09
Chief Plant Operator 1 $39.78 $40.77 $41.79 $42.84 to $43.91 Wastewater Plant Operator II 2 $30.72 $31.48 $32.27 $33.08 to $33.90 Wastewater Plant Operator I $27.92 $28.62 $29.33 $30.06 to $30.81 Public Works Supervisor 1 $36.08 $36.98 $37.90 $38.84 to $39.81 Senior Maintenance Worker 2 $27.03 $27.71 $28.40 $29.11 to $29.84 Maintenance Worker II 5 $24.62 $25.24 $25.87 $26.52 to $27.18 Maintenance Worker I $22.91 A 12 month 1-Step Position
Senior Mechanic 1 $26.43 $27.10 $27.77 $28.47 to $29.18 Administrative Supervisor 1 $33.46 $34.29 $35.15 $36.03 to $36.93 Accounting Assistant 2 $25.17 $25.80 $26.45 $27.11 to $27.78 Office Assistant 1 $21.39 $21.93 $22.48 $23.04 to $23.61 Deputy City Clerk II 1 $28.96 $29.69 $30.43 $31.19 to $31.97 Deputy City Clerk I $25.17 $25.80 $26.45 $27.11 to $27.78 120
CITY COUNCIL AGENDA ITEM #12
MEETING DATE: November 10th, 2025
TO: Mayor and City Council
FROM: Todd Juhasz, City Manager
SUBJECT: Discussion of Potential Use of Remaining Prop 68 Funding

RECOMMENDATION
Staff seeks a recommendation from Council on the best use of the remaining Proposition 68 balance of $48,000.

BACKGROUND
Proposition 68 Funding refers to the money authorized via the California ballot measure, the California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access for All Act of 2018. Prop 68 funds were awarded on a competitive basis to cities for a wide range of projects primarily focused on environmental and recreational needs.

The City of Mt Shasta was awarded $177,952 in Prop 68 funding in July of 2018. These funds were originally awarded for a variety of projects to include:
• Landscaping around the Visitor’s Center and to repave their parking lot • For the reconfiguration of landscape elements at City Hall • The creation of what was, at the time of application, called Chestnut Park Since the original award, some of these projects have been completed and the priority for the completion of specific tasks under each project description has changed and the dollars have been reallocated towards the design and construction of a public parking lot on Chestnut Street that was recently purchased by the City.

The status of the originally approved projects is outlined below:
• Visitor Center landscaping has been completed, though the determination has been made to forgo repaving the parking lot. Some of those funds will be used to replace the Visitor’s Center’s aging roof. Excess funds are to be reallocated to the Chestnut Street parking lot project
• The reconfiguration of landscape elements at City Hall has been reprogrammed to only include the removal of a hazard tree.
• The funding for the proposed ‘Chestnut Street Park’ will be reallocated in its entirety X Regular Session
Special Session
Emergency
Session
Closed Session
121
towards the parking lot and/or another project.

The design and construction of the parking lot is not projected to exceed $90,000. The intent of the Chestnut Street project is to provide public parking for the proposed daylighting of Castle Creek and to accommodate any loss of parking should a proposal to convert Mt. Shasta Blvd and Chestnut Street into one-way streets be approved by the public and funding secured.

Accounting for the funds to complete the Chestnut Street Parking project, approximately $48,000 in funding remains available for use on eligible Prop 68 projects.

Staff is seeking Council’s guidance on how these remaining funds should be spent. 122
City Council Agenda Item #13
Staff Report
Meeting Date: November 10, 2025
To: Mayor and City Council
From: Cory Burns, Fire Chief
Subject: Fire Department Job Descriptions Update
Recommendation:

Staff recommends that the Council approve updates to existing job descriptions Background & Summary:

The intent of these updates is to ensure job responsibilities reflect current operational needs, comply with applicable regulations, and support the department’s mission to serve the community effectively and safely.

Attachments:

Updated job descriptions: Fire Captain and Firefighter
X Regular
Consent
Closed
Presentation
123

FIREFIGHTER

DEFINITION
July 22, 2019
FLSA: Non-Exempt
Under general supervision, responds to fires, medical emergencies, hazardous materials incidents, rescues, and other emergency and non-emergency situations; participates in all other fir e suppression, prevention,
inspection, education, and related activities to prevent or minimize the loss of life and property; performs fire station, equipment, and apparatus maintenance; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision f
r
om a Fire Captain or assigned supervisor. Exercises no direct supervision over staff.

CLASS CHARACTERISTICS
This is the journey level class that performs all normal fire suppression, basic medical emergency, hazardous materials, and other emergency response activities. The nature of the work performed requires an employee in this class to establish and maintain effective working relationships with all others contacted in the course of work and requires the ability to perform heavy physical work at potential risk to health and safety.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modifJJ, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can pe1form the essential functions of the job.
► Responds to structural fires; performs search and rescue operations to remove persons from burning structures; performs fire suppression techniques as appropriate; lays, connects, charges, and uses supply lines and various water appliances to control and extinguish fires; places water curtains and performs ventilating and access maneuvers; uses foam and chemical extinguishers as required by the nature of the fire; operates fire streams as directed; raises and climbs ladders; ventilates roofs and windows; operates fire pumpers.
► Responds to fire alarms, delivers all equipment, and implements fire suppression and firefighting techniques to rescue victims and protect private and public prope1ty. ► Assumes a designated position on an assigned apparatus and follows command structure instructions for fire suppression or related emergency services.
► Operates all types of portable fire extinguishers, pike poles, hand lines, smoke ejectors, salvage covers, forcible entry tools, aerial ladder equipment, emergency medical equipment, and other firefighting and medical equipment as required.
► Responds to emergency medical calls and administers fir st aid and/or basic life support as appropriate,
including assessing patients, cardiopulmonary resuscitation (CPR), rescue breathing, administration of oxygen, recording vital signs, and other related medical treatments as appropriate. ► Responds to man-made and natural disasters, including fires, floods, earthquakes, crash rescues, and other catastrophic events, including providing medical assistance and removing persons f rom harmful
structures or exposure to fire, smoke, adverse weather conditions, and harmful materials. ► Performs ventilation procedures and salvage operations to minimize property damage by moving and/or 124
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Firefighter

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generate documentation.

Ability to:
► Operate pumps, hoses, hydrants, compressors and a variety of hydraulic and electronic equipment. ► Apply the mechanics of firefighting and emergency medical care. ► Administer first aid and CPR.
► Remain calm while working in extremely stressful situations that may present a threat to life and property.
► Work within a command structure requiring strict adherence to the following of orders. ► Work safely without presenting a direct threat to self or others. ► Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
► Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals. ► Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
► Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments. ► Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
► Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
► Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
► Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required lcnmvledge, skills, and abilities is qual[fying. A typical way to obtain the required qualifications would be:

Equivalent to graduation f
r
om the twelfth (12th) grade.

Licenses and Certifications:
► Valid California Class C driver's license with Firefighter endorsement or Commercial driver's license with air tank and air brake endorsements. ► Valid Basic First Aid (Title 22) and CPR/AED certificates. ► CSFM or SFT or IFSAC Firefighter I certificate.
► Valid Hazardous Materials First Responder Operations certificate.

PHYSICAL DEMANDS
Must possess mobility, physical strength, and stamina to respond to emergency situations and use all emergency apparatus and equipment; perform medium to heavy physical work, to work in confined spaces, around machines, and to climb and descend ladders; vision to discern colors and assess emergency situations, including medical incidents, and to read printed materials and a computer screen; and hearing and speech to conununicate in person, before groups, and over the telephone or radio; and sight to identify and fight fires. The job involves fieldwork requiring f r
equent standing, walking, and running in operational
areas to identify problems or hazards, including wet, slippery, rough, steep, rocky, or uneven surfaces.

Page 4 of 4 ends

work sites. Employees must possess the ability to lift, carry, push, and pull materials, objects, and individuals necessary to perform job functions, including moving heavy objects (50 pounds or more) long distances (20 feet or more). Employees may use Self-Contained Breathing Apparatus and protective clothing to prevent exposure to hazardous materials and infectious diseases.

ENVIRONMENTAL CONDITIONS
Employees work in the field and are exposed to extreme temperatures, inclement weather conditions, smoke and fume inhalation including toxic gases, hazardous physical substances and fumes, including toxic gases, substantial heights road hazards, confining workspaces, chemicals, mechanical and/or electrical hazards and potential exposure to contagious diseases, blood, and blood borne pathogens. Employees may have evening or variable hours and may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

FIRE CAPTAIN

DEFINITION
Under general direction, oversees, reviews, evaluates, and participates in the work of staff performing fire suppression, fire prevention, and emergency medical services to prevent or minimize the loss of life and property due to fire and emergency medical situations; Oversees and participates in fire prevention and inspection activities, equipment and station maintenance, and training dealing with all phases of fire suppression, prevention, inspection, rescue and emergency operation; takes command of fires and other emergency incidents within the City of Mt. Shasta unless relieved by another officer; performs the full range of emergency response duties as a member of a response team; provides complex and responsible support to the Fire Battalion Chief and others in areas of expertise; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from a Fire Battalion Chief. Exercises direct and general supervision over firefighters for an assigned shift or station.

CLASS CHARACTERISTICS
This is a working supervisory classification that supervises fire services staff. Incumbents supervise all activities for an assigned shift or station. Incumbents are responsible for planning, organizing, supervising, reviewing, and evaluating the work of fire services staff. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines. This class is distinguished from Fire Battalion Chief in that the latter has management responsibility for functional areas within the fire department and may take command in the absence of the Fire Chief.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Plans, organizes, supervises, reviews, and evaluates the work of staff performing programs and activities of the Fire Department, including fire suppression, rescue, emergency medical treatment, hazardous material response, and fire inspection and prevention services.  Responds to and establishes incident command system at all emergencies; serves as line officer in command; directs firefighting operations, including tactical and safety activities to ensure all response activities are conducted in a manner consistent with prescribed policies and procedures.  Directs and coordinates emergency scene activity unless and until relieved of command by a supervisor.  Supervises and participates in all firefighter duties as necessary; coordinates and participates in engine and fire hose hook-up at scene of fire; lays connector hose; holds nozzle, and directs water stream to combat fire; directs pressure and use of water streams; raises and climbs ladders; uses chemical extinguishers, bars, hooks, ropes and other equipment to suppress and extinguish fires.  Supervises and participates in daily checks of equipment to ensure all equipment is in good working order, including inspecting and cleaning all aerial apparatuses, tools, and other related equipment to ensure their efficient operation and readiness for any emergency response situation; notifies the Chief Officer of any defects.
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 Performs fire safety inspections on a variety of businesses and multi-family residences and participates in a variety of public awareness activities to promote good public relations and fire safety awareness, including providing tours of fire facilities and giving presentations at local schools as requested.  Monitors the efficiency and effectiveness of assigned programs, service delivery methods, and procedures; identifies opportunities for improvement and recommends to the Fire Battalion Chief.  Participates in non-emergency calls such as, but not limited to, infant car seat installations and fire prevention demonstrations.
 Provides first aid, cardiopulmonary resuscitation (CPR), and emergency medical services as needed.  Directs and performs ventilation procedures and salvage operations to minimize property damage by moving and/or covering furnishings, sweeping water, and removing debris and smoke.  Assists victims and relatives of victims of traumatic events when necessary.  Operates a variety of specialized equipment including hand and power tools; drives department vehicles as needed in emergency situations; utilizes a computer and assigned software.  Trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees on performance issues.
 Identifies fire training needs of company personnel; trains and instructs personnel in the use of a variety of firefighting apparatus, equipment, tools, and devices; instructs personnel on location of fire hazards in public buildings and the methods of combating fires in such places; ensures conformance of training and instructional work with department policies and procedures.  Attends in-service classes in firefighting and emergency medical service.  Enters inspection, training, and fire and emergency medical service calls into the records management system as instructed.
 Writes reports of fires and related emergency activities, and reports concerning the use and condition of apparatus, related equipment, and supplies.
 Performs related duties as assigned.

QUALIFICATIONS
Knowledge of:
 Principles and practices of employee supervision, including work planning, assignment review and evaluation, discipline, and the training of staff in work procedures.  Principles and practices of leadership.
 Local street system, location of hydrants, the layout and location of public utilities, potentially hazardous materials and emergency treatment facilities.  Principles, practices, procedures, techniques, and equipment used in fire, medical, and hazardous materials emergency response, including containment and clean-up; technical and confined response situations.
 Technical operation, use, and maintenance of specialized fire apparatus and equipment.  Principles, practices, and technical aspects of fire science, hydraulics, and water flow capacity.  Applicable federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
 Techniques of CPR and emergency medical response.
 Practices and techniques of hazardous materials response, containment, and clean-up.  Basic mathematics.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or 129
generate documentation.

Ability to:
 Select and supervise staff, provide training and development opportunities, ensure work is performed effectively, and evaluate performance in an objective and positive manner.  Assist in developing and implementing goals, objectives, practices, policies, procedures, and work standards.
 Operate pumps, hoses, hydrants, compressors and a variety of hydraulic and electronic equipment.  Apply the mechanics of firefighting and emergency medical care.  Administer first aid and CPR.
 Remain calm and be capable of making decisions while working in extremely stressful situations that may present a threat to life and property.
 Work within a command structure requiring strict adherence to the following of orders.  Collect, analyze and evaluate data and be able to prepare and deliver clear and concise written and oral reports.
 Work safely without presenting a direct threat to self or others.  Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals.  Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Equivalent to graduation from twelfth (12th) grade and five (5) years of experience in fire suppression, prevention, inspection, and emergency medical response.

Licenses and Certifications:
 Valid California Class B driver’s license with tank and air brake endorsements. Valid California Class C driver’s license with with Firefighter endorsement or Commercial driver’s license with tank and airbrake endorsements.
 Valid First Responder CPR/AED certificate.
 Valid First Responder Haz-Mat certificate.
 Valid ICS 300 certificate.
 California State Fire Marshal CSFM or Firefighter I and II certificates. SFT or IFSAC Firefighter I and II
 SFT Fire Apparatus Operator IA or equivalent
 SFT Fire Apparatus Operator IB or equivalent
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PHYSICAL DEMANDS
Must possess mobility, physical strength, and stamina to respond to emergency situations and use all emergency apparatus and equipment; perform medium to heavy physical work, to work in confined spaces, around machines, and to climb and descend ladders; vision to discern colors and assess emergency situations, including medical incidents, and to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone or radio; and sight to identify and fight fires. The job involves fieldwork requiring frequent standing, walking, and running in operational areas to identify problems or hazards, including wet, slippery, rough, steep, rocky, or uneven surfaces.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate above-mentioned apparatus and equipment. Positions in this classification reach overhead above the shoulders and horizontally, bend, stoop, kneel, reach, crouch, and climb to perform work and inspect work sites. Employees must possess the ability to lift, carry, push, and pull materials, objects, and individuals necessary to perform job functions, including moving heavy objects (50 pounds or more) long distances (20 feet or more). Employees may use Self-Contained Breathing Apparatus and protective clothing to prevent exposure to hazardous materials and infectious diseases.

WORKING CONDITIONS
Employees are required to work shifts, as scheduled by the department and may work for long periods of time (sometimes in excess of 24-hour shifts) requiring sustained physical activity and intense concentration. 131
City Council Agenda Item #14
Staff Report
Meeting Date: November 10, 2025
To: Mayor and City Council
From: Cory Burns, Fire Chief
Subject: New Position: Fire Engineer
Recommendation:

Staff recommends that the Council Approve the new job classification for the position of Fire Engineer.

This will allow MSFD to hire for critical roles with candidates who don’t meet the minimum qualifications for the Fire Captain classification.

Background & Summary:

The Fire Engineer classification will allow the Fire Department to hire individuals who don’t meet the Fire Captain classification. As of late, it has been difficult to hire vacant Fire Captain positions due to a lack of applicants with the required qualifications.

Attachments:

New Fire Engineer job description and pay range
X Regular
Consent
Closed
Presentation
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FIRE ENGINEER

DEFINITION
Under general supervision, the Fire Engineer drives, operates, and maintains fire apparatus during emergency and routine situations, operates fire pumps, and other specialized tools and equipment; performs firefighting tasks, conducts code enforcement and public education activities, and performs station and apparatus maintenance. May serve as Company Officer in absence of a Fire Officer. The Fire Engineer must be familiar with the geography and streets of the response area, water systems, fixed fire protection systems, and buildings within the response area.

SUPERVISION RECEIVED AND EXERCISED
Receives direct supervision from a Company Officer or Chief Officer. Supervision is not a routine responsibility of this position; however, a Fire Engineer may be assigned to direct others in specific programs and/or activities or serve as Company Officer in absence of a Fire Officer. The highest certified medical authority directs patient care in emergency situations.

CLASS CHARACTERISTICS
This is the master level class that performs all normal fire suppression, basic medical emergency, hazardous materials, and other emergency response activities. The Performance of the work requires the use of some independence, initiative, and discretion within established guidelines and the need to maintain effective working relationships with all others contacted in the course of work. The employee in this position must frequently exercise use of good judgment and be able to work with minimal supervision. Fire Engineers must promote safe working practices and support an environment of mental and physical well-being.

QUALIFICATIONS
Knowledge of:
 Principles, practices, procedures, techniques, and equipment used in: fire, medical, and hazardous materials emergency response, including containment and clean-up; technical and confined response situations.
 Local street system, location of hydrants, the layout and location of public utilities, potentially hazardous materials and emergency treatment facilities.  Principles, practices, procedures, techniques, and equipment used in fire, medical, and hazardous materials emergency response, including containment and clean-up; technical and confined response situations.
 Technical operation, use, and maintenance of specialized fire apparatus and equipment.  Principles, practices, and technical aspects of fire science, hydraulics, and water flow capacity.  Applicable federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
 Techniques of CPR and emergency medical response.
 Practices and techniques of hazardous materials response, containment, and clean-up.  Basic mathematics.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.
 City policies and procedures.

Ability to:
 Operate pumps, hoses, hydrants, compressors and a variety of hydraulic and electronic equipment.  Apply the mechanics of firefighting and emergency medical care.  Safely drive and operate all types of fire and emergency vehicles.  Administer first aid and CPR.
 Remain calm and be capable of making decisions while working in extremely stressful situations that 134
may present a threat to life and property.
 Work within a command structure requiring strict adherence to the following of orders.  Work safely without presenting a direct threat to self or others.  Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals.  Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
 Complete reports, forms, and maintain records.
 Read and understand written communications, instructions, and technical manuals  Follow oral and written directions.
 Perform complex calculations.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifing. A typical way to obtain the required qualifications would be:

Equivalent to graduation from twelfth (12th) grade and one (1) year of experience in fire suppression, prevention, inspection, and emergency medical response.

Licenses and Certifications:
 Valid California Class C driver's license with Firefighter endorsement or Commercial driver’s license with tank and airbrake endorsements.
 SFT or IFSAC Firefighter I.
 SFT or IFSAC Firefighter II within first year of employment.  SFT Fire Apparatus Operator IA or equivalent.
 SFT Fire Apparatus Operator IB within first 6 months.  Emergency Medical Responder Title 22 (EMR).
 CPR for healthcare workers.
 Haz-Mat First responder.

PHYSICAL DEMANDS
Must possess mobility, physical strength, and stamina to respond to emergency situations and use all emergency apparatus and equipment; perform medium to heavy physical work, to work in confined spaces, around machines, and to climb and descend ladders; vision to discern colors and assess emergency situations, including medical incidents, and to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone or radio; and sight to identify and fight fires. The job involves fieldwork requiring frequent standing, walking, and running in operational 135
areas to identify problems or hazards, including wet, slippery, rough, steep, rocky, or uneven surfaces.

A B C D E
Captain $31.81 $32.60 $33.42 $34.25 $35.11

2.48% 2.52% 2.48% 2.51%
Diff=Cptn to FF 25.04%
Firefighter $25.44 $26.08 $26.73 $27.40 $28.09

2.52% 2.49% 2.51% 2.52%

A B C D E
Captain $31.81 $32.60 $33.42 $34.25 $35.11
Engineer $28.48 $29.19 $29.92 $30.67 $31.44

2.50% 2.50% 2.50% 2.50%
Diff=Cptn to Eng. 11.69%
Diff=Eng to FF 11.95%
Firefighter $25.44 $26.08 $26.73 $27.40 $28.09
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Mount Shasta City CouncilNovember 10, 2025

Mount Shasta City Council
November 10, 2025