Mount Shasta City Council
November 24, 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 24, 2025, 5:30 p.m.

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

CITY COUNCIL BUSINESS

7. Consent Agenda - The City Manager recommends approval of the following Consent Agenda items. All Resolutions and Ordinances on this agenda, or added hereto, shall be introduced or adopted, as applicable, by title only, and the full reading thereof is hereby waived. a. Approval of Minutes: November 10, 2025 regular meeting; November 18, 2025 special meeting
b. Approval of Disbursements: Accounts Payable 10/23/2025, 11/4/2025, and 11/13/2025; Total Gross Payroll and Taxes: For The Periods Ending 10/30/2025 and 11/13/25
c. Investment Report: 10/30/2025 and 11/13/2025
d. Approval to Purchase Wheel Balancer for $5,933

8. Presentation by Siskiyou Outdoor Recreation Alliance Background: The Siskiyou Outdoor Recreation Alliance will be providing an update on recent activities.

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

9. Public Hearing: Presentation by Great Northern Services (Brandy Caporaso) Background: Brandy Caporaso, Great Northern Services Community Development Manager, will review CDBG-eligible activities.

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

10. Presentation by Kimley-Horn: Draft Safety Action Plan Background: The Draft Safety Action Plan is ready for review.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Receive presentation, review and comment on Draft Safety Action Plan

11. Mobile Home Parks Rent Stabilization
Background: On October 27, the Council directed staff to prepare a report on recent cost increases at Shasta Horizon Mobile Home Park
Report By: Kim Fowler, Planning Director
Recommended Council Action: Provide direction to staff

12. Approval of Contract with Robertson-Bryan to Study Adjustment of Wastewater Treatment Plant Zinc Limits
Background: The City has solicited quotes from three professional engineering firms to study the feasibility of adjusting the limits for zinc and copper in treated effluent Report By: Ken Kellogg, Public Works Director
Recommended Council Action: Approve a contract with Robertson-Bryan to study the feasibility of adjusting the dilution credits and effluent limitations for copper and zinc for the City’s wastewater treatment plant NPDES Permit.

13. Budget Adjustment: Contract Services for Castle Street Greenway Project Background: In September of 2023, the City contracted with Tom Hesseldenz, Landscape Architect, for work on the Mount Shasta Blvd/Chestnut Couplet project and on the Castle Street Greenway Project. To complete the remaining narrative and design work for the Castle Street Greenway project, an additional $11,000 in funding is needed.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Approve a budget adjustment of $6,000 for additional work on the Castle Creek Greenway Project

14. Library and Enterprise Funds: Fiscal Year 2024/25 Year End Reporting Update Background: Staff will provide an update on the Library and Enterprise Funds Report By: Malisa Dodd, Finance Director
Recommended Council Action: Receive Report

15. Review of Grant Funds
Background: Staff will provide a status update of grant funding and projects Report By: Malisa Dodd, Finance Director
Recommended Council Action: Receive Report

16. Approval of Job Description: Building Inspector-Plans Examiner Background: On November 10th, the Council voted to create the new position of Building InspectorPlans Examiner. At that meeting, the corresponding job description was inadvertently omitted.

Report By: Kim Fowler, Planning Director
Recommended Council Action: Approve the job description for Building Inspector-Plans Examiner

17. Approval to Purchase Small Articulated Loader
Background: To accomplish the removal of snow in compliance with The Downtown Snow Removal Ordinance adopted in June of this year, an additional piece of equipment must be purchased.

Report By: Ken Kellogg, Public Works Director
Recommended Council Action: Approve the purchase of a Bobcat L28 Small Articulated Loader with snowblower attachment for a total cost of $58,785.95

CITY COUNCIL/STAFF REPORTING PERIOD

18. Council Reports on Attendance at Appointed/Outside Meetings

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

20. Adjourn
Availability of Public Records: All public records related to an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act, that are distributed to a majority of the legislative body will be available for public inspection at City Hall located at 305 North Mt. Shasta Blvd., Mt. Shasta, CA at the same time the public records are distributed or made available to the members of the legislative body. Agenda related writings or documents provided to a majority of the legislative body after distribution of the Agenda packet will be available for public review within a separate binder at City Hall at the same time as they are made available to the members of the legislative body.

The City of Mt. Shasta does not discriminate on the basis of race, color, national origin, sex, religion, age or disability in employment or provision of services. In compliance with the Americans with Disabilities Act, persons requiring accommodations for a disability at a public meeting should notify the City Clerk or Deputy City Clerk at least 48 hours prior to the meeting at
(530) 926-7516 in order to allow the City sufficient time to make reasonable arrangements to accommodate participation in this meeting.

Contents
Consent Agenda…………………………………………………………………..………8
Approval of Minutes:

November 10, 2025 Regular Meeting……………………………………..……8
November 18, 2025 Special Meeting……………………………………….…13
Disbursements:

Staff Report……………………………………………………………..…14
Check Registers……………………………………………………………15
Payroll 10/30/2025…………………………………………………………17
Payroll 11/13/2025…………………………………………………………18
Taxes 10/30/2025………………………………………………………......19
Taxes 11/13/2025…………………………………………………………...21
Investment Report:

Staff Report……………………………………………………………..…23
Monthly Statement………………………………………………………….25
Performance Report………………………………………………………...26
Monthly Balances………………………………………………………..…27
Chandler Asset Management Newsletter…………………………………….....28 Presentation by Siskiyou Outdoor Recreation Alliance………………………………….30 Staff Report………………………………………………………………………..30
Presentation by Great Northern Services………………………………………………...31 Staff Report………………………………………………………………………...31
Handout…………………………………………………………………………...32
Presentation by Kimley-Horn: Draft Safety Action Plan…………………………….…36 Staff Report…………………………………………………………………………36
Cal Trans Grant Award Letter…………………………………………………….….37
Draft Safety Action Plan………….…………………………………………………39
Mobile Home Parks Rent Stabilization…….……………………………………….....148 Staff Report……………………………………………………………………....148
Approval of Contract with Robertson-Bryan………………………………………......153 Staff Report……………………………………………………………………....153
Task Order Request……………………………….…………………………….…154
PACE Engineering Fee Schedule…………………………………………………....155 Robertson-Bryan Cover Letter……………………………………………………...156
Robertson-Bryan Fee Schedule…………………………………………………..….159
Larry Walker Associates Scope of Work………………………………………………161 Budget Adjustment: Castle Street Greenway Project……………………………….…163 Staff Report……………………………………………………………………....163
2023 Agreement…………………………………………………………………..164
Budget Adjustment Resolution………………………………………………………169
Budget Adjustment Form……………………………………………………….…..170
Library and Enterprise Funds Report………………………………………………..…171 Staff Report…………………………………………………………………….…171
Report………………………………………………………………………...…172
Review of Grant Funds……………………………………………………………...…200
Staff Report………………………………………………………………………200
Grant Tracking………………………………………………………..…………..201
Approval of Job Description: Building Inspector-Plans Examiner………………...….205 Staff Report…………………………………………………………………...….205
Job Description………………………………………………………………...…207
Approval to Purchase Small Articulated Loader…………………………………..…..211 Staff Report…………………………………………………………………..…..211
Specifications………………………………………………………………….…212
Kubota Dealer Quote…………………………………………………………..….215
Sonsray Machinery Quote…………………………………………………….…... 218
Bobcat L28 Mini Articulated Loader Specifications……………………………….…...221 Budget Adjustment Resolution………………………………………………….…...225 Budget Adjustment Form……………………………………………………..…….226
Page Item STANDING AGENDA ITEMS

1. Call to Order and Flag Salute: At the hour of 5:30, Mayor Redmond called the meeting to order and led the audience in the flag salute.

2. Roll call:

Council Members Present: Clure, Collings, Stackfleth, Glaubman, Redmond Council Members Absent: None

3. Special Presentations & Announcements: None

4. Public Comment:

Arrea – Invites Council and community to attend Yes to Expediting Affordable Housing event Afa – Invites Council and community to attend Yes to Expediting Affordable Housing event, comments regarding public outreach
Austin Browder, Siskiyou Humane Society, Executive Director – Provides update on Humane Society activities, invites Council and public to visit facility, answers Council questions

5. Council and Staff Comments:

Todd Juhasz, City Manager – Comments regarding ongoing research into mobile home park rent increases, provides update on Daylighting of Castle Creek grant application Robert Gibson, Chief of Police – Reports on research into dispatch merger with Yreka, answers Council questions, acknowledges 250th anniversary of the founding of the Marine Corps, thanks Police Department and City veterans
Mayor Redmond – Recognizes the 50th anniversary of the wreck of the Edmund Fitzgerald Mt. Shasta City Council Regular Meeting Minutes
Mt. Shasta City Park Upper Lodge, 1315 Nixon Rd.

Monday, N ov em be r 10, 2025 , 5:30 p.m.
8 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.

Todd Juhasz, City Manager – None

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 27, 2025 regular meeting b. Police Department Monthly Report
MOTION TO APPROVE:

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

8. Mercy Medical Hospital Funding Presentation
Todd Juhasz, City Manager – Introduces Rodger Page, Mount Shasta Mercy Medical Hospital President Rodger Page, Mount Shasta Mercy Medical Hospital President – Reports on funding of Mercy Medical Hospital, answers staff and Council questions, offers to provide ongoing updates 9 9. Green DOT Transportation Solutions: Presentation of Lake Street For All Active Transportation Improvement Plan
Todd Juhasz, City Manager – Comments regarding Lake Street For All project, introduces Jeff Schwein from Green DOT Transportation Solutions
Jeff Schwein, Green DOT Transportation Solutions – Presents Active Transportation Improvement Plan Council Comment
Clure – Comments in favor of project
Todd Juhasz, City Manager – Comments regarding traffic speeds Mayor Redmond – Comments regarding traffic calming
Council asks clarifying questions.

Public Comment
Arrea – Comments in favor of project, suggests project expansion Stackfleth – Comments in favor of project, expresses concerns about future utility replacements Ken Kellogg, Public Works Director – Comments regarding plans to replace utilities

10. Letter of Intent to Purchase Landing Parcels
Todd Juhasz, City Manager – Comments regarding Landing parcels valuation and offer; answers Council questions
MOTION: Stackfleth moves to approve the non-binding proposal to purchase APN 067-010-140 and to approve the options for the potential purchase of parcel APNs 067-10-20 and APN 067-10-10 by the Power Group, LLC.

SECOND: Glaubman
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None
10 11. Resolution Authorizing Position of Building Inspector-Plans Examiner and Affirming Hourly Wage
Todd – Comments regarding proposed position of Building Inspector-Plans Examiner, answers Council questions
Public Comment
Afa – Shares comments from Eureka resident suggesting alternate structure for building inspections Council Comment
Glaubman – Asks clarifying question
Collings – Asks clarifying question
Council discusses.

MOTION: Stackfleth moves to approve Resolution CCR-25-28, A Resolution Of The City Council Of The City Of Mount Shasta Authorizing The Job Position Of Building Inspector-Plans Examiner And Affirming The Hourly Wage
SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None

12. Use of Remaining Prop 68 Funding
Todd Juhasz, City Manager – Comments regarding use of grant funds and status of projects, answers Council questions
Council Comment
Stackfleth – Comments regarding possible uses for funds and parking lot construction costs Clure – Comments regarding broken town clock and thermometer Council discusses.

MOTION: Stackfleth moves to table this until the second meeting of February SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None
11 13. Fire Department Job Description Updates
Cory Burns, Fire Chief – Comments regarding proposed job description update, answers Council questions
Todd Juhasz, City Manager – Comments regarding position qualifications MOTION: Stackfleth moves to approve updates to the job description for Fire Fighter and Fire Captain
SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None

14. New Position: Fire Engineer
Cory Burns, Fire Chief – Comments regarding creation of new position MOTION: Stackfleth moves to approve the creation of the new position called Fire Engineer and the details regarding that position as stated
SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None

CITY COUNCIL/STAFF REPORTING PERIOD

15. Council Reports on Attendance at Appointed/Outside Meetings Stackfleth – Reports on Collier Group meeting

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

17. Adjourn: There being no further business, the meeting was adjourned at 7:23pm Respectfully Submitted By: Rachel Agron, Deputy City Clerk 12 1. Call to Order: At the hour of 3:06pm, Mayor Redmond called the meeting to order

2. Roll Call
Council Members Present: Clure, Glaubman, Mayor Redmond; Councilmember Stackfleth arrived at 3:28pm.

Council Members Absent: Collings

CITY COUNCIL BUSINESS

3. Discussion: Review of Proposed Fee Schedule
Malisa Dodd, Finance Director – Provides presentation on methodology of proposed fee schedule update, answers Council questions.

Council discusses.

4. Adjourn: There being no further business, the meeting was adjourned at 4:06pm Respectfully Submitted By: Rachel Agron, Deputy City Clerk Mt. Shasta City Council Special Meeting Minutes
Tuesday, November 18, 2025; 3:00 p.m.
303 N. Mount Shasta Blvd. Mt. Shasta, CA 96967
13 City Council Agenda Item #7b
Staff Report
Meeting Date: November 24, 2025
To: Mayor and City Council
From: Malisa Dodd, Finance Director
Subject: Approval of Warrants and Payroll
Recommendation:

Staff requests the Mayor and City Council Approve warrants paid including payroll benefits and withholding, and payroll distribution, in the amount of $1,508,948.32 Background & Summary:

Approval of Check Numbers 54379- 54439 $ 1,205,568.05
Total Payroll Distribution $ 174,865.98
Total EFTPS – CalPERS, Nationwide, child support $ 51,876.72 Total Payroll EFTPS Taxes $ 76,637.57
$ 1,508,948.32
Financial Impacts:

Expenditures are consistent with current level spending as reviewed with City Council.

Attachments:

1.) Check Registers – 10/23/25, 11/4/25, 11/13/25

2.) ACH Payroll Distribution – 10/30/25, 11/13/25

3.) EFTPS Reports – Payroll/CalPERS – 10/30/25, 11/13/25 Regular
x Consent
Closed
Presentation
14 Accounts Payable
User:

Printed:
[email protected]
11/18/2025 8:29 AM
Checks by Date - Summary by Check Number
Check No Vendor No Vendor Name Check Date Check Amount
54379 10229 AMAZON CAPITAL SERVICES 10/23/2025 161.49
54380 11156 YOLANDE DIEDRE BELL 10/23/2025 128.28
54381 12200 CALIFORNIA SAFETY COMPANY 10/23/2025 28.00
54382 12300 CASH 10/23/2025 98.00
54383 13251 DEVELOPMENT COMPLIANCE SOLUTIONS 10/23/2025 2,182.50 54384 300104 EXPRESS SERVICES INC 10/23/2025 932.50
54385 15031 FERGUSON WATERWORKS FEI #3011 10/23/2025 2,403.88 54386 16032 GCS ENVIRONMENTAL EQUIP SERV 10/23/2025 1,133.57 54387 16180 GREAT NORTHERN CORPORATION 10/23/2025 3,953.91 54388 UB*00012 TYLER HOFF 10/23/2025 125.46
54389 UB*00010 THOMAS LANGTRY 10/23/2025 60.00
54390 300150 LIEBERT CASSIDY WHITMORE 10/23/2025 800.00 54391 24042 AMBER ORREY 10/23/2025 99.00
54392 11140 PACE ANALYTICAL SERVICES LLC 10/23/2025 1,279.75 54393 25080 PACIFIC POWER & LIGHT 10/23/2025 10,510.46
54394 UB*00013 ANGIE PIGONI 10/23/2025 134.66
54395 300204 PROGRESSION ENGINEERING 10/23/2025 15,701.00 54396 UB*00011 RISA SHANNON 10/23/2025 61.23
54397 28340 SISKIYOU COUNTY AUDITOR 10/23/2025 905.00
54398 28378 SISKIYOU COUNTY GENERAL SERVICES10/23/2025 1,486.62 54399 28460 SISKIYOU COUNTY TAX COLLECTOR 10/23/2025 4,165.30 54400 28640 SOUSA READY MIX LLC 10/23/2025 233.74
54401 28740 STATE OF CALIFORNIA DEPARTMENT OF JUSTICE 10/23/2025 648.00 54402 30004 U.S. BANK EQUIPMENT FINANCE 10/23/2025 343.80 54403 300084 US ACUTE CARE SOLUTIONS 10/23/2025 149.14
54404 31050 VERIZON CONNECT FLEET USA LLC 10/23/2025 35.00 54406 10229 AMAZON CAPITAL SERVICES 11/04/2025 300.15
54407 300126 Aveva Select 11/04/2025 480.00
54408 11156 YOLANDE DIEDRE BELL 11/04/2025 200.40
54409 11252 BLUE STAR GAS 11/04/2025 2.14
54410 12213 CAL-ORE COMMUNICATIONS 11/04/2025 1,589.98
54411 12576 CIVICPLUS 11/04/2025 4,995.90
54412 12269 COMCAST BUSINESS 11/04/2025 422.42
54413 13071 DELTA HEALTH SYSTEMS 11/04/2025 41,256.00
54414 13140 DEPT OF JUSTICE BUREAU OF CRIMINAL IDENTIFICATION 11/04/2025 52.00 54415 13200 DEPT. OF TRANSPORTATION 11/04/2025 379.83
54416 13251 DEVELOPMENT COMPLIANCE SOLUTIONS 11/04/2025 3,990.00 54417 14140 DON ERICKSON OIL INC 11/04/2025 850.81
54418 300104 EXPRESS SERVICES INC 11/04/2025 1,256.50
54419 16030 GANNETT CALIFORNIA LOCALIQ 11/04/2025 578.40 54420 16140 GRAINGER INC 11/04/2025 28.80
54421 20003 JONES CARPET CLEANING & JANITORIAL LLC 11/04/2025 800.00 54422 22071 MENDES SUPPLY COMPANY 11/04/2025 101.64
54423 22133 MEYERS POLICE K-9 TRAINING LLC 11/04/2025 800.00 54424 22300 MT. SHASTA RECREATION & PARKS 11/04/2025 600.00 54425 23023 NATIVE GROUNDS NURSERY AND LANDSCAPE INC 11/04/2025 240.00 54426 300146 NORTH VALLEY DISTRIBUTING 11/04/2025 221.28 AP Checks by Date - Summary by Check Number (11/18/2025 8:29 AM) Page 1 15 Check No Vendor No Vendor Name Check Date Check Amount 54427 300145 OLDCASTLE INFRASTRUCTURE, INC. 11/04/2025 1,781.43 54428 24033 OREILLY AUTOMOTIVE INC 11/04/2025 9.13
54429 11140 PACE ANALYTICAL SERVICES LLC 11/04/2025 1,084.70 54430 25080 PACIFIC POWER & LIGHT 11/04/2025 2,776.19
54431 25198 CHARLES W PILLON 11/04/2025 2,537.50
54432 25160 POSTMASTER 11/04/2025 2,500.00
54433 27000 RAMSHAW'S ACE HARDWARE INC 11/04/2025 116.98 54434 28460 SISKIYOU COUNTY TAX COLLECTOR 11/04/2025 63.00 54435 32060 SOLANOS INC 11/04/2025 717.81
54436 300116 Paul Talley 11/04/2025 500.00
54437 30004 U.S. BANK EQUIPMENT FINANCE 11/04/2025 320.82 54438 31031 VESTIS 11/04/2025 768.31
54439 29140 TIMBERWORKS 11/13/2025 1,085,485.64
Report Total (60 checks): 1,205,568.05
AP Checks by Date - Summary by Check Number (11/18/2025 8:29 AM) Page 2 16 From: Tri Counties Bank
To: Malisa Dodd
Subject: Tri Counties Bank - ACH Payment Status Change Notification Date: Wednesday, October 29, 2025 11:30:34 AM
ACH Notification
Report Date/Time 10/29/25 11:30:11 PDT
This transaction has been successfully completed.

Transaction Number: ACH-01838690
ACH Company: City Mt Shasta
Company Entry Description: PAYROLL
Payment Date: 10/30/2025
Total Credits: $88,867.32 (45)
Total Debits: $0.00 (0)
Status: Completed
17 From: Tri Counties Bank
To: Malisa Dodd
Subject: Tri Counties Bank - ACH Payment Status Change Notification Date: Wednesday, November 12, 2025 1:05:34 PM
ACH Notification
Report Date/Time 11/12/25 13:05:16 PST
This transaction has been successfully completed.

Transaction Number: ACH-01856023
ACH Company: City Mt Shasta
Company Entry Description: PAYROLL
Payment Date: 11/13/2025
Total Credits: $85,998.66 (45)
Total Debits: $0.00 (0)
Status: Completed
18 User:

Printed: 10/29/2025 - 11:09AM
[email protected]
Computer Check Proof List by Vendor
Accounts Payable
Batch: 00007.10.2025 - 10/13/25-10/26/25 Payroll
Invoice No Description Amount Pmt Date Acct Number Reference Vendor: 300160 CalPERS Check Sequence: 1 ACH Enabled: True PR Batch 00003.10.2025 PERS Police Classic 704.19 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Police Classic PR Batch 00003.10.2025 PERS Miscellaneous PEPRA 5,013.42 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Miscellaneous PEPRA PR Batch 00003.10.2025 PERS Miscellaneous PEPRA 4,881.15 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Miscellaneous PEPRA PR Batch 00003.10.2025 PERS Miscellaneous Classic 1,157.72 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Miscellaneous Classic PR Batch 00003.10.2025 PERS Fire PEPRA 1,613.08 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Fire PEPRA PR Batch 00003.10.2025 PERS Police PEPRA 2,890.90 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Police PEPRA PR Batch 00003.10.2025 PERS Police PEPRA 2,941.34 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Police PEPRA PR Batch 00003.10.2025 PERS FIre PEPRA 1,585.41 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS FIre PEPRA PR Batch 00003.10.2025 PERS Miscellaneous Classic 665.81 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Miscellaneous Classic PR Batch 00003.10.2025 PERS Police Classic 1,601.39 10/29/2025 10-000-2150 PR Batch 00003.10.2025 PERS Police Classic Check Total: 23,054.41
Vendor: 300177 EDD ACH Check Sequence: 2 ACH Enabled: True PR Batch 00003.10.2025 State Disability Insurance 1,410.39 10/29/2025 10-000-2140 PR Batch 00003.10.2025 State Disability Insurance PR Batch 00003.10.2025 State Income Tax 4,661.38 10/29/2025 10-000-2130 PR Batch 00003.10.2025 State Income Tax Check Total: 6,071.77
Vendor: 300159 Expertpay Check Sequence: 3 ACH Enabled: True PR Batch 00003.10.2025 Garnishment 1,155.91 10/29/2025 10-000-2184 PR Batch 00003.10.2025 Garnishment Check Total: 1,155.91
Vendor: 300158 IRS Check Sequence: 4 ACH Enabled: True
PR Batch 00003.10.2025 Medicare Employer Portion 1,878.05 10/29/2025 10-000-2110 PR Batch 00003.10.2025 Medicare Employer Portion PR Batch 00003.10.2025 Medicare Employee Portion 1,878.05 10/29/2025 10-000-2110 PR Batch 00003.10.2025 Medicare Employee Portion PR Batch 00003.10.2025 FICA Employee Portion 8,030.40 10/29/2025 10-000-2110 PR Batch 00003.10.2025 FICA Employee Portion AP-Computer Check Proof List by Vendor (10/29/2025 - 11:09 AM) Page 1 19 Invoice No Description Amount Pmt Date Acct Number Reference PR Batch 00003.10.2025 Federal Income Tax 12,791.69 10/29/2025 10-000-2120 PR Batch 00003.10.2025 Federal Income Tax PR Batch 00003.10.2025 FICA Employer Portion 8,030.40 10/29/2025 10-000-2110 PR Batch 00003.10.2025 FICA Employer Portion Check Total: 32,608.59
Total for Check Run:

Total of Number of Checks:
62,890.68
4 AP-Computer Check Proof List by Vendor (10/29/2025 - 11:09 AM) Page 2 20 User:

Printed: 11/12/2025 - 2:03PM
[email protected]
Computer Check Proof List by Vendor
Accounts Payable
Batch: 00002.11.2025 - 10/27/25-11/09/25 Payroll
Invoice No Description Amount Pmt Date Acct Number Reference Vendor: 300160 CalPERS Check Sequence: 1 ACH Enabled: True PR Batch 00001.11.2025 PERS Police Classic 1,644.82 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Police Classic PR Batch 00001.11.2025 PERS Police Classic 723.58 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Police Classic PR Batch 00001.11.2025 PERS Fire Classic 169.29 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Fire Classic PR Batch 00001.11.2025 PERS Miscellaneous PEPRA 4,644.58 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Miscellaneous PEPRA PR Batch 00001.11.2025 PERS Miscellaneous Classic 1,166.53 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Miscellaneous Classic PR Batch 00001.11.2025 PERS Miscellaneous PEPRA 4,521.97 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Miscellaneous PEPRA PR Batch 00001.11.2025 PERS Miscellaneous Classic 670.98 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Miscellaneous Classic PR Batch 00001.11.2025 PERS Police PEPRA 2,913.74 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Police PEPRA PR Batch 00001.11.2025 PERS FIre PEPRA 1,578.48 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS FIre PEPRA PR Batch 00001.11.2025 PERS Fire PEPRA 1,606.05 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Fire PEPRA PR Batch 00001.11.2025 Deferred Comp PERS 725.00 11/12/2025 10-000-2155 PR Batch 00001.11.2025 Deferred Comp PERS PR Batch 00001.11.2025 PERS Fire Classic 391.41 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Fire Classic PR Batch 00001.11.2025 PERS Police PEPRA 2,964.59 11/12/2025 10-000-2150 PR Batch 00001.11.2025 PERS Police PEPRA Check Total: 23,721.02
Vendor: 300177 EDD ACH Check Sequence: 2 ACH Enabled: True PR Batch 00001.11.2025 State Disability Insurance 1,440.32 11/12/2025 10-000-2140 PR Batch 00001.11.2025 State Disability Insurance PR Batch 00001.11.2025 State Income Tax 4,508.29 11/12/2025 10-000-2130 PR Batch 00001.11.2025 State Income Tax Check Total: 5,948.61
Vendor: 300159 Expertpay Check Sequence: 3 ACH Enabled: True PR Batch 00001.11.2025 Garnishment 1,195.38 11/12/2025 10-000-2184 PR Batch 00001.11.2025 Garnishment Check Total: 1,195.38
Vendor: 300158 IRS Check Sequence: 4 ACH Enabled: True
AP-Computer Check Proof List by Vendor (11/12/2025 - 2:03 PM) Page 1 21 Invoice No Description Amount Pmt Date Acct Number Reference PR Batch 00001.11.2025 FICA Employer Portion 8,030.18 11/12/2025 10-000-2110 PR Batch 00001.11.2025 FICA Employer Portion PR Batch 00001.11.2025 Federal Income Tax 12,192.16 11/12/2025 10-000-2120 PR Batch 00001.11.2025 Federal Income Tax PR Batch 00001.11.2025 Medicare Employer Portion 1,878.04 11/12/2025 10-000-2110 PR Batch 00001.11.2025 Medicare Employer Portion PR Batch 00001.11.2025 Medicare Employee Portion 1,878.04 11/12/2025 10-000-2110 PR Batch 00001.11.2025 Medicare Employee Portion PR Batch 00001.11.2025 FICA Employee Portion 8,030.18 11/12/2025 10-000-2110 PR Batch 00001.11.2025 FICA Employee Portion Check Total: 32,008.60
Vendor: 300161 Nationwide Check Sequence: 5 ACH Enabled: True PR Batch 00001.11.2025 Deferred Comp Nationwide 50 1,300.00 11/12/2025 10-000-2155 PR Batch 00001.11.2025 Deferred Comp Nationwide PR Batch 00001.11.2025 Deferred Comp Nationwide 1,450.00 11/12/2025 10-000-2155 PR Batch 00001.11.2025 Deferred Comp Nationwide Check Total: 2,750.00
Total for Check Run:

Total of Number of Checks:
65,623.61
5 AP-Computer Check Proof List by Vendor (11/12/2025 - 2:03 PM) Page 2 22 City Council Agenda Item # 7c
Staff Report
Meeting Date: November 24, 2025
To: Mayor and City Council
From: Malisa Dodd, Director of Finance
Subject: Revenue Status Update, Monthly Investment and Financial Report Recommendation:

Staff respectfully request the City Council review the provided information regarding the City’s revenue and investments.

Background & Summary:

Sales Tax Revenue:

The city has received $394,351 through Nov 24, 2025 in sales tax for fiscal year 25-26. The budgeted amount for fiscal year 25-26 is $1,500,000 with 26.29% collected, while 27.67% of the way through the year. At this point I would revise the projection to $1,425,000 or $75,000 less than the adopted amount.

Current Year 25-26 Sales Tax Information
Budget Projection Jul-Sep Expected Jul-Sep Received 24-25 Deficit $1,500,000 $415,000 $394,351 ($20,649)
Prior Year 24-25 Sales Tax Information
YTD Received Jul-Sep Received CY vs PY difference % difference $1,522,870 $413,931 ($19,580) 4.73
Transient Occupancy Tax:

The city started collecting TOT revenue monthly in July of 2025 and has received $601,922 in TOT for fiscal year 25-26 to date. The budgeted amount for fiscal year 25-26 is $1,614,800. The actual amount received is $82,969 more than prior year.

Current Year 25-26 Transient Occupancy Tax Information
Budget Projection 25/26 Received
$1,614,800 $601,922
Prior Year 24-25 Transient Occupancy Tax Information
YTD Received July-Nov Received CY vs PY difference
$1,596,668 $518,953 $82,969
Regular
X Consent
Closed
Presentation
23 2
Property Tax and Vehicle License Fees:

Current Year 25-26 Property Tax Information
Budget Projection Jul-Sept Expected Jul-Sept Received
Property Tax $849,745 $0 $0
License Fees $442,828 $0 $5,839
As of October 31, 2025, the combined funds the City of Mt. Shasta had invested in the Local Agency Investment Fund (L.A.I.F.) totaled $274,765.58. The October 2025 LAIF statement is attached, along with the performance data as of November 5, 2025. Most surplus funds over which the City has control are currently invested in Concourse with a balance of $1,151,165.96.

The balance of the City’s cash funds are held in the pooled accounts with Tri Counties Bank with a balance as of $10,911,008.94.

Current investment rates are:

L.A.I.F. October 31, 2025 4.150%
Treasury Note – 3 month October 31, 2025 3.94%
Treasury Note – 2 Yr. October 31, 2025 3.61%
Treasury Note – 5 Yr. October 31, 2025 3.74%
Treasury Note – 10 Yr. October 31, 2025 4.15%
Treasury Note – 30 Yr. October 31, 2025 4.73%
Bloomberg as reported by Chandler Asset Management
The LAIF average decreased slightly from last month, most notes had a decrease. We continue to anticipate the LAIF rate staying just above 4%. The LAIF rate remains the best available rate that meets the City’s requirement for liquidity and safety.

Financial Impact:

The investments are in compliance with the City’s investment policy and provides for meeting the City’s cash flow needs for the next month and 6 month periods.

Attachments:
• LAIF Monthly Statement
• LAIF Performance Report
• LAIF Monthly Balances
• Chandler Asset Management
24 25
October 4.150
September 4.212
August 4.251
July 4.258
June 4.269
May 4.272
PMIA Average Life(1): 254
LAIF Fair Value Factor(1): 1.001929581
PMIA Daily(1): 4.19
PMIA Quarter to Date(1): 4.24
LAIF Apportionment Rate(2): 4.34
LAIF Earnings Ratio(2): 0.00011893333163814
LAIF Administrative Cost(1)*: 0.26
Treasuries

51.39%
Agencies

29.08%
Certificates of
Deposit/Bank Notes

9.74%
Time
Deposits

3.25%
Commercial
Paper

5.80%
Corporate
Bonds

0.58%
Loans

0.16%
Notes: The apportionment rate includes interest earned on the CalPERS Supplemental Pension Payment pursuant to Government Code 20825 (c)(1) .
*The percentage of administrative cost equals the total administrative cost divided by the quarterly interest earnings. The law provides that administrative costs are not to exceed 5% of quarterly EARNINGS of the fund. However, if the 13-week Daily Treasury Bill Rate on the last day of the fiscal year is below 1%, then administrative costs shall not exceed 8% of quarterly EARNINGS of the fund for the subsequent fiscal year.

Source: (1) State of California, Office of the Treasurer (2) State of California, Office of the Controller
PMIA Average Monthly
Effective Yields(1)
PMIA/LAIF Performance Report
as of 11/0 /25
Daily rates are now available here. View PMIA Daily Rates Quarterly Performance
Quarter Ended 9/30/25
Chart does not include $987,000.00 in mortgages, which equates to 0.001%. Percentages may not total 100% due to rounding.

Pooled Money Investment Account
Monthly Portfolio Composition (1)
9/30/25
$161.7 billion
26 Carrying Cost Plus
Description Accrued Interest Purch. Fair Value Accrued Interest United States Treasury:

Bills $ 41,523,613,290.93 $ 41,904,093,150.00 NA
Notes $ 40,392,306,433.96 $ 40,609,619,500.00 $ 393,827,549.00 Federal Agency:

SBA $ 258,513,226.50 $ 255,437,749.35 $ 1,030,891.23
MBS-REMICs $ 961,240.33 $ 969,445.48 $ 4,193.33
Debentures $ 4,971,428,119.07 $ 4,986,463,990.00 $ 38,822,875.40 Debentures FR $ - $ - $ -
Debentures CL $ 3,000,000,000.00 $ 3,011,739,350.00 $ 27,987,892.00 Discount Notes $ 31,616,451,513.99 $ 31,987,343,900.00 NA Supranational Debentures $ 3,884,532,539.29 $ 3,900,557,970.00 $ 31,581,393.30 Supranational Debentures FR $ - $ - $ - CDs and YCDs FR $ - $ - $ - Bank Notes $ 200,000,000.00 $ 199,962,141.27 $ 1,868,305.56 CDs and YCDs $ 15,000,000,000.00 $ 15,002,927,154.21 $ 161,152,277.77 Commercial Paper $ 8,842,127,972.16 $ 8,927,815,763.87 NA Corporate:

Bonds FR $ - $ - $ -
Bonds $ 911,651,238.87 $ 913,382,924.00 $ 6,994,976.97
Repurchase Agreements $ - $ - $ - Reverse Repurchase $ - $ - $ - Time Deposits $ 5,295,000,000.00 $ 5,295,000,000.00 NA PMIA & GF Loans $ 262,742,740.00 $ 262,742,740.00 NA
TOTAL $ 156,159,328,315.10 $ 157,258,055,778.18 $ 663,270,354.56 Fair Value Including Accrued Interest $ 157,921,326,132.74 Repurchase Agreements, Time Deposits, PMIA & General Fund loans, and Reverse Repurchase agreements are carried at portfolio book value (carrying cost).

State of California
Pooled Money Investment Account
Market Valuation
10/31/2025
27 28
29 City Council Agenda Item #8
Staff Report
Meeting Date: November 24, 2025
To: Mayor and City Council
From: Todd Juhasz, City Manager
Subject: Presentation by Siskiyou Outdoor Recreation Alliance Recommendation:

Receive Presentation
Background & Summary:

A representative of the Siskiyou Outdoor Recreation Alliance will provide an update on recent activities.

X Regular
Consent
Closed
Presentation
30 City Council Agenda Item #9
Staff Report
Meeting Date: November 24, 2025
To: Mayor and City Council
From: Todd Juhasz, City Manager
Subject: Public Hearing: Presentation by Great Northern Services Recommendation:

Receive Presentation
Background & Summary:

In this public hearing, Brandy Caporaso, Great Northern Services Community Development Manager, will review CDBG-eligible activities.

X Regular
Consent
Closed
Presentation
31 310 Boles Street
Weed, CA 96094
(530) 938-4115
Fax (530) 938-1040
www.gnservices.org
Weaving a stronger community, together....

Access to Capital • Portfolio Management • Economic Development • Energy Assistance • Home Weatherization Community Food Projects • Community Services • HIV/AIDS Case Management • Community Development CA Lic. # 629328
Public Hearing Handouts
Community Development Block Grant (CDBG) Application for Funding City of Mt. Shasta
Public Meeting: November 20, 2025 at 5:30 pm
Public Hearing: November 24, 2025 at 5:30 pm
The 2025 Community Development Block Grant (CDBG) Program Notice of Funding Availability’s (NOFA) was released September 30, 2025.

This meeting provides the public an opportunity to share comments or suggestions on projects and programs the City of Mt. Shasta could pursue using CDBG funds under this or future NOFA’s. Eligible activities may include housing rehabilitation, economic development, community services, and infrastructure and community facility improvements that enhance livability within the community.

Community members are also invited to comment on current or past CDBG projects.

The following regarding the availability of funding and application information is from the 2025 CDBG NOFA.

Funding & Applications
• State annual allocation is approximately $27 million. • Activities that can be undertaken are Acquisition, Administration and Planning, Economic Development, Housing, Public Improvements, Public Services. • Applications will be scored on a competitive basis. Competitive application criteria will focus on need, readiness, capacity, and past performance. Grantees who have not been awarded recently will be prioritized.
• Total applications for Planning and Public Service shall not exceed one (1) each per jurisdiction. • Total applications for Economic Development and Housing Rehabilitation Programs shall be one (1).
• Total applications for Infrastructure, public facility improvement, etc. Projects shall be one (1). 32 Great Northern Services
310 Boles Street • Weed, CA 96094 • (530) 938-4115 • Fax (530) 938-1040 • www.gnservices.org CA Lic. # 629328
• Total applications shall be one each from Planning or Public Service, Economic Development/Housing Rehabilitation or Infrastructure/public facility projects and shall not exceed three (3) per jurisdiction.
• Funding limits are:
o Total grant award for all activities combined per jurisdiction shall not exceed $3.6 million;
o Planning/Public Service limit shall not exceed $300,000; o Project application limit shall not exceed $3.3 million; o Program application limit shall not exceed $1.5 million. • Application submission is scheduled to start on December 1, 2025 at 9:00 am and close January 30, 2026 at 3:00 pm.
• Awards are expected to be issued in July 2026 with standard agreements being issued on a rolling basis starting in August 2026.

Proposed Applications
• The City expects to submit two applications:
o Mt. Shasta Blvd Master Plan will determine needs along South and North Mt. Shasta Blvd. with an estimated budget of $300,000.
• Total estimated proposed grant application activity is $300,000. • There will be no displacement of persons for these activities. • Great Northern Services (GNS), subrecipient, is assisting the city with submitting the grant applications. If grant funds are awarded, GNS will assist the City with both programs as outlined in the subrecipient agreements.

Past CDBG Funds
• 22-CDBG-NH-00017 Senior Snow Program
• 20-CDBG-CV2/3-00106-Subsistence Payments and 20-CDBG-CV2-3-00094-Food Assistance . The city administered the pooled budgets for all of Siskiyou County CDBG COVID funding to assist low to moderate income households who were affected by COVID. The programs provided fresh and frozen protein and produce throughout the county and provided subsistence payments consisting of rental or mortgage payments and utility and broadband payments to those affected by COVID-19.
• 20-CDBG-12093 Pine Street Water System Improvements Project: Replaced water mains on Pine St.
33 310 Boles Street
Weed, CA 96094
(530) 938-4115
Fax (530) 938-1040
www.gnservices.org
Weaving a stronger community, together....

Access to Capital • Portfolio Management • Economic Development • Energy Assistance • Home Weatherization Community Food Projects • Community Services • HIV/AIDS Case Management • Community Development CA Lic. # 629328
Folleto de Audiencia Pública
Solicitud de Subvención en Bloque para el Desarrollo Comunitario (CDBG) para la Ciudad de Mt. Shasta
Reunión Pública: 20 de noviembre de 2025 a las 5:30 pm
Audiencia Pública: 24 de noviembre de 2025 a las 5:30 pm El Aviso de Disponibilidad de Fondos (NOFA) del Programa de Subvención en Bloque para el Desarrollo Comunitario (CDBG) de 2025 se publicó el 30 de septiembre de 2025.

Esta reunión informa al público sobre la oportunidad de compartir comentarios o sugerencias sobre proyectos y programas que la Ciudad de Mt. Shasta podría llevar a cabo utilizando fondos CDBG bajo esta o futuras NOFA. Las actividades elegibles pueden incluir rehabilitación de viviendas, desarrollo económico, servicios comunitarios y mejoras de infraestructura e instalaciones comunitarias que mejoran la habitabilidad dentro de la comunidad. También se invita a los miembros de la comunidad a comentar sobre proyectos CDBG actuales o pasados.

Lo siguiente con respecto a la disponibilidad de fondos y la información de la solicitud es de CDBG NOFA 2025.

Financiamiento y Solicitudes
• La asignación anual estatal es de aproximadamente $27 millones. • Las actividades que se pueden realizar son Adquisición, Administración y Planificación, Desarrollo Económico, Vivienda, Mejoras Públicas, Servicios Públicos. • Las solicitudes se calificarán de forma competitiva. Los criterios de solicitud competitivos se centrarán en la necesidad, la preparación, la capacidad y el desempeño pasado. Se dará prioridad a los beneficiarios que no hayan sido premiados recientemente. • Cada jurisdicción podrá presentar una (1) solicitud como máximo en las categorías de Planificación y de Servicio Público.
• Se permitirá una (1) solicitud por jurisdicción para proyectos de infraestructura, mejoras de instalaciones públicas u otros proyectos similares.
34 Great Northern Services
310 Boles Street • Weed, CA 96094 • (530) 938-4115 • Fax (530) 938-1040 • www.gnservices.org CA Lic. # 629328
• Cada jurisdicción podrá presentar hasta tres (3) solicitudes en total: una (1) de Planificación o Servicio Público, una (1) de Desarrollo Económico o Rehabilitación de Vivienda, y una (1) de Infraestructura o Mejoras en Instalaciones Públicas.
• Los límites de financiación son:
o La concesión total de subvenciones para todas las actividades combinadas por jurisdicción no excederá los $3.6 millones;
o El límite de planificación/servicio público no excederá de $300,000; o El límite de solicitud de proyectos no excederá los $3.3 millones; o El límite de solicitud del programa no excederá los $1.5 millones. • La presentación de solicitudes está programada para comenzar el 1 de diciembre de 2025 a las 9:00 a. m. y cerrar el 30 de enero de 2026 a las 3:00 p. m. • Se espera que los premios se otorguen en julio de 2026, y que los acuerdos estándar se emitan de manera continua a partir de agosto de 2026.

Aplicaciones Propuestas
• La Ciudad espera presentar dos solicitudes:
o El Plan Maestro de Mt. Shasta Blvd determinará las necesidades a lo largo del sur y norte de Mt. Shasta Blvd. con un presupuesto estimado de $300,000. • La actividad total estimada de solicitud de subvención propuesta es de $300,000. • No habrá desplazamiento de personas para estas actividades. • Great Northern Services (GNS), subreceptor, está ayudando a la ciudad a presentar las solicitudes de subvención. Si se otorgan fondos de subvención, GNS ayudará a la Ciudad con ambos programas como se describe en los acuerdos de subreceptores.

Fondos CDBG Anteriores
• 22-CDBG-NH-00017 Programa de remoción de nieve para personas mayores • 20-CDBG-CV2/3-00106-Pagos de Subsistencia y 20-CDBG-CV2-3-00094-Asistencia Alimentaria.

La ciudad administró los presupuestos agrupados para todos los fondos de COVID de CDBG del condado de Siskiyou para ayudar a los hogares de ingresos bajos a moderados que se vieron afectados por COVID. Los programas proporcionaron proteínas y productos frescos y congelados en todo el condado y proporcionaron pagos de subsistencia que consistían en pagos de alquiler o hipoteca y pagos de servicios públicos y internet a los afectados por COVID-19. • 20-CDBG-12093 Proyecto del sistema de agua de Pine Street: Reemplazo de tuberías principales de agua en Pine St.
35 City Council Agenda Item #10
Staff Report
Meeting Date: November 24, 2025
To: Mayor and City Council
From: Todd Juhasz, City Manager
Subject: Presentation by Kimley-Horn: Draft Safety Action Plan Recommendation:

Review and comment on Draft Safety Action Plan
Background & Summary:

The Draft Safety Action Plan, prepared by Kimley-Horn, is ready for review.

X Regular
Consent
Closed
Presentation
36 “Provide a safe and reliable transportation network that serves all people and respects the environment” DISTRICT 2

OFFICE OF COMMUNITY AND REGIONAL PLANNING
1657 RIVERSIDE DRIVE | REDDING, CA 96001
(530) 229-0517 | TTY 711
www.dot.ca.gov/dist2/
February 14, 2024
Mr. Todd Juhasz
City Manager
City of Mt. Shasta
305 N. Mt. Shasta Blvd
Mt. Shasta, CA 96007
Dear Mr. Juhasz:

The California Department of Transportation (Caltrans) is pleased to inform The City of Mt. Shasta that Conditions of Grant Acceptance have been met and work for the Transportation Planning grant listed below is authorized to begin effective February 7, 2024.

Sustainable Communities / State Highway Account
Grant Fiscal Year (FY) 2023-24
RGA/Work Element (WE) # RGA #74A1462
Project Title Lake Street Complete Streets Plan
Grant Award $138,618.00
Local Match (cash) $17,959.00
Local Match (In-Kind) N/A
Total Local Match $17,959.00
% Local Match 11.47%
Total Project Amount $156,577.00
Grant Expiration Date April 30, 2026 (time extensions strictly for extenuating circumstances) Final Invoice Due June 29, 2026
As a reminder, The City of Mt. Shasta is responsible for satisfying the local match commitment in the amount shown above. The local match is part of the Restricted Grant Agreement between Caltrans and The City of Mt. Shasta. Invoicing requirements are listed in the Restricted Grant Agreement in Section III, 15(d) and 15(f). 37 Mr. Todd Juhasz, City Manager
February 14, 2024

“Provide a safe and reliable transportation network that serves all people and respects the environment” Please contact me at [email protected] to schedule an administrative kick-off meeting to discuss grant requirements and address any questions. I look forward to working with you and your staff on this important project.

Sincerely,
John Maxwell

JOHN MAXWELL
Associate Transportation Planner
Office of Community and Regional Planning
c: Kevin Mariant, Aso. Transportation Planner, Caltrans, Headquarters Victoria Schleicher, Aso. Governmental Program Analyst, Caltrans, Headquarters 38 MOUNT SHASTA

SAFETY ACTION PLAN
DRAFT

SA FETY
ACTION
PLAN
Mount Shasta
39 2 Table of Contents
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

1.0 TABLE OF CONTENTS

1.0 EXECUTIVE SUMMARY . . . . 4

2.0 INTRODUCTION. . . . . . . . . . . 6

3.0 LEADERSHIP COMMITMENT AND GOAL SETTING 7

4.0 PLANNING STRUCTURE . . . 8

4.1 Stakeholder and Public Workshop 8

5.0 ANALYSIS TECHNIQUE. . . . 11

5.1 Crash and Network Screening Analysis 11

5.2 Statistical Performance Measures 11

6.0 SAFETY ANALYSIS . . . . . . . 12

6.1 Roadway Network 12

6.2 Intersections 12

6.3 Count Data 12

6.4 Crash Data 12

7.0 CRASH SAFETY TRENDS . . 16

7.1 All Crashes 16

7.2 Fatalities and Severe Injuries 17

7.3 Vulnerable Users 18

7.4 Time of Day 20

7.5 Time of Year 20

7.6 Driving Behavior 20

7.7 Driver Age 21

7.8 Statewide Comparison 21

8.0 ANALYSIS METHODOLOGY 24

8.1 Existing Guidance 24

9.0 ENGAGEMENT AND COLLABORATION 26

9.1 Public Engagement 26
40 Table of Contents 3

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

10.0 EQUITY . . . . . . . . . . . . . . . . . . 29

10.1 Background 29

10.2 Methodology 31

10.3 Equity Analysis 31

10.4 Collision 38

10.5 Collision by Age 40

10.6 Key Takeaways 41

11.0 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS 42

11.1 Trip Origin: Trip Destination Analysis 42

12.0 POLICY AND PROCESS CHANGE 49

12.1 Literature Review 49

13.0 STRATEGY AND PROJECT SELECTIONS 55

13.1 Consideration 1: Ranking Segments and Intersections 55

13.2 Consideration 2: Stakeholder And Public Input 55

13.3 Consideration 3: Top 3 Challenge Areas 55

14.0 BEST PRACTICE EVALUATION 56

15.0 EMPHASIS AREAS . . . . . . . 60

16.0 COUNTERMEASURE TOOLBOX 61

16.1 Countermeasure Selection Process 61

16.2 Infrastructure Improvements 61

17.0 PROGRESS AND TRANSPARENCY 63

17.1 Funding Sources 63

18.0 IMPLEMENTATION PLAN . . 65

18.2 Monitoring 65

18.3 Implementation Strategies 66

19.0 NEXT STEPS . . . . . . . . . . . . . 66
41 4 EXECUTIVE SUMMARY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

1.0 EXECUTIVE SUMMARY
The City of Mount Shasta Safety Action Plan
(Plan) identifies emphasis areas to inform and
guide further safety evaluation of the City’s
transportation network. The emphasis areas
include types of crashes, specific locations, and
notable relationships between current efforts and
crash history. The Plan analyzes crash data on an
aggregate basis as well as at specific locations to
identify high-crash locations, high-risk locations,
and Citywide trends and patterns. The analysis of
crash history throughout the City’s transportation
network allows for opportunities to:

With this Plan, the City continues its safety efforts
by identifying areas of emphasis and systemic
recommendations to enhance safety.

The City’s vision is to enhance the transportation
network and reduce traffic fatalities and serious
injury-related crashes. The City’s vision includes
the following goals:
• To provide a safe and efficient street
system that links all parts of the area for the
movement of people and goods
• To provide the City of Mount Shasta’s
residents with a choice of travel modes
• To provide a street system that contributes to
residents’ quality of life.

These goals will be furthered by this Plan through
the following target objectives:

The Plan analyzes the most recent range of
crash data (January 1, 2019 through December
31, 2023) and roadway characteristics to assess
historic trends, patterns, and areas of increasing
concern. While the COVID-19 pandemic altered
traffic conditions and collision patterns from 2020
to 2022, these years were ultimately included to
understand recent trends.

Furthermore, the collision history was analyzed to
identify locations with elevated risk, either through
their individual collision histories or similarities to other locations with more active collision patterns.

Using a network screening process, locations
were identified within the City that will most likely
benefit from safety enhancements. Additionally,
collision risk factors for the entire network were
derived. The outcomes informed the identification
and prioritization of engineering and noninfrastructure safety measures to address certain roadway characteristics and related behaviors that
contribute to motor vehicle collisions with active
transportation users.

Emphasis areas were developed by revisiting the
visions and goals developed at the onset of the
planning process and comparing them with the
trends and patterns identified in the crash analysis.

GOAL #3: Plan future safety improvements
for near-, mid-, and long-term.

GOAL #1: Identify areas with a high risk
for crashes.

GOAL #4: Define safety projects for HSIP
and other program funding considerations.

GOAL #2: Illustrate the value of a
comprehensive safety program and the
systemic process.

Develop safety measures using the four
E’s of safety: Engineering, Enforcement,
Education, and Emergency Response to
encourage safer driver behavior and lower
severity outcomes.

Identify factors in the transportation
network that inhibit safety for all roadway
users;
Improve safety at specific high-crash
locations, and reduce serious injury and
fatal collisions; and,
1 2
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The following ten (10) project locations were
selected as case study locations based on an
evaluation of crash data, stakeholder input,
public input, and equity considerations. These
locations were chosen to be representative of
the corridor and intersection case study locations
throughout the City. Identified through the analysis
process based on their crash histories, public
engagement, observed crash patterns, and
distinct characteristics, these locations provide
valuable insights into potential systemic safety
countermeasures that the City can employ to
achieve the most cost-effective safety benefits.

1. Location: Mount Shasta Boulevard:

Chestnut Street to Loveta Lane

2. Location: McCloud Avenue: Mount
Shasta Boulevard to Washington Drive

3. Location: Lake Street: Mount Shasta
Boulevard to Pine Street

4. Location: Washington Drive and
McCloud Avenue

5. Location: Spring Hill Road and Mount
Shasta Boulevard

6. Location: Mount Shasta and Lake
Street

7. Location: Lake Street: Mount Shasta
Boulevard to Washington Drive

8. Location: Mount Shasta Boulevard and
Mountain View

9. Location: Nixon Road and Mount
Shasta Boulevard

10. Location: Everett Highway: Northridge
Drive to Lake Street
Countermeasures are subjected to a benefit-cost
assessment and scored according to their potential
return on investment. The potential benefit of
these countermeasures at locations with similar
design characteristics can then be extrapolated
regardless of crash history, allowing for proactive
safety enhancements that prevent further safety
challenges from developing. Additionally, this
information can be used to help the City apply for
grants and other funding opportunities to implement
these safety improvements. These grants and
funding opportunities include the Highway Safety
Improvement Program (HSIP), administered by
Caltrans; the Safe Streets for All (SS4A) program,
administered by the federal government; and the
Active Transportation Program (ATP) funds, which
are administered by both the federal government
and the State of California. There are also regional
funding sources, administered by the Shasta
Regional Transportation Agency (SRTA). The
completion of a Safety Action Plan is required for
some of these programs and will allow the City of
Mount Shasta to be eligible for these funds.

Near-term action items were identified to accelerate
the City’s achievement of the goals and vision of a
Safety Action Plan. The City can:
• Actively seek other funding opportunities to
improve safety for all modal users
• Establish a goal of zero traffic fatalities by
the year 2050, consistent with the statewide
goals set by Caltrans
• Collaborate with established safety
partners and neighboring municipalities
as improvements are made to create a
cohesive transportation network
• Iteratively evaluate existing and proposed
transportation safety programs and capital
improvements to design a safer transportation
network in the City of Mount Shasta
Emphasis Area #2:

Aggressive Driving
Emphasis Area
#1: Intersections
Emphasis Area #3:

Lane Departure
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These recommendations provide Mount Shasta
with a look-ahead for safety improvements that
can be applied systemically. Additionally, this
information can be used to help the City apply
for grants and other funding opportunities to
implement these safety improvements.

An evaluation and implementation plan was created
to identify actionable items that will help the City
achieve the goals and vision set out in this report.

This section will lay out the next steps for the City to continue to capitalize on the analysis and information
provided in this report. It is recommended that the
City Council formally adopt this plan.

2.0 INTRODUCTION
Mount Shasta’s Safety Action Plan identifies
emphasis areas to inform and guide further safety
evaluation of the City’s transportation network.

The emphasis areas include the type of crash,
focused locations, and notable relationships
between current efforts and crash history. The
Plan analyzes crash data on an aggregate basis
as well as at specific locations to identify highcrash locations, high-risk locations, and Citywide trends and patterns. The analysis of crash history
throughout the City’s transportation network allows
for the following opportunities:
• To identify factors in the transportation network
that inhibit safety for all roadway users
• To improve safety at specific crash locations,
and advance the City towards its goal of
reducing serious injury and fatal collisions
• To develop safety measures using the four
Es of safety (Engineering, Enforcement,
Education, and Emergency Response) to
encourage safer driver behavior and better
severity outcomes.

The City of Mount Shasta has taken steps to
enhance safety for all modes of transportation
throughout the City, and with this Plan, Mount
Shasta is continuing to prioritize safety in its
planning process.

According to the California Office of Traffic
Safety, the City of Mount Shasta ranked 39th
out of 76 peer cities in 2022 for total fatal and
injury crashes, after adjusting for population and
Vehicle Miles Traveled (VMT). With a ranking of
1 representing the highest—or worst—crash rate,
the City of Mount Shasta falls near the middle of
the range. This indicates that the City performs
about average compared to similar cities across
the state in terms of roadway safety and efforts to
reduce traffic-related injuries.

Based on the University of California, Berkeley’s,
Transportation Injury Mapping System (TIMS)
and the California Department of Transportation
(Caltrans) Vehicles Operation Cost Parameters, the
City of Mount Shasta’s economic losses due to traffic
injuries amounted to approximately $13.3 million
from 2019 through 2023. This report identifies factors
associated with the most vehicle crashes particular
to the City and proposes matching countermeasures
to reduce or eliminate those crashes.

The intent of the Safety Action Plan is to:

The report identifies factors associated with certain
crash patterns particular to the City and proposes
matching countermeasures to reduce or eliminate
those crashes.

Prioritize
investments in
safety throughout
the City
Develop lasting
partnerships
Provide support
for grant/funding
applications
Create a greater
awareness of road
safety and risks
Reduce the
number of fatal
and severeinjury crashes
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3.0 LEADERSHIP

COMMITMENT AND GOAL

SETTING
The City of Mount Shasta Safety Action Plan
evaluates transportation safety for all road users,
including drivers, bicyclists, and pedestrians.

As part of this commitment, the City routinely
evaluates the physical transportation network,
along with relevant programs and policies. Safety
improvements are identified using criteria that
assess the interaction between travel modes, the
impact of adjacent municipalities on the roadway
network, and the potential effectiveness of various
safety measures. This proactive approach enables
the City to address safety concerns before incidents
occur. Through the analysis of historical crash data,
input from community engagement, and review
of transportation trends, the City identifies and
implements strategies aimed at preventing crashes,
rather than responding solely after they happen.

The City’s vision is to enhance the transportation
network and reduce traffic fatalities and serious
injury-related collisions, and the goals for the City
are in support of the General Plan Goals (C1-2
and C1-8):
• To designate arterial, collector, and other
streets, including proposed streets that are
expected to be needed in the planning area.
• To promote safe and efficient pedestrian and
bicycle transportation and other modes of
non-motorized transportation.

CA cities across the county have implemented
safety action plans and systemically addressed
the conditions leading to serious injuries and fatal
crashes. These plans provide a locally developed
and customized approach to directly address the
most significant safety risks in the given jurisdiction.

This Plan’s vision, goals, and objective have been
established to reflect discussions with City of
Mount Shasta’s staff, various stakeholders
identified by City staff, input from community
members, and a review of existing plans/policies
in the area. This plan also supports the goal of
zero fatalities from traffic collisions by 2050, which
is consistent with Caltrans and the Southern
California Association of Governments’ (SCAG)’s
Vision Zero goals.

Objectives:
• Evaluate the City’s roadway network for
crash activity
• Identify intersections and segments in need
of mitigation
• Identify areas of interest with respect to
safety concerns for pedestrians and bicycles
Objectives:
• Demonstrate the systemic process’s ability
to identify locations with higher risk for
crashes based on present characteristics
closely associated with severe crashes
• Demonstrate, through the systemic
process, the areas where city safety can
be enhanced and highlight data collection
activities that can be improved.
• Create safety toolbox and identify
strategies to better align with current best
practices, and demonstrate where there are
opportunities for new initiatives that would
Identify areas with a high risk for
crashes
GOAL
#1
Illustrate the value of a safety
action plan and the systemic
process
GOAL
#2
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likely support safer roads and better driving
behaviors
Objectives:
• Identify safety countermeasures for specific
locations (selected project locations)
• Identify safety countermeasures that can be
applied Citywide
Objectives:
• Create the outline for a prioritization process
that can be used in this and forthcoming
grant funding cycles
• Use the systemic process to create Project
Case Study sheets
• Use Project Case Study sheets to apply for
upcoming HSIP funding consideration
• Demonstrate the correlation between the
proposed safety countermeasures with the
Vision Zero Initiative and the California State
Highway Safety Plan
Objectives:
• Use systemic crash analysis to identify
emphasis areas
• Prioritize emphasis areas for
countermeasure development
• Align emphasis areas with City goals and
objectives
• Align emphasis areas with current City
areas of concern
•
Objectives:
• Identify targeted safety investigation for
implementation
• Identify systemic issues where
countermeasures can be implemented
• Prioritize these countermeasures for
implementation based on cost, effort, and
timeline

4.0 PLANNING STRUCTURE

4.1 Stakeholder and Public
Workshop
Through the development and implementation
of this Safety Action Plan, the City will continue
working with safety partners to identify and
address transportation safety concerns within the
community. Briefing with key stakeholders during
the planning process offered valuable insights
into lessons learned from past efforts and local
knowledge. This collaboration helped shape a Plan
that reflects the community’s needs and priorities.

The planning process was guided by both national
and state level recommendations. The Federal
Highway Administration (FHWA) and Caltrans
have developed frameworks to support the
creation of effective and comprehensive Safety
Action Plans.

The FHWA recommends several key steps in
the development process, including:
• The establishment of a working group
Identify emphasis areas to
prioritize countermeasure
application
GOAL
#4
Propose list of targeted safety
investigation for implementation
of countermeasures
GOAL
#5
Define safety improvements for
the near-, mid- and long-term,
including projects for HSIP,
SS4A, and other program funding
considerations
GOAL
#3
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(stakeholders/public) to participate in
developing a Safety Action Plan
• A review of crash, traffic, and roadway data
to identify areas of concern
• Defining goals, setting priorities, and
recommending countermeasures to improve
safety at specific locations and across the
broader transportation system
Caltrans offers similar guidance, emphasizing the
following steps:
• Establish leadership
• Analyze the safety data to understand
existing conditions
• Determine emphasis areas
• Identify effective strategies
• Prioritize and incorporate strategies
• Evaluate and update the Safety Plan to
reflect progress and changing needs
Part of the planning structure involves a committee,
task force, implementation group, or similar body
responsible for overseeing the development,
execution, and monitoring of the Action Plan. This
ensures clear accountability, with commitments
from leadership to guarantee follow-through and
successful outcomes.

4.1.1 Guiding Manuals
This section describes the analysis process
undertaken to evaluate safety within the City of
Mount Shasta at a systemic level. This report
identifies specific locations within the City that
will benefit from safety enhancements and
addresses crash risk factors based on historic
crash data using a network screening process.

The outcome will inform the identification and
prioritization of engineering and non-infrastructure
safety measures by addressing certain roadway
characteristics and related driving behaviors
contributing to crashes. This process uses the
latest national and state best practices for statistical roadway analysis.

4.1.2 Local Roadway Safety Manual
The Local Roadway Safety Manual: A Manual
for California’s Local Road Owners (Version 1.7,
April 2024) encourages local agencies to pursue a
proactive approach when identifying and analyzing
safety issues and preparing to compete for project
funding opportunities. A proactive approach is
the analysis of safety across an entire roadway
network, through either a one-time network-wide
analysis or a routine analysis of the roadway
network.

According to the Local Roadway Safety
Manual (LRSM), “the California Department of
Transportation (Caltrans) – Division of Local
Assistance is responsible for administering
California’s federal safety funding intended for
local safety improvements.”
To provide the most beneficial and competitive
funding approach,
the analysis leading
to countermeasure
selection should
focus on both
intersections and
roadway segments
and maintain
consideration
of roadway
characteristics and
traffic volumes.

The result should reflect a list of locations that
are most likely to benefit from cost- effective
countermeasures, preferably prioritized by benefit/
cost ratio. The LRSM suggests using a mixture of
quantitative and qualitative measures to identify
and rank locations using both crash frequency
and crash rates. These findings should then be
screened for crash type and severity patterns to
Source: Federal Highway Safety Administration
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determine the cause of crashes and the potential
effective countermeasures. Qualitative analysis
should include field visits and a review of existing
roadway characteristics and devices. The specific
roadway context can then be used to assess
conditions that may decrease safety at the site
and at systemic levels.

Countermeasure selection should be supported
using Crash Reduction Factors (CRFs). These
factors are a peer-reviewed product of research
quantifying the expected rate of crash reduction
from a given countermeasure. If more than one
countermeasure is under consideration, the
LRSM provides guidance on the appropriate
application of CMFs.

4.1.3 Safe System Approach
The SS4A grant is guided by the Safe System
Approach, which involves another perspective
on infrastructure, human behavior, responsible
oversight of the vehicle and transportation
industry, and emergency response, shifting
from a conventional safety approach to one
that focuses on both human mistakes and
human vulnerability. A Safe System Approach
incorporates the following principles:
• Death and Serious Injuries are
Unacceptable
• Humans Make Mistakes
• Humans are Vulnerable
• Responsibility is Shared
• Safety is Proactive
• Redundancy is Crucial

4.1.4 Highway Safety Manual
The American Association of State Highway and
Transportation Officials (AASHTO) Highway
Safety Manual (HSM), published in 2010,
presents a variety of methods for quantitatively
estimating crash frequency or severity at a variety
of locations. This four-part manual is divided
into the following parts: A) Introduction, Human
Factors, and Fundamentals; B) Roadway Safety
Management Process; C) Predictive Method; and
D) Crash Modification Factors.

In Chapter 4 of Part B in the HSM, the “Network
Screening Process” is a tool for an agency to
analyze the entire network and identify/rank
locations that are most likely or least likely to
realize a reduction in the frequency of crashes.

The HSM identifies five steps in this process:

1. Establish Focus: Identify the
purpose or intended outcome of the
network screening analysis. This
decision will influence data needs,
the selection of performance measures,
and the screening method that can be
applied.

2. Identify Network and Establish
Reference Populations: Specify
the types of sites or facilities
being screened (i.e., segments,
intersections, geometrics) and identify
groupings of similar sites or facilities.

3. Select Performance Measures: There
are a variety of performance
measures available to evaluate the
potential to reduce crash frequency at
a site. In this step, the performance
measure is selected as a function of the
screening focus and the data and
analytical tools available.

4. Select Screening Method: There
are three principal screening methods
described in this chapter (i.e.,
ranking, sliding window, peak
searching). Each method has
advantages and disadvantages; the
most appropriate method for a given
situation should be selected.
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5. Screen and Evaluate Results:

The final step in the process is
to conduct the screening and
analysis and evaluate the results.

The HSM provides several statistical methods for
screening roadway networks and identifying highrisk locations based on overall crash histories.

5.0 ANALYSIS TECHNIQUE

5.1 Crash and Network Screening
Analysis
Intersections and roadways were analyzed using
four collision metrics:
• Number of Collisions
• Critical Crash Rate (HSM Chapter 4)
• Probability of Specific Crash Types
Exceeding Threshold Proportion (HSM
Chapter 4)
• Equivalent Property Damage Only (HSM
Chapter 4)
The initial steps of the crash analysis established
sub-populations of roadway segments and
intersections that have similar characteristics.

For this study, intersections were grouped by
their control type (Signalized, or Unsignalized)
and segments by their roadway category (Major
Collector and Local). Individual crash rates were
calculated for each sub-population. The population
level crash rates were then used to assess whether
a specific location has more or fewer crashes than
expected. These sub-populations were also used
to determine typical crash patterns to help identify
locations where unusual numbers of specific crash
types are seen.

The network screening process ranks intersections
and roadway segments by the number of crashes
that occurred at each one over the analysis period
and then identifies areas that had more of a given
type of crash than would be expected for that type
of location. These crash type factors were 1) crash
injury (fatal, severe injury, other visible injury,
complaint of pain, property damage only), 2) crash
type (broadside, rear-end, sideswipe, head-on, hit
object, overturned, bicycle, pedestrian, other), 3)
environmental factors (lighting, wet roads), 4) driver
behavior (aggressive), and 5) driver impairment.

With these additional factors, the locations were
further analyzed and assigned a new rank.

From the results of the network screening analyses,
a short-list of locations was chosen based on crash
activity, crash severity, crash patterns, location
type, and area of the City of Mount Shasta to
provide the greatest variety of locations covering
the widest range of safety opportunities for safety
toolbox development. The intent is to populate the
safety toolbox with mitigation measures that will
be applicable to most of the crash activity in the
City.

5.2 Statistical Performance
Measures
Small Sample Size
Despite the limited sample size in the city of Mount
Shasta, an advanced statistical approach was
utilized to strengthen the descriptive statistics.

This method not only considers available data
but also integrates inputs and opinions from city
staff and the public. This comprehensive safety
analysis combines existing knowledge to create
a robust framework typically reserved for larger
datasets. By using this dual approach, both data
and public input are essential components in
developing this thorough report. Given that the
sample size of crashes within the time frame ('17')
is too small to support reliable inferential statistics, descriptive statistics still offer valuable insights into current conditions and trends. By combining these
statistics with expert opinions and public feedback,
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we can achieve a well-rounded understanding of
roadway safety in the area.

6.0 SAFETY ANALYSIS

6.1 Roadway Network
The City of Mount Shasta’s roadway database was
used to build the base roadway network used for
this analysis, and functional classifications were
taken from the Caltrans Classification System.

Traffic volumes and signal locations were provided
by the City and were included in the analysis
network. Intersections and roadway segments were
divided into control and classification categories
so that each set could have its own crash rates
and be evaluated against similar facilities. Figure
3 illustrates Mount Shasta’s roadway network and
intersections as classified for this study.

6.2 Intersections
The crash analysis requires each intersection to
be classified by type: Signalized or Unsignalized.

The safety analysis compares intersection safety
performance to locations with similar control types.

This information is also displayed in Figure 3.

6.3 Count Data
Vehicular count data is used as part of the analysis
process to evaluate the impact of traffic and
understand the natural hierarchy of the roadway
network. Count data utilized for this project was
pulled from 2023 Replica data. For locations
without volume or count data, engineering
judgment was used. The traffic volume information
allowed the team to assess locations for risk to a
given roadway user and to review locations with
the highest number of crashes.

6.4 Crash Data
Crash data was collected from the Transportation
Injury Mapping System (TIMS) for the period from
January 1, 2019, through December 31, 2023.

Typically, safety grants require between three
and five years of crash data. Five years of data
were used for this study to provide more history
to evaluate trends or patterns. Analysis of the raw
crash data is the first step in understanding the
specific and systemic challenges faced throughout
the City. Analyzing the five years of data provided
insight on the following crash trends and patterns.

All crashes analyzed in the study period are shown
in Figure 4. The locations of fatal and severely
injured crashes are displayed in Figure 5.
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Figure 1 - Critical Crash Rate Formula
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Figure 2 - Probability of Specific Crash Types Exceeding Threshold 52 SAFETY ANALYSIS 15

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Figure 3 - Functional Classification and Signalized Intersections 53 16 CRASH SAFETY TRENDS
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7.0 CRASH SAFETY TRENDS
The following section breaks down the crash
data by a variety of input factors and user types.

This information will be used to highlight areas of
concern for the City.

7.1 All Crashes
This report analyzes five-year crash data to
identify trends and patterns on City streets. The
data, extracted from TIMS Analytics on December
26, 2024, reflects the most current data available.

TIMS is a platform used to collect, analyze, and
report traffic-related data from local enforcement
agencies. The data used in this report covers
crashes from January 1, 2019, to December 31,
2023. During this period, a total of 17 crashes
were recorded within Mount Shasta. There were
no fatal collisions in the City during the analysis
timeframe. It should be noted that this is a small
sample size, so the analysis of crashes is more
qualitative rather than quantitative in nature.

During the study period, the most common crash
types were Broadside (24%) and Sideswipes
(24%). The total number of crashes saw a
decrease from 2019 to 2020, followed by an
increase from 2020 to 2021. The decline in 2020
was likely influenced by the COVID-19 pandemic,
while the subsequent increase in crashes aligns
with statewide and national trends, reflecting a
rise in crashes in the years that followed. In 2023,
there were no crashes recorded.

Figure 6 shows the injury crashes over the study
period, during which injury crashes mirrored the
decrease from 2019 to 2020 and increase from
2020 to 2021 present in Figure 7.

Figure 4 - All Crashes (2019 – 2023)
0 1
2 3
4 5
6 7
2019 2020 2021 2022
No. of Crashes
Severe Injury Minor Injury Complaint of Pain
*No crashes identified in 2023 from the TIMS data
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Figure 5 - Severe Injury Crashes (2019 - 2023)

7.2 Fatalities and Severe Injuries
During the study period, no fatal crashes and 4
severely injured crashes occurred.

Table 1 outlines the fatal and severely
injured crashes, categorized by the modes of
transportation involved. In 2023, specfically, there
were no fatalities and no severe injuries.

Modes Involved No. of Severe Injury Crashes
Pedestrian 1
Other Motor
Vehicle 2
Bicycle 1
Total 4
Table 1 - Severe Injury Crashes
Categorized by Modes Involved
(2019 – 2023)

7.2.1 Injury Levels
During the study period, 41% of the reported
crashes resulted in complaints of pain injuries
only, while 24% involved severe injuries. Overall,
injuries of all types, including minor injuries and
complaints of pain, accounted for 59% of the
crashes. According to the California Office of
Traffic Safety (OTS), when considering total fatal
and injury crashes, the City ranks 94th out of
98 similar-sized cities in California. This ranking
indicates a relatively low number of traffic-related
fatalities and injuries compared to other cities of
similar size.
0 1
2 3
4 5
6 7
2019 2020 2021 2022
No. of Crashes
Not Stated Head-On Rear End Broadside
Hit Object Vehicle/Pedestrian Sideswipe
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Primary Crash
Factor
No. of
Crashes
Percent of
Total Crashes
Unsafe Speed 6 35%
Driving or
Bicycling Under
the Influence of
Alcohol or Drug
3 18%
Automobile
Right-of-Way 3 18%
Wrong side of
Road 1 6%
Improper Turning 1 6%
Traffic Signals
and Signs 1 6%
Unsafe Starting
or Backing 1 6%
Not Stated 1 6%
Grand Total 17 100%
Table 2 - Cause of Crashes
(2019 – 2023)
24%
35%
41%
Severe Injury Minor Injury Complaint of Pain
Figure 6 - Injury Crashes (2019 – 2023)

7.2.2 Cause of Crashes
The most frequently recorded cause of crashes
in the City during this period was unsafe speed,
accounting for 35% of crashes. This was followed
by driving or bicycling under the influence at 18%,
and automobile right-of-way violations at 18%.

Table 2 to the right details the causes of crashes
during the study period. According to the Strategic
Highway Safety Plan (SHSP) Caltrans Dashboard,
Mount Shasta exhibits a trend similar to that of
California overall. From 2019-2022, unsafe speed,
driving under the influence, and automobile rightof-way violations were among the leading crash factors both in Mount Shasta and across the state.

As mentioned in Section 7, the proportion of
crashes resulting in serious or severe injuries has
fluctuated over time. However, the small sample
size of 17 crashes means that it is hard to draw
definitive conclusions about crash patterns and
causes. With that being said, the causes of crashes
during the study period indicate some noteworthy
patterns. The causes of the 4 severe crashes were
driving or bicycling under the influence (25%),
unsafe speed (25%), automobile right-of-way
(25%), and traffic signals and signs (25%). It should
be noted that the low number of overall crashes
does not allow for a definitive trend analysis and
instead serves as an observable indicator. This
correlates to the top three causes of crashes.

Notably, the number of crashes due to automobile
right-of-way violations has increased throughout
the years, from 16.6% in 2021 to 33.3% in 2022.

Additionally, the number of unsafe speed crashes
has decreased from 75% in 2019 to 16% in 2022.

There were no recorded crashes in 2023.

7.3 Vulnerable Users

7.3.1 Pedestrians
Two pedestrian-involved crashes occurred during
the study period, resulting in two complaint of pain
injuries. Figure 9 shows the locations of pedestrian
crashes during the study period.
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7.3.2 Bicycle
During the study period, one crash involving a bicycle was reported. The bicycle crash reported resulted in one severe injury. Figure 9 shows the location of the bicycle crash during the study period.

Figure 7 - Crash Type by Year (2019 – 2023)
*No crashes identified in 2023 from the TIMS data
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7.4 Time of Day
Crashes in Mount Shasta occurred more in the
PM (12:00 PM – 11:59 PM) hours versus the AM
(12:00 AM – 11:59 AM) hours.
• 59% of crashes occurred in the PM hours
• 41% of crashes occurred in the AM hours
Peak periods of crash activity:
• 8:00 AM to 9:00 AM (four crashes)
• 3:00 PM to 6:00 PM (six crashes)
A majority of the crashes occurred during the
nighttime hours. However, as noted in Section

7.1, the overall sample size is small, meaning
that it is hard to draw conclusions from the crash
circumstances, such as nighttime being more
crash-prone than daytime.
• 53% (nine crashes) occurred at night or
during dusk/dawn hours; this includes all
crashes that occurred when it was dark out,
with or without streetlights

7.5 Time of Year
The total number of crashes varies by month of
the year shown in Figure 10. The most common
month for crashes was August, with four crashes
between 2019 and 2023. The amount of crash
occurences generally fluctuated throughout the
year. February, March, September, and October
were tied as the months with the fewest number
of crashes, with only one crash in each month
between 2019 and 2023. In January, there were
two crashes attributed to unsafe speed and one
crash involving driving under the influence (DUI). In
August, the crashes were categorized as follows:
one traffic signal crash, one unstated, one due to
unsafe speed, and one involving an automobile
right-of-way violation. No significant patterns or
anomalies were identified during these months,
aside from an increase in tourist activity.

7.6 Driving Behavior
Aggressive driving and impaired driving were
two behavioral factors that contributed to crash
patterns within Mount Shasta during the study
period.
3 1 1
2 2
4 1 1
2 0
5 Jan Feb Mar May Jun Aug Sep Oct Nov
No. of Crashes
Figure 8 - Crashes by Injury Levels (2019 – 2023)
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Caltrans defines aggressive driving as behaviors
that include speeding, tailgating, and running stop
signs or red lights. These behaviors contributed
to 41.2% of the total injury-producing crashes
in Mount Shasta during the study period (2019-
2023).

Caltrans defines impaired driving as any instance
where a driver, pedestrian, bicyclist, or motorcyclist
has any detectable alcohol, illicit drugs, or
prescribed or over-the-counter medication,
whether or not it is over the legal limit. During
the study period (2019-2023), 18% of the total
crashes in Mount Shasta involved drivers under
the influence.

7.7 Driver Age
The age group with the highest percentage of
crashes was 26-45 years, accounting for 32.4%.

This was followed by the 45-64 age range at

26.5%, 15-25 years at 17.6%, and those 65 and
older at 11.8%. Additionally, 11.8% of the crash
reports did not specify an age.

7.8 Statewide Comparison
A comparison of fatal and severe injury crash data
to the state averages was conducted for data
from 2013-2022 (the most recent statewide data
available). These numbers may vary slightly from
those mentioned previously, due to the differences
in the years of the study period. The following
are areas where Mount Shasta’s crash rates
are higher or lower than those of the state. The
challenge areas that are higher than the statewide
average are Intersections, Aggressive Driving,
Distracted Driving, Commercial Vehicles, Young
Drivers, Aging Drivers, and Occupant Protection
(lack or improper use of seatbelts). The number of
crashes observed in Mount Shasta for any given
challenge area compared to the statewide crashes
is not proportional. These percentages are meant
to be a reference between fatal and serious injury
crashes that have the characteristics listed below.

1. Intersections
• Mount Shasta: 57.1% of fatal and severe
injury (F+SI) crashes
• Statewide: 24.3% of F+SI crashes
• Difference: 32.8% Higher in Mount Shasta

2. Aggressive Driving
• Mount Shasta: 57.1% of F+SI crashes
• Statewide: 33.4% of F+SI crashes
• Difference: 23.7% Higher in Mount Shasta

3. Lane Departure
• Mount Shasta: 28.6% of F+SI crashes
• Statewide: 42.1% of F+SI crashes
• Difference: 13.5% Lower in Mount Shasta
The Office of Traffic Safety (OTS) compares the
traffic safety statistics of the selected city with
other cities with similar-sized populations. In this
analysis, shown in the table below, Mount Shasta
was compared to 76 peer-cities in California for
the most recent year with complete data, 2022.

The lower the number (closer to 1), the “worse”
the ranking compared to other cities. Figure 11
below, shows the OTS ranking for total fatal and
injury crashes in Mount Shasta for a five-year
period from 2018 to 2022. Mount Shasta’s best
ranked year was 2020, which can be explained
by lower traffic volumes experienced during the
pandemic. While there is not a clear trendline
overall, the OTS ranking of the City has gotten
closer to 1 since the pandemic, meaning the City
should prioritize improving transportation safety
as a key focus of its local efforts in order to reverse this trend.

Examining the average OTS score for each crash
category over the same five-year period, the City
ranks above average in total fatal and severe
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injury crashes but ranks poorly in the “had been drinking with the driver age less than 21” category, with a score of 19.2/76. The worst category on average from 2018-2022 is pedestrians less than 15 years old, with a ranking of 14.2. It should be noted that crash rankings are based on the Empirical Bayesian Ranking Method, which adds weights to different statistical categories, including observed crash counts, population, and vehicle miles traveled. Mount Shasta’s relatively good scores mean that it compares well, using this method, to other cities with similar population sizes. The average OTS ranking 1 for several categories is listed in Table 3.

Figure 9 - Pedestrian & Bicycle Crashes (2019 – 2023)
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Crash Category Average OTS Ranking 2018-
2022
Total Fatal and Injury 47/76
Alcohol Involved 27/76
Had Been Drinking Driver < 21 19/76
Had Been Drinking Driver 21 – 34 22/76
Motorcycles 37/76
Pedestrians 39/76
Pedestrians < 15 14/76
Pedestrians 65+ 20/76
Bicycle 45/76
Bicyclist < 15 18/76
Composite 24/76
Type of Crash OTS Ranking
Speed Related 40/76
Nighttime (9:00pm – 2:59am) 34/76
Hit and Run 31/76
Type of Arrests OTS Ranking
DUI Arrests 44/76
Table 3 - OTS Rankings
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8.0 ANALYSIS METHODOLOGY
The following section describes the analysis
process undertaken to evaluate safety within
Mount Shasta at a systemic level. Using a network
screening process, locations within the City that
will most likely benefit from safety enhancements
will be identified. Using historic crash data, crash
risk factors for the entire network are derived.

The outcomes will inform the identification and
prioritization of engineering and non-infrastructure
safety countermeasures that address specific
roadway characteristics and related behaviors
that contribute to motor vehicle crashes with active
transportation users.

8.1 Existing Guidance
This process uses the latest national and state
best practices for statistical roadway analysis,
described as follows.

8.1.1 Local Roadway Safety Manual
The purpose of the Local Roadway Safety
Manual: A Manual for California’s Local Road
Owners (Version 1.7, April 2024) is to encourage
local agencies to pursue a proactive approach
to identifying and analyzing safety issues,
while preparing to compete for project funding
opportunities. A proactive approach is defined as
analyzing the safety of the entire roadway network
through either a one-time, network-wide analysis,
or by routine analyses of the roadway network.1
According to the Local Roadway Safety
Manual (LRSM), “The California Department
of Transportation (Caltrans) – Division of Local
Assistance is responsible for administering
California’s federal safety funding intended for
local safety improvements.”
To provide the most benefit and be competitive for
1 Local Roadway Safety Manual (Version 1.6) 2022. Page 6. 2 AASHTO, Highway Safety Manual, 2010, Washington D.C., http://www.highwaysafetymanual.org/Pages/About.aspx funding, the analysis leading to countermeasure
selection should focus on both intersections and
roadway segments and be considerate of roadway
characteristics and traffic volumes. The result
should be a list of locations that are most likely
to benefit from cost-effective countermeasures,
preferably prioritized by benefit/cost ratio. The
manual suggests using a mixture of quantitative and
qualitative measures to identify and rank locations
that consider both crash frequency and crash
rates. These findings should then be screened for
patterns, such as crash types and severity, to aid
in identifying the issues causing higher numbers
of crashes and the potential countermeasures
that could be most effective. Qualitative analysis
should include field visits and a review of existing
roadway characteristics and devices. The specific
roadway context can then be used to assess what
conditions may increase safety risk at the site and
systematic level.

Countermeasure selection should be supported
using Crash Modification Factors (CMFs). These
factors are the peer-reviewed product of beforeand-after research that quantifies the expected rate of crash reduction from a given countermeasure.

If more than one countermeasure is under
consideration, the LRSM provides guidance on
how to apply CMFs appropriately.

8.1.2 Highway Safety Manual
“The AASHTO Highway Safety Manual (HSM),
published in 2010, presents a variety of methods
for quantitatively estimating crash frequency or
severity at a variety of locations.”2
This four- part
manual is divided into the following parts: A)
Introduction, Human Factors, and Fundamentals,
B) Roadway Safety Management Process, C)
Predictive Method, and D) Crash Modification
Factors.

Chapter 4 of Part B of the HSM discusses the
Network Screening Process. The Network
Screening Process is a tool that allows an agency
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to analyze its entire network and identify/rank
locations that, based on the implementation of a
countermeasure, are most or least likely to realize
a reduction in the frequency of crashes.

The HSM identifies five steps in this process3:

1. Establish Focus: Identify the purpose
or intended outcome of the network
screening analysis. This decision
will influence data needs, the selection of
performance measures, and the screening
method that can be applied.

2. Identify Network and Establish
Reference Populations: Specify the
types of sites or facilities being
screened (i.e., segments,
intersections, geometrics) and identify
groupings of similar sites or facilities.

3. Select Performance Measures:

There are a variety of performance
measures available to evaluate the
potential to reduce crash frequency at a site.

In this step, the performance measure is
selected as a function of the screening focus
and the data and analytical tools available

4. Select Screening Method: There are
three principal screening methods
described in this chapter (i.e., ranking,
sliding window, peak searching). Each method
has advantages and disadvantages; the most
appropriate method for a given situation
should be selected.

5. Screen and Evaluate Results: The
final step in the process is to conduct
the screening and analysis and
evaluate the results.

The HSM provides several statistical methods
for screening roadway networks to identify highrisk locations based on overall crash histories. 3 AASHTO. Highway Safety Manual. 2010. Washington, DC. Page 4-2.

However, the City of Mount Shasta has too few
locations with enough crashes for statistical
analysis to warrant a statistical network screening,
so all locations with multiple crashes will be
evaluated

8.1.3 Site Visits
Through the initial crash and network screening
analysis, a short list of locations was developed. In
addition to looking at locations with a high number
of crashes, other statistically important factors were
evaluated. Kimley-Horn recommends the following
ten locations be further studied, including site
visits. With the intent to diversify the studies and
provide a range of countermeasures to propose to
the City, chosen locations were distributed among
the different intersection and roadway types.

1. Location: Mount Shasta Boulevard:

Chestnut Street to Loveta Lane

2. Location: McCloud Avenue: Mount
Shasta Boulevard to Washington Drive

3. Location: Lake Street: Mount Shasta
Boulevard to Pine Street

4. Location: Washington Drive and
McCloud Avenuet

5. Location: Spring Hill Road and Mount
Shasta Boulevard

6. Location: Mount Shasta and Lake
Street

7. Location: Lake Street: Mount Shasta
Boulvard to Washington Drive

8. Location: Mount Shasta Boulevard
Mountian View

9. Location: Nixon Road and Mount
Shasta Boulevard

10. Location: Everett Highway: Northridge
Drive to Lake Street
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9.0 ENGAGEMENT AND

COLLABORATION
The City of Mount Shasta’s stakeholders and the
public (the Working Group) were included in the
development of the Plan to maintain the local
perspective at the forefront of planning efforts. The
Working Group consists of representatives from
City staff, including City Council, Public Works,
Siskiyou Outdoor Alliance, THA Design, LAFCo
Commissioner, Mount Shasta Parks, a local
bicycle advocate, and a local active transportation
advocate.

An overview of the Plan was presented to the
public at the City’s farmers’ market. Public
feedback on safety concerns was actively solicited
to better understand ongoing issues. Additionally,
a survey was conducted and made available for
public input on the City’s website and through
flyers. The survey aimed to gather information on
travel modes, barriers to mobility within the City,
and suggestions for potential improvements.

The events and surveys offered the Project Team
essential insights into roadway safety issues
in specific areas of the City, as well as potential
solutions. The Project Team convened to identify
key locations for further safety investigations and
to discuss possible countermeasures through
meetings and in-person discussions. Following
these meetings, proposed improvements
were formulated and shared with the public to
gather feedback, comments, and initiate further
discussions. The details of the public engagement
activities are outlined below.

9.1 Public Engagement
Online Engagement
The Project Team developed a public survey and
an interactive map, both of which were promoted
through project materials. Hard copies of the
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survey were also distributed during outreach at the
farmers’ market. The survey included questions
about traveling within the City by car, walking, and
bicycling. The interactive map allowed community
members to identify locations where they were
experiencing issues and highlight areas where
they would like to see improvements.

Stakeholder Meetings
Two stakeholder meetings were held to gain the
perspective and expertise of local subject matter
experts and to help guide the planning process.

The first stakeholder meeting was held in person
on April 4th, 2025. During the meeting, the group
was introduced to the project, including the goals
and the objectives of the Safety Action Plan.

Crash data from the past five years was presented
to stakeholders to illustrate trends within the
City. The analysis included crash types, primary
contributing factors, and incidents involving
vulnerable road users. The project team identified
and presented eight locations where crash data
indicated a high priority for safety improvements.

In response to stakeholder feedback requesting
additional locations for consideration, the project
team incorporated those suggested sites into the
field visits conducted as part of the case study
assessment.

At the second stakeholder meeting, participants
reviewed each location and provided input on
potential countermeasures to include in the City’s
toolbox. The discussion covered both systemic
improvements and specific case study locations,
as well as potential funding opportunities
Public Outreach
One public outreach event was held on June
30th, 2025, at the City’s farmers’ markert. The
event promoted awareness of the Safety Action
Plan and gathered public feedback on concerns
throughout the City, locations they want to see
improvements on, and types of improvements
they would like to see implemented. The main
concerns expressed at the outreach were safety
concerns for pedestrians, bicyclists, and related
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to infrastructure. Key issues include missing
sidewalk segments, faded or absent crosswalks,
and potholes that pose hazards—particularly for
cyclists.

There is a strong desire for more on-street bike
lanes with physical protection or buffers to prevent
dooring, as well as better connections between
neighborhoods and nearby towns. Additionally,
snowplows blocking driveways during winter
create accessibility and safety challenges for many
residents. The following activities and materials
were available:
• Informational Board: A “What is a Safety
Action Plan?” informational board that
visualized 20 potential vehicle, pedestrian,
and bicyclist safety improvements for
participants to learn and ask questions
about.
• Map Activity: A poster board with a map
of the City. Participants used stickers to
indicate locations they have experienced
or seen safety concerns. They chose the
type of improvements they wanted to see
at these locations. They put a number on a
sticker that corresponds to the improvement
they want to see at these locations.
• Case Study Location Activity: A poster
board featuring a City map marked with the
locations of case studies.
• Concerns Activity: A poster board that
displayed a question asking what issues the
community feels the City should address.

Participants placed star stickers to vote for
the concerns they felt most connected to.
• Project Survey: Printed copies of the
online survey were available for people to
complete in person.
• Project Flyer: Provided an overview of the
Safety Action Plan and included a QR code
linking to the online survey and interactive
map.
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10.0 EQUITY
The following section presents the equity analysis
conducted to identify programs and infrastructure
investments that will support transportation and
safety policies for the City of Mount Shasta.

This memo is part of the City of Mount Shasta’s
Comprehensive Safety Action Plan (Plan), which
aims to enhance roadway safety conditions by
proposing potential projects to reduce the risk of
collisions.

The equity analysis supplements technical
collision data analysis by identifying correlations
between equity and safety data, in accordance
with state regulations. A comparative analysis
between demographic and collision data provides
insights on equity that can be addressed through
safety improvements and infrastructure. This helps
vulnerable and disadvantaged populations benefit
from additional safety considerations. Meeting the
needs of equity populations is a critical step in the
equitable distribution of resources and outcomes.

As such, the equity analysis aims to summarize
key safety and equity findings.

This section begins with a background on the City,
summarizes the methodology used to evaluate
demographic and collision data, presents the
demographic and collision data, and ends with
general takeaways related to the equity and
safety data. The analysis seeks to inform policy
and program recommendations for the City to
equitably improve safety in accordance with state
and federal equity goals.

10.1 Background
The City of Mount Shasta is a small town in
northern California located in Siskiyou County
between the cities of Weed and Dunsmuir. Known
for its mix of friendly neighborhoods, parks, and
restaurants, the City is 3.8 square miles in size and
has a population of about 3,208 residents. Nearly
83% of residents identify as White, the median
household income is $48,157, and 16% of people
live below the poverty line, and nearly 35% of the
population is over the age of 64, about 25% higher
than Siskiyou County and more than double the
rate in the State. Although CalEnviroScreen 4.0
indicates the City falls into the 30th percentile for
air pollution burden across the state, the California
Climate Investments Priority Populations Mapping
Tool 4.0 notes that the entirety of the City of
Mount Shasta is low-income. Figure 12 shows the
Disadvantaged Communities in Mount Shasta.
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Figure 10 - Number of Crashes by Month (2019 - 2023)
* No crashes identified in December from the TIMS data
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10.2 Methodology
The equity analysis builds on the crash data
memorandum drafted by Kimley-Horn as part of
the Safety Action Plan’s development process.

The team used the American Community
Survey 2023 (ACS) 5-year estimates to collect
demographic data. Demographic data included
total population, race, ethnicity, age, disability,
vehicle ownership, and more. The areas with the
highest concentration of these demographics are
the equity communities in the City.

The TIMS data included bicycle, pedestrian, and
automobile collision counts throughout the City.

The team then analyzed collision data by race,
ethnicity, age, and more to form a full comparative
analysis of existing safety conditions. Age was
included in these data to identify if a certain age
group is disproportionately involved in the City’s
crashes. The collision data informed key findings
for each demographic category.

Table 4 - Race and Ethnicity Distribution in Mount Shasta, Siskiyou County, and the State
Race and Ethnicity Mount Shasta
(Pop. 3,208)
Siskiyou County
(Pop. 43,834)
California
(Pop. 39,242,784)
White alone 83% 74% 35%
Hispanic 6% 13% 40%
Black or African American 1% 3% 0%
American Indian and Alaska
Native 0% 2% 15%
Asian 1% 0% 0%
Native Hawaiian and Other Pacific
Islander 4% 0% 1%
Some other race 0% 6% 4%
Two or more races 5% 1% 1%

10.3 Equity Analysis
This section summarizes demographic data for
the City of Mount Shasta and statewide collision
safety data.

10.3.1 Race/Ethnicity
Table 4 summarizes the race and ethnicity
distribution in Mount Shasta, Siskiyou County,
and the state. The City of Mount Shasta residents
are predominantly White (83%) and comprise a
higher percentage than in the county and state.

The City also has a high concentration of Native
Hawaiian and Other Pacific Islander population
(4%) compared to the county and state. Similarly,
nearly 5% of the population is identified with
two or more races, higher than county and state
averages. Finally, the Hispanic population is the
second highest ethnic group in Mount Shasta.
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10.3.2 Age
The City of Mount Shasta has a large elderly population. Approximately 35% of the population is over the age of 64, which is 25% higher than Siskiyou County and more than double the rate in the State.

The second largest age group (26%) in the City is between 45-64 years old, paralleling county and state figures. With a large elder population, the City’s existing infrastructure may not be designed with the needs of older adults in mind, contributing to disproportionate impacts for this community group.

Table 5 summarizes the population of Mount Shasta, Siskiyou County, and state by age.

Table 5 - City of Mount Shasta, Siskiyou County, and California Population by Age Age Range Mount Shasta
(Pop. 3,208)
Siskiyou County
(Pop. 43,834)
California
(Pop. 39,242,784)
Less than 15 13% 17% 18%
15-24 9% 10% 13%
25-35 11% 10% 15%
35-44 6% 11% 14%
45-64 26% 26% 25%
Over 64 35% 27% 15%
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10.3.3 Sex by Age Range
Mount Shasta has more residents that identify as female compared to the County. Nearly 55% of all Mount Shasta residents are female compared to 52% in the county and an even split in the state.

When considering future safety interventions, it is essential to account for the travel patterns of older women, which often involve shorter, more frequent trips with multiple stops. This insight is drawn from the study by Yaxuan Zhang and Ying Song (2024), "Gender differences in travel and everyday life: A data-driven approach to address the intersectional nature of gender as a social construct," published in Travel Behaviour and Society (Volume 36, 2024), accessible at:
https://www.sciencedirect.com/science/article/abs/pii/.

Distribution of
Male and Female
Residents
Mount Shasta
(Pop. 3,208)
Siskiyou County
(Pop. 43,834)
California
(Pop. 39,242,784)
Age Range Male Female Male Female Male Female
Under 5 years 100% 0% 53% 47% 51% 49%
5 to 17 years 22% 78% 52% 48% 51% 49%
18 to 34 years 51% 49% 50% 50% 50% 50%
35 to 64 years 42% 58% 47% 53% 50% 50%
65 to 74 years 49% 51% 45% 55% 47% 53%
75 years and
over
56% 44% 44% 56% 43% 57%
Total 45% 55% 48% 52% 50% 50%
Table 6 - Distribution of Male and Female Residents
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Table 7 - City of Mount Shasta Household, Siskiyou County, and California Household Income
Household Income Mount Shasta
(Pop. 1,745)
Siskiyou County
(Pop. 18,907)
California (Pop.
13,434,847)
Less than $25K 22% 22% 13%
$25K - $50K 31% 23% 14%
$50K - $75K 20% 17% 13%
$75K - $100K 13% 11% 12%
$100K - $150K 7% 14% 18%
$150K - $200K 6% 7% 11%
Over $200K 2% 5% 19%
Median Household Income $48,157 $55,500 $96,334

10.3.4 Income
The California Climate Investments Priority Populations Mapping Tool 4.0 notes that the entirety of the City of Mount Shasta is low-income. In fact, nearly 37% of all households receive public benefits such as Supplementation Security (SSI) or food stamps (SNAP). The median household income in the City of Mount Shasta is $48,157, lower than the county ($55,500) and state ($96,334) median incomes. Most households in the City make between $25K and $50K per year. Approximately 52% of households in the City make less than $50,000 annually, about 7% higher than the county and double the rate of the state. Furthermore, about 72% of households in the City make less than $75,000 annually, compared to 62% in the county. These data identifying 61% of the City's population is over 45 and the percentage households receiving public benefits suggest that older residents may be in higher need of services compared to other groups in the City. Table 7 provides a summary of the percentage of households in Mount Shasta, the County, and state by income.
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Income by Age
Figure 13 summarizes household income by age group in the City of Mount Shasta. Most households fall within the $25,000 to $50,000 income bracket. Within this bracket, most residents are aged 45 and older. These data show that aging adults and senior citizens have lower income and may require additional resources to navigate the City.

Figure 11 - OTS Ranking by Year
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Table 8 - Poverty in Mount Shasta, Siskiyou County, and State Age Range Mount Shasta
(Pop. 511)
Siskiyou County
(Pop. 7,196)
California
(Pop. 4,610,600)
Under 25 32% 34% 40%
25 – 44 18% 23% 25%
45 – 64 24% 24% 20%
Over 65 26% 19% 14%
People Below Poverty Line Mount Shasta
(Pop. 3,208)
Siskiyou County
(Pop. 43,834)
California
(Pop. 39,242,784)
Poverty 16% 17% 12%
Poverty By Age
About 16% of residents in Mount Shasta live below the poverty line. This rate is about 1% lower than the county average and 4% higher than the state average. However, when looking at poverty by age ranges, the City of Mount Shasta has a higher concentration of seniors living in poverty. Nearly 26% of residents in Mount Shasta that live below the poverty line are over the age of 65. Compared to 19% in the county and 14% in the state, these data suggest that residents over the age of 65 in the City may be disproportionately affected by road risks because they cannot afford another mode of mobility.

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Population with Disability Mount Shasta
(Pop. 3,208)
Siskiyou County
(Pop. 43,834)
California
(Pop. 39,242,784)
Total Population 14% 19% 12%
Age Range of Population
with Disability
Mount Shasta
(Pop. 459)
Siskiyou County
(Pop. 4,664)
California
(Pop. 4,519,739)
Under 5 years 0% 1% 0%
5 to 17 years 15% 9% 8%
18 to 34 years 9% 9% 14%
35 to 64 years 24% 31% 33%
65 to 74 years 29% 23% 18%
75 years and over 23% 26% 27%
Table 9 - Disability by Age in Mount Shasta, Siskiyou County, and State

10.3.5 Disability
Although Mount Shasta has a lower percentage of people living with a disability compared to Siskiyou County, Mount Shasta has more residents over the age of 65 living with a disability. Approximately 14% of Mount Shasta residents have a disability compared to 19% in the county. However, of all the residents with a disability, 52% of residents in Mount Shasta are over the age of 65 compared to 49% in the county and 45% in the state. These data suggest that Mount Shasta has a higher proportion of seniors who are disabled compared to the county, who might be exposed to unsafe road conditions when accessing their daily needs.
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10.4 Collision

10.4.1 Total Collisions
This analysis used TIMS to collect collision
data for 2019-2023. The data is disaggregated
by race, age, and income. Analyzing collision
data by demographic indicators helps identify
any disproportionate impacts that subsets of
the population might endure. Further, analyzing
disaggregated data helps facilitate tailored safety
improvements and projects for populations that
endure disproportionate impacts to safety by the
existing conditions. Figure 14 shows the location
of collisions in the City of Mount Shasta.

During the five-year period, Mount Shasta had
17 collisions with a total of 34 people involved.

Bicycle collisions accounted for one individual
involved, while pedestrian collisions accounted for
two individuals involved.

Collisions by Race/ Ethnicity
When disaggregating collisions by race and
ethnicity, the data shows that over 80% of individuals
involved in collisions in the City of Mount Shasta
were White (27). Collisions involving Unstated
individuals accounted for 15% of all collisions (5).

This accounts for 32 of 34 people
Table 10 shows the percentage of people involved
in collisions in the City by race/ ethnicity.

Race and Ethnicity Percent of Mount Shasta
Population (Pop. 3,208)
Percent Involved in
Collisions (Pop. 34)
White alone 83% 83%
Hispanic 6% 9%
Black or African American 1% 2%
American Indian and Alaska Native 0% 1%
Asian 1% 2%
Native Hawaiian and Other Pacific
Islander 4% 0%
Some other race 0% 3%
Two or more races 5% 0%
Table 10 - People involved in Collisions by Race/Ethnicity 76 EQUITY 39

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
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Mount Shasta
Figure 12 - Disadvantaged Communities
77 40 EQUITY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
Age Range Percent of Mount Shasta
(Pop. 3,208)
Percent Involved in Collisions
(Pop. 34)
Under 15 13% 0%
15 – 25 9% 12%
25 – 35 11% 21%
35 – 45 6% 18%
45 – 64 26% 27%
Over 64 35% 12%
Table 11 - Age and Percent Involved in Collisions in City

10.4.2 Bicycle and Pedestrian
Collisions by Race/Ethnicity
There was only one bicycle and two pedestrian
collisions in the City during the study period. In
the bicycle collision, two people were involved and
one sustained a severe injury. Both people in this
collision were identified as White. Similarly, of the
two pedestrian collisions, both people identified as
White. This data suggests that the age range is
a better indicator of exposure to unsafe roadway
conditions than race.

10.5 Collision by Age
Of the total 17 collisions within the five-year
period, 34 people were involved in the collisions.

The number of people involved in each collision
per age group is shown in Table 11. Most of the
34 people involved in collisions within this period
were individuals between the ages of 45 and 64,
followed by individuals between the ages of 25
and 34.

10.5.1 Bicycle and Pedestrian
Collisions by Age
There was only one bicycle-involved collision in
the City during the study period and it involved two
people. The individual who suffered a severe injury
was within the 35 to 44 age group. Similarly, there
were two pedestrian-involved collisions in the City
during the study period. Of the two pedestrian
collisions, four individuals were involved, each
over the age of 64 years. This data suggests that
older cyclists and pedestrians are exposed to
more collisions than their counterparts.
78 EQUITY 41

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
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Mount Shasta

10.6 Key Takeaways
This analysis examined race and collision data to
help identify improvements needed to reduce the
incidence of collisions in the City. Specifically, this analysis found that
• Nearly 61% of residents in Mount Shasta
are over the age of 45. With an aging
population, the City’s existing infrastructure
may not be currently suited to meet the
needs of an aging population.
• More senior citizens in Mount Shasta are
women. Given the different travel patterns
of this demographic, including shorter, more
frequent trips with multiple stops, safety
considerations need to reflect the needs of
this population.
• More than half of City households make less
than $50,000 per year and most residents
over the age of 64 make between $25,000
to $50,000 per year. These residents may
have less access to safe mobility options
and, as a result, may be exposed to more
unsafe road conditions.
• Both bicycle and pedestrian collision
included residents over the age of 35.

With an aging population, roadway safety,
especially for older populations, should be a
priority in the City.

As next steps, this project will consider ways
to improve safe multimodal transportation
accessibility for these populations. This project will
use findings in this equity assessment to evaluate
countermeasures that can be implemented at
intersections and roadway segments, develop a
dashboard and toolkit for this project based on this
analysis, and work with the City of Mount Shasta
staff to identify opportunities to create a roadmap
towards achieving a Vision Zero community.
analysis, and work with the City of Mount Shasta
staff to identify opportunities to create a roadmap
towards achieving a Vision Zero community.
79 42 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
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Mount Shasta

11.0 CLIMATE CHANGE,

SUSTAINABLE AND ECONOMIC

COMPETITIVENESS
The analysis was done using REPLICA, a tool used
to access traffic datasets for specific geographic
areas. The dataset available represents the
population and their travel patterns in the City of
Mount Shasta.

11.1 Trip Origin: Trip Destination
Analysis
This report utilizes REPLICA data for Fall 2024 to
determine the volumes of network links. The data
is derived from REPLICA’s seasonal model, which
provides volume information for a typical weekday
(Thursday). The metrics used in analyzing the
network link volumes include the choice of mode,
trip distance, trip purpose, and vehicle details. The
dataset focuses on trip information at the network
link level. Figure 18 displays the locations of
all transportation trips for various modes on the
network link. Figure 16 and Figure 17 depicts the
locations of pedestrian, and bicycle trips on the
network link. The volume data reveals that the top
five roadway segments with the highest trip counts
are Mount Shasta Blvd, Lake St, Pine St, Maple
St, Alma St and McCloud Ave.

Table 12 - Mode Share for Trips of
All Distances Taken Within or Through
Mount Shasta
Primary Mode Percentage
Private Auto 69.0%
Auto Passenger 15.5%
Walking 14.3%
Other 0.63%
Biking 0.32%
Taxi/TNC
(Transportation Network
Company)

0.22%

11.1.1 Network Volume
Table 12 presents an overview of the proportions
of primary modes of travel within the roadway
network of the City of Mount Shasta. The most
common primary mode of transportation in the
City of Mount Shasta is private auto, accounting
for 69.0% of trips, followed by auto passenger
(trips made by passengers in private auto vehicle)
for 15.5%, and walking for 14.3%.
80 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS 43

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
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Mount Shasta
Table 13 - Mode Share for Trips
Under Half a Mile in Mount Shasta
Primary Mode Percentage
Walking 51.5%
Private Auto 37.9%
Auto Passenger 6.76%
Other 2.56%
Biking 1.20%
Taxi/TNC 0.06%

11.1.2 Trip Distance
The internal distribution of trip origin and trip
destination exclusively within the City of Mount
Shasta is illustrated in Figure 15. The greatest
proportion of trips have a distance under 2 miles,
accounting for 67.8% of the total. This is followed
by trips with distances between 8 and 16 miles,
which make up 10.6% of the total, and trips
between 2 and 4 miles, which account for 5.8% of
the total. Trips between 32-64 miles are the next
highest at 6.15%.

Further analysis was conducted to identify the
primary modes of transportation for trips with
distances under 0.5 miles and is shown in Table

13. The results indicate that walking is the main
mode, accounting for 51.5% of these trips. These
are followed by private auto and auto passengers.

Figure 13 - City of Mount Shasta Household Income by Age 81 44 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
Destination Trips Percentage
Mount Shasta, CA 10424 67.2%
Weed, CA 1787 11.5%
Yreka, CA 675 4.4%
Dunsmuir, CA 653 4.2%
Redding, CA 451 2.9%
McCloud, CA 364 2.3%
Lake Shastina, CA 311 2.0%
Sacramento, CA 84 0.5%
Arden-Arcade, CA 78 0.5%
Castella, CA 61 0.4%
Table 14 - Trip Destination from Mount Shasta by City

11.1.3 Trip by Origin
The City of Mount Shasta reports 9,420 trips
originating within its boundaries, made by 2,980 trip
takers. The term “trip by origin” refers specifically to the number of trips that commence within the City
of Mount Shasta. This data provides an overview
of the total number of person-trips taken in the city.

11.1.4 Origin Destination Pairs
Table 14 presents a summary of the percentage
of destination trips by city for trips originating in
the City of Mount Shasta and highlights the top
destinations for trips originating in the City. The
city with the highest number of trips is the City
of Mount Shasta itself, accounting for 67.2% of
trips. This is followed by Weed, which accounts for

11.5%, and Yreka, which accounts for 4.4%. Other
popular destinations for trips leaving City of Mount
Shasta include Dunsmuir and Redding.
82 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS 45

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
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Mount Shasta
R i d g e
Cold Creek
P in e S t
N Old S ta g e R d
La s s en Ln
S k i Villa g e Dr
R o ckf e llo w D r
M cClo u d Av e
S p r in g H ill Rd
N M ou nt Sha st a B lvd M ount Sha s ta
City Pa rk
M o u n t S ha s ta H owa r d
Big Canyon
Creek
Cold
Creek
Lake
Si ski y ou
G r a n t R d
N S h o r e R d
Ol d M cC lo u d R d
S M o u nt S ha s ta B lvd
89 5
M ount Sha s ta
Res o r t
Aza le a
B o x
Ca
Mount Shasta City Limits
Legend
0 0.5 1 0.25
Miles ¯ 3 - 6
1 - 2
Bicycle Volumes
Figure 14 - Location of Collisions in the City of Mount Shasta 83 46 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
R i d g e
Cold Creek
P in e S t
N Old S ta g e R d
La s s en Ln
S k i Villa g e Dr
R o ckf e llo w D r
M cClo u d Av e
S p r in g H ill Rd
N M ou nt Sha st a B lvd M ount Sha s ta
City Pa rk
M o u n t S ha s ta H owa r d
Big Canyon
Creek
Cold
Creek
Lake
Si ski y ou
G r a n t R d
N S h o r e R d
Ol d M cC lo u d R d
S M o u nt S ha s ta B lvd
89 5
M ount Sha s ta
Res o r t
Aza le a
B o x
Ca
Mount Shasta City Limits
Legend
0 0.5 1 0.25
Miles ¯ 78 - 119
47 - 77
27 - 46
12 - 26
1 - 11
Pedestrian Volume
Figure 15 - Trip Distance Distribution in Mount Shasta Justice 40 Disadvantaged
84 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS 47

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
R i d g e
Cold Creek
P in e S t
N Old S ta g e R d
La s s en Ln
S k i Villa g e Dr
R o ckf e llo w D r
M cClo u d Av e
S p r in g H ill Rd
N M ou nt Sha st a B lvd M ount Sha s ta
City Pa rk
M o u n t S ha s ta H owa r d
Big Canyon
Creek
Cold
Creek
Lake
Si ski y ou
G r a n t R d
N S h o r e R d
Ol d M cC lo u d R d
S M o u nt S ha s ta B lvd
89 5
M ount Sha s ta
Res o r t
Aza le a
B o x
Ca
Mount Shasta City Limits
Legend
0 0.5 1 0.25
Miles ¯ 1105 - 1697
645 - 1104
389 - 644
161 - 388
1 - 160
Roadway Volume
Figure 16 - Daily Bicycle Volumes by Road Segment in Mount Shasta 85 48 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS ACTION

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Mount Shasta

11.1.5 Active Transportation
This analysis utilized REPLICA data to identify the
primary modes of walking and biking within the
City of Mount Shasta. The top roadway segments
for biking volume were McCloud Avenue, Lake
Street, and Mount Shasta Boulevard. Similarly, the
top segments for walking volume included Pine
Street, Maple Street, Mount Shasta Boulevard, and
Mill Street.This data underscores the importance
of adequate pedestrian and bicycle infrastructure
in areas with high concentrations of vulnerable
users. A comparison of collision data with the
activity volumes of vulnerable users revealed
that most collisions occurred on the segments
with the highest activity. This highlights the need
for improved safety measures for pedestrians
and cyclists in these specific areas.Figures 16
through 18 provide insights into the volume of trips
across all transportation modes, with particular
emphasis on walking and biking. Improving
roadway safety for non-automobile modes can
yield multiple benefits, including reduced Vehicle
Miles Traveled (VMT), greenhouse gas emissions,
and pollutants. Moreover, a better pedestrian
environment enhances residents' quality of life and
the overall efficiency of the transportation network.

By reducing the use of private cars and promoting
walking and biking, Mount Shasta can decrease
emissions of carbon dioxide and other pollutants,
contributing to climate change mitigation and
improved air quality. Active transportation can
also lessen traffic congestion, leading to smoother
traffic flow and fewer idling vehicles. This benefits
businesses by providing quicker and more reliable
commuting options, while also attracting new
businesses and investments.Increased foot traffic
and cycling foster a vibrant local economy and a
sense of community. Safer roads and alternative
transportation modes enhance the city's economic
competitiveness by lowering accident-related
costs, improving transportation efficiency, and
promoting environmental and public health. Thus,
boosting active transportation can enhance the
City’s connectivity to restaurants and shops,
improve public health outcomes, and advance
environmental sustainability.
86 POLICY AND PROCESS CHANGE 49

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
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PLAN
Mount Shasta
Document Name
Walk Bike Ride Mount
Shasta Mobility Plan
• The Walk Bike Ride Mount Shasta Mobility Plan aims to develop a transformative transportation strategy that facilitates safe and comfortable active transportation options for individuals of all ages, abilities, income levels, and backgrounds. Additionally, the plan links on-street and off-street facilities to Lake Siskiyou, City Park, Shastice Park, the Gateway Trail Network, and other recreational destinations.

California Freight Mobility
Plan
• Based on the policies established in the California Transportation Plan 2040 (CTP), the California Freight Mobility Plan 2020 aims to integrate all modes of freight transportation to establish a successful intermodal network. The plan's goals encompass multimodal mobility, economic prosperity, environmental stewardship, healthy communities, safety and resiliency, asset management, and improved connectivity and accessibility.

Community Wildfire
Protection Plan Siskiyou
County
• The purpose of the Community Wildfire Protection Plan is to assist Siskiyou County communities in coexisting more comfortably with wildlife while safeguarding the community's essential infrastructure, buildings, businesses, and natural and historic resources. The plan aims to minimize wildfire risk to property, enhance community safety, reduce fuel hazards, promote wildlife awareness for survival, improve air and water quality through forest health, and educate the public on fire planning resources.

Table 15 - Review of Existing City and County Plans

12.0 POLICY AND PROCESS CHANGE

12.1 Literature Review
Existing plans, policies, and projects that were recently completed, planned, or on-going were compiled at the start of the Plan process to provide an idea of the types of strategies and existing conditions in place related to transportation improvements and safety. Table 15 outlines the relevant existing City, County, and regional plans and their improvements and main goals. Table 16 outlines relevant proposed City transportation and safety projects listed in the relevant City, County, and regional Plans.

Table 17 outlines the relevant existing and future City transportation projects, pedestrian improvement projects, and traffic calming and safety projects found in the Capital Improvement Program (CIP). The projects are accompanied by their timelines and a project description. 87 50 POLICY AND PROCESS CHANGE
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PLAN
Mount Shasta
Document Name
Regional Transportation
Plan for Siskiyou County
• The assessment involves evaluating current and potential transportation modes, projecting growth corridors, and predicting future travel and goods movement needs. It identifies specific actions to address mobility and accessibility, setting both short- and long-term goals to achieve these. Additionally, it incorporates public policy decisions from local, regional, state, and federal officials regarding transportation funding. The plan outlines 19 goals, objectives, and policy improvements, covering categories such as state highway and regional goals, local road maintenance, and bicycle, pedestrian, and equestrian travel safety. It also includes public transit safety and affordability, aviation efficiency, goods movement, rail opportunities, transportation system management, funding, air quality maintenance, environmental resilience, and enhancing land use livability.
2021 Siskiyou County
Short Range Transit Plan
• This comprehensive plan has thoroughly evaluated services, capital, funding, and institutional alternatives in order to tailor transit services to both current and future needs. By considering various aspects of the transit system, it aims to create a responsive and adaptable framework. The detailed study serves as a “business plan,” providing strategic guidance to the regional transit program.

It prioritizes public input and feedback so that the mobility needs of the community are optimally met within the constraints of available resources. By doing so, it endeavors to create a sustainable and effective transit system that can adapt to changing demands and conditions over time.

Mount Shasta General
Plan
• Approved in 2007, Mount Shasta’s General Plan has developed into a comprehensive framework encompassing the City’s land use, circulation, housing, conservation, open space, safety, and noise.

The vision of this plan is to promote economic growth and enhance the quality of life while preserving the City’s “small town” qualities and character.
• The Circulation Element of the General Plan focuses on connectivity proposals and plans for various transportation modes, including bikeways, average daily traffic, and future roadway growth and enhancements. The General Plan serves as an integrated document that links land use and circulation elements, establishes standards and goals for roadway improvements, increases travel mode options, and enhances the overall quality of life in the City. 88 POLICY AND PROCESS CHANGE 51

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
Document Name
California Transportation
Plan 2050
• The transportation system of 2050 will strive for zero transportation fatalities and serious injuries, incorporate high-tech, efficient roadways, and demonstrate resilience to natural hazards. It will support California’s economy with a modernized and sustainable freight system, achieve carbon neutrality, and improve the quality of life and economic opportunities for all Californians, particularly disadvantaged and low-income communities. The plan’s goals include enhancing safety, climate resilience, equity, multimodal mobility and accessibility, quality of life and public health, economic growth, environmental health, and infrastructure maintenance.

Mount Shasta Recreation
and Parks District 2023
Master Plan
• The Mount Shasta Recreation and Parks District Master Plan seeks to revitalize recreational facilities on a priority basis, enhance programs and activities where funding allows, improve operations and maintenance, broaden funding sources, and develop parks and recreational facilities in underserved communities.

Siskiyou County General
Plan
• The Siskiyou County General Plan is currently in developmental stages and will be completed in Winter 2025. This plan seeks to provide a framework for future land use, transportation, and environmental plans and policies.

Siskiyou County Active
Transportation Plan
• This initiative aims to enhance accessibility for walking, biking, and using mobility devices. This will link residents and visitors to essential places like schools, parks, businesses, healthcare centers, public transportation, and more. The plan is still in its developmental stages but is proposed to be completed by Winter 2025.
89 52 POLICY AND PROCESS CHANGE
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PLAN
Mount Shasta
Project Name Plan/Funding Project Type Project Description and Location Mount Shasta
Boulevard
Downtown
Mount Shasta
Mobility Plan
Separated Bikeway
(Class IV)
From Hinckley Street to Sheldon
Avenue, Class IV separated bikeway
Mount Shasta
Boulevard North
Mount Shasta
Mobility Plan
Separated Bikeway
(Class IV)
From Hinckley Street to I-5, Class IV
separated bikeway
Ream Avenue
Bikeway
Mount Shasta
Mobility Plan
Bike Lane (Class II) From West A Barr Road to Mount
Shasta Boulevard, Class II bike
lanes
West A Barr
Bikeway
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Old Stage Road to Lake
Siskiyou (in between Siskiyou Lake
Boulevard and Nev Springs Road),
Class II bike lanes
Gateway Trails
Connector
Mount Shasta
Mobility Plan
Separated Bikeway
(Class IV)
From Rockfellow Drive to the
Gateway Trail trailhead, part Class IV
and part Class II
Midtown Greenway Mount Shasta
Mobility Plan
Bike Route (Class III) From the southern end of Oak Street to Alma Street, mix of Class IV, III, II)
Crosstown
Connector East
Mount Shasta
Mobility Plan
Separated Bikeway
(Class IV)
From Mount Shasta Boulevard to
Adams Drive, Class IV separated
bikeway
Crosstown
Connector West
Mount Shasta
Mobility Plan
Separated Bikeway
(Class IV)
From Mount Shasta Boulevard
to Pine Grove Drive, Class IV
separated bikeway
Little League Field
Connector
Mount Shasta
Mobility Plan
Shared-use Path
(Class I)
From Castle Street to Rockfellow
Drive, Class I shared-use path
Dunsmuir-Mount
Shasta-Weed Trail
South
Mount Shasta
Mobility Plan
Shared-use Path
(Class I)
Class I shared-use path from
Dunsmuir Airport to Mountain View
Drive to Old Stage Road
Lake Street
Connector
Mount Shasta
Mobility Plan
Bike Lane (Class II) Class I bike lanes from Old Stage
Road to Rockfellow Drive
Mill-Maple Bikeway Mount Shasta
Mobility Plan
Bike Lane (Class II) Class III and Class II mix from Mount Shasta Boulevard to Alder Street
Mount Shasta
Boulevard South
Mount Shasta
Mobility Plan
Separated Bikeway
(Class IV)
South from Old McCloud Road to
I-5 on ramp, Class IV separated
bikeway
Pine Street
Connector
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Alma Street to Lake Street,
Class II bike lanes and parallel bike
boulevard on Cedar Street
Table 16 - Proposed Roadway Projects
90 POLICY AND PROCESS CHANGE 53

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
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PLAN
Mount Shasta
Project Name Plan/Funding Project Type Project Description and Location Washington Drive
Bikeway
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Old McCloud Road to Lake
Street, Class II bike lanes
Alma Street
Connector
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Cedar Street to Pine Street,
Class II bike lanes
Chestnut Street
Bikeway
Mount Shasta
Mobility Plan
Bike Route (Class III) From Hinckley Street to McCloud
Avenue, Class III bicycle boulevard
Dunsmuir-Mount
Shasta-Weed Trail
North
Mount Shasta
Mobility Plan
Bicycle Boulevard
(Class III)
From Springhill Road to Weed, Class
I shared-use path
Ivy Street Bikeway Mount Shasta
Mobility Plan
Bike Route (Class III) From Mount Shasta Boulevard to
Kenneth Way, Class III
Mount Shasta
Mobility Plan
Bike Route (Class III) From Mount Shasta Boulevard to
Shasta Acres Road, Class II bike
lanes
McCloud Avenue
Bikeway
Mount Shasta
Mobility Plan
Bike Route (Class III) From Mount Shasta Boulevard to
Shasta Acres Road, Class II bike
lanes
Old McCloud Road
Bikeway
Mount Shasta
Mobility Plan
Bike Route (Class III) From Ream Avenue to Eddy Drive
(East), Class III bike boulevard
Rockfellow Drive
Connector
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Kenneth Way to Alma Street
Class II bike lanes
Azalea Road
Connector
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Old Stage Road to Big Canyon
Drive, Class II bike lanes and Class
III for a small section
Lassen Lane
Connector
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Old Stage Road to Pine Grove
Drive, Class II bike lanes
Mountain View
Drive Connector
Mount Shasta
Mobility Plan
Bicycle Boulevard
(Class III)
From Mount Shasta Boulevard to Old
McCloud Road, Class III
Old Stage Road
Bikeway
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Dogwood Court to Cantara
Loop Road, Class II bike lanes
Ski Village
Bikeway
Mount Shasta
Mobility Plan
Bike Lane (Class II) From Mount Shasta Boulevard to
Everitt Memorial Highway, Class II
bike lanes
Shastice Park
Connector
Mount Shasta
Mobility Plan
Bike Route (Class III) From Madison Drive to Adams Drive to Mount Shasta Skate Park, Class
IV Class I and Class III mix
Shasta Avenue
Connector
Mount Shasta
Mobility Plan
Shared-use Path
(Class I)
Class I shared-use path from Mount
Shasta Boulevard to Shasta Avenue
91 54 POLICY AND PROCESS CHANGE
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Mount Shasta
Project Name Plan/Funding Project Type Project Description and Location Washington Drive/
Old McCloud Road
Mount Shasta
Mobility Plan
Curb and Crosswalk
Improvements
2 high-visibility crosswalks across
Washington Drive and Old McCloud
Road on the west side of the
intersection; 3 curb ramps: 1 on the
south side of Old McCloud Road
and 2 on the northwest corner of the
intersection
Mount Shasta
Boulevard/
McCloud Avenue/
Chestnut Street
Mount Shasta
Mobility Plan
Curb and Crosswalk
Improvements
3 ADA curb ramps, 1 RRFB across
Mount Shasta Boulevard, 2 highvisibility crosswalks, including advance yield markings and signage.

Additional study may be required to
convert intersection to roundabout
Washington Drive/
McCloud Avenue
Mount Shasta
Mobility Plan
Curb and Crosswalk
Improvements
4 high-visibility crosswalks and
4 curb ramps across all legs of
intersection
Table 17 - Review of City Projects from Mount Shasta CIP FY 2014/15 – 2018/2019
Project Name Timeline Roadway Improvements
Downtown Tree and Sidewalk Ongoing Tree and sidewalk redesign and improvements
Alma Street Rehabilitation Project Complete Alma Street rehabilitation Mount Shasta to Lake Siskiyou
Trail Planning Grant
Pending A complete trail providing connectivity
within Lake Siskiyou Resort
Citywide Sidewalk Replacement
Program
In Progress Sidewalk replacement Citywide (as
needed)
Washington Drive Street Project Pending Washington Drive Street improvements 92 STRATEGY AND PROJECT SELECTIONS 55

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13.0 STRATEGY AND PROJECT

SELECTIONS
High-priority locations were identified through
a five-year analysis of crash data, stakeholder
recommendations, and City input.

13.1 Consideration 1: Ranking
Segments and Intersections
Analyzing crash frequency and type provides
insight into key areas of concern for the City. Over
the five-year study period from 2019 to 2023, a
total of 17 crashes were reported within Mount
Shasta. These included sideswipe, broadside,
head-on, rear-end, serious injury incidents, as well
as crashes involving bicyclists and pedestrians.

Overall, roadway segments experienced higher
crash rates than intersections. Mount Shasta
Boulevard recorded the highest number of
crashes at five, followed by West Lake Street and
McCloud Avenue with three crashes each. All
other intersections reported between zero crashes
and one crash during the study period.

13.2 Consideration 2: Stakeholder
And Public Input
Due to the dataset’s small sample size, qualitative
input is necessary to determine location
prioritization. In alignment with Federal Highway
Administration guidance, stakeholder engagement
strongly supports the development of a locally
informed Safety Action Plan. Online public
engagement and two stakeholder meetings were
held, which led to the inclusion of additional sites
and a focus on improving bicycle and pedestrian
connections to and from Mount Shasta.

Additional input from the City, including those from
local officials, traffic professionals, and community
members, provided context beyond crash data
and helped identify behavioral and operational
concerns. City input further informed project
selection by aligning safety efforts with traffic
operations, current projects and developments,
and infrastructure priorities for certain locations.

The integration of crash data, stakeholder
recommendations, and City input facilitates
data-driven, context-based project locations that
maximize and target effective strategies

13.3 Consideration 3: Top 3
Challenge Areas
One of the priority considerations in developing
targeted safety investigation areas for the Plan is
identifying where the City of Mount Shasta exceeds
the statewide average in specific emphasis areas.

When examining the percentage of all crashes
within a defined area that result in fatal or suspected serious injury crashes, Mount Shasta stands out
in three areas: crashes involving intersections,
aggressive driving, and lane departure.

From 2019 to 2023, the percentage of fatal and
expected serious injury crashes at intersections
in Mount Shasta was 32.8% higher than the
statewide average and the percentage of crashes
due to aggressive driving was 27.3% higher than
the statewide average. Additionally, crashes due to
lane departure remain a prevalent consideration,
as they accounted for 28.6% of fatal and severe
injury crashes in Mount Shasta.

Using data from this time, crash locations for the
emphasis areas were analyzed along with the
output from the network screening results. Based
on these findings, a combination of location types
was selected for further investigation, including
intersections and roadway segments.
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14.0 BEST PRACTICE EVALUATION
Topic Initiatives/Current
Status
Kimley-Horn's Suggestions to
Enhance City Practices

COMMITTEES / ROLES
Does the City have an
Active Transportation
Coordinator?
Yes, the City's Active
Transportation
Coordinator is the Public
Works Director.

Kimley-Horn recommends that the City maintain
a coordinator to oversee the coordination of
active transportation and traffic safety matters
for the City.

Does the City have
a safety or active
advisory committee?
The City does not have a
standing committee, it is
currently inactive.

Form a board committee to discuss and
address roadway and transportation safety
issues and initiatives. The City previously had
a similar committee. Consider reactivating it
and appointing new members, including subject
matter experts.

Does the City have an
Active Transportation
Safety Education
Program?
The City does not have
an Active Transportation
Safety Education
Program.

The City is dedicated to improving active
transportation through upcoming projects and
should maintain this commitment. Additionally, it
should establish an Active Transportation Safety
Education Program to further enhance roadway
and transportation safety.

POLICY / PLANS
Does the City have
a Complete Streets
Plan?
The City is currently
working on the Lake
Street Complete Streets
Plan.

Consider creating a policy that aligns with
the California Complete Streets Act. Use
the upcoming project as an opportunity to
implement complete streets changes for the
City to adopt. Identify outdated high-capacity
intersection designs and evaluate potential lane
reduction strategies to reallocate space for other
transportation modes.

Does the City assess
traffic impact fees? The City has minor fees.

Continue evaluating traffic impact fees and
allocate the funds towards transportation safety
enhancements.

Does the City have a
Safe Routes to School
program?
The City has an outof-date Safe Routes to
Schools program.

Continue identifying and applying for state
and federal grant programs and other funding
sources.

This section identifies existing plans and policies that were recently completed, are planned, or are ongoing within the City of Mount Shasta. The intent of this review is to provide an idea of the types of strategies implemented or encouraged by the City that may impact the safety analysis process. It will also identify opportunity areas where the City could adopt non-infrastructure countermeasures. 94 BEST PRACTICE EVALUATION 57

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Does the City
implement traffic
calming policies?
Yes, in progress - the
Lake Street Project
includes traffic calming.

Continue implementing traffic calming measures
across the City and develop a monitoring
program to identify which strategies are most
effective with minimal inconvenience to local
roadway users.

Does the City regularly
conduct speed
surveys?
Yes, the City regularly
conducts speed surveys.

Continue updating regulations as required
by the California Vehicle Code. Identify
opportunities for speed limit reductions as
permitted under AB 43.

Does the City utilize
warrants for stop signs
and signals?
Yes, the City utilizes
warrants for stop signs
and signals.

Continue utilizing and updating local warrants,
as needed, to supplement CA MUTCD warrants
for traffic control devices and beacons.

Does the City have
Transportation
Demand Management
(TDM) or Vehicle
Miles Travelled (VMT)
reduction policies?
The City is in progress of
developing this.

Continue developing City VMT thresholds
and appropriate TDM strategies based on the
latest guidance from the California Air Pollution
Control Officers Association (CAPCOA).

Does the City perform
regular traffic crash
monitoring?
The City conducts this as
needed.

Continue to peform regular traffic crash
monitoring. Develop a process for a periodic
review of City crash trends to identify what
solutions work best.

Does the City have an
Active Transportation
Plan?
Yes, the City has an
Active Transportation
Plan.

Continue to monitor the implementation plan
and pursue funding opportunities to accelerate
project development.

Does the City have
MUTCD-compliant
pedestrian signal
timing?
Yes, the City has
MUTCD-compliant
pedestrian signal timing.

Continue to establish pedestrian timing
standards and implement them throughout the
City.

Does the City
implement crosswalks
at high pedestrian
locations?
No, the City implements
crosswalks only at major
intersections.

Continue to implement these improvements
where feasible, facilitating consistent crosswalk
installations across the City. Stay updated with
best practices for pedestrian enhancements.

What type of traffic
enforcement does the
City conduct?
The City conducts police
enforcement.

Continue to enforce traffic laws at key locations;
apply for Office of Traffic Safety (OTS) funding
to expand enforcement activities.

What is the City's
bicycle policy?
The City follows state
law.

Continue implementing the City's bicycle policy
and regularly update bicycle plans to reflect
evolving trends, focusing on their execution.

Facilitate coordination between planning,
engineering, and maintenance teams to avoid
missed funding opportunities and integrate
changes into routine City operations.
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What types of transit
does the City have?
The City uses countyoperated transit for its
public transportation.

Develop first/last mile safety strategies for
transit stops in the City.

What types of
wayfinding does the
City have?
The City provides
wayfinding for all
roadway users, including
pedestrians, bicyclists,
and drivers.

Continue seeking funding for wayfinding
signage and implement it in high-traffic
pedestrian and bicycle areas. Utilize and update
City branding guidelines to emphasize local
identity and enhance civic awareness of local
recreational and cultural amenities, as well as
key active transportation infrastructure.

DATA COLLECTION / INVENTORY
Does the City have an
inventory of pedestrian
signs and signals?
The City conducts visual
inspections as needed.

Establish a process to inventory updated and
newly installed signals, and integrate this
inventory into the Geographic Information
System (GIS) database.

Does the City have an
inventory/mapping of
active transportation
routes?
Yes, the City has an
inventory/mapping of
active transportation
routes.

Continue updating the inventory as active
transportation routes expand and integrate this
data into the GIS database.

Does the City utilize a
crossroads database
for collisions?
The police department
maintains a collision
database.

Implement automatic, regular updates of
collision data into the database and have
City staff conduct a data validation process.

Ensure City staff have instant access to crash
information.

Does the City have
active transportation
volume counting?
No, the City does
not have active
transportation volume
counting.

Leverage emerging big data sources and
implement a policy requiring the inclusion of
bicycle and pedestrian volumes in future traffic
counting programs and projects.
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COORDINATION / FEEDBACK
What ways can
citizens give feedback
on roadway safety?
Citizens can provide
feedback though
complaint forms, phone
calls, and emails.

Continue expanding ways for citizens to provide
feedback. Improve the service request tool as
needed and integrate requests into a GIS map
to highlight hotspots. Utilize PublicCoordinate to
gather ongoing feedback on safety throughout
the City.

What types of
coordination with other
City organizations
does your department
perform?
The City does
coordination with the
police department.

Continue fostering engagement across
departments and organizations. Involve and
add organizations in the crash analysis and
countermeasure development process.

What types of
engagement with the
school districts does
the City perform?
The City coordinates
various engagement
activities with the
schools.

Maintain engagement across departments and
organizations. Continue involving schools in
roadway safety planning.

What types of
engagement with
law enforcement/
emergency services
does the City perform?
The City engages with
CalFire.

Continue involving emergency response
teams in transportation planning and safety
coordination processes.
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15.0 EMPHASIS AREAS
This emphasis area encompasses collisions
identified by the responding officer as occurring at
an intersection or involving a train or rail vehicle.

Intersections present numerous potential conflict
points that can lead to elevated conflicts involving
vehicles, bicyclists, and pedestrians. Factors such
as road design, traffic control devices, and driver
behavior significantly impact intersection safety,
making it a multifaceted area for improvement. In
Mount Shasta, intersections accounted for 57.1%
of fatal and severe injury crashes, which is 32.8%
higher than the statewide average.

Goals for Emphasis Area 1:
• Reduce the frequency and severity of
intersection-related collisions
• Provide safe infrastructure for all modes of
transportation through upgrades to existing
infrastructure
• Enhance access and mobility for
pedestrians, cyclists, and users of mobility
devices
• Promote consistency in intersection design
and equipment standards
Strategies for Emphasis Area 1
• Implement systemic safety enhancements
and modify traffic signals by adding
backplates with retroreflective borders and
introducing leading pedestrian intervals at
signalized intersections
• Install curb extensions and high-visibility
crosswalks to improve pedestrian safety
• Consider further studies to evaluate the
feasibility and effectiveness of converting
certain intersections into roundabouts
Aggressive driving encompasses a combination
of moving traffic offenses that endanger others
or property. Typical behaviors associated with
aggressive driving include speeding, tailgating,
and disregarding traffic signals and signs. In Mount
Shasta, aggressive driving accounted for 57.1%
of fatal and severe injury crashes, which is 23.7%
higher than the statewide average.

Goals for Emphasis Area 2
• Reduce the frequency of crashes due to
aggressive driving
• Identify intersections and segments where
more aggressive driving collisions occur
• Apply for funding and implement
countermeasures to address aggressive
driving
Strategies for Emphasis Area 2
• Implement traffic calming improvements
• Conduct educational and outreach
campaigns to foster safe driving behaviors
Lane departure refers to instances where a
vehicle leaves its intended travel path, such as
crossing an edge line or centerline, or exiting the
traveled way. These actions frequently result in
crashes, including run-off-road, fixed object, headon, rollover, and opposite direction sideswipe collisions. In Mount Shasta, lane departure
incidents accounted for 28.6% of fatal and severe
injury crashes.
#1 Emphasis Area 1: Intersections Emphasis Area 2: Aggressive Driving #2
#3 Emphasis Area 3: Lane Departure
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Goals for Emphasis Area 3
• Reduce the frequency of crashes due to
lane departures
• Apply for funding to implement
countermeasures to reduce lane departures
Strategies for Emphasis Area 3
• Enhance roadway visibility and delineation
• Implement bike lanes
• Install rumble strips

16.0 COUNTERMEASURE

TOOLBOX
This section provides information on general
identified issues, crash reduction factors,
improvements, and countermeasures identified
for the City of Mount Shasta, as well as for specific
project locations identified as part of this analysis.

Potential improvements/countermeasures are
based on data analysis, stakeholder input, and
site visits.

16.1 Countermeasure Selection
Process
Part D of the HSM provides Crash Modification
Factors (CMFs) for various roadway elements,
such as segments, intersections, and interchanges.

CMFs help estimate the safety effects of highway
improvements by comparing and selecting the
most effective treatments. A CMF less than 1.0
indicates a potential reduction in crashes, while
a CMF greater than 1.0 suggests an increase
in crashes. The Crash Reduction Factor (CRF)
is related to the CMF and shows the expected
reduction in crashes (the higher the CRF, the
greater the reduction).

CMFs are a useful tool for decision-makers when
considering safety projects, but they should be
part of a broader decision-making process.

Not all CMFs are equally reliable, so it’s important
to use those backed by strong research. The
FHWA provides a federal database of CMFs with a
star rating system to help identify the most reliable
ones.

KEY FACTORS TO CONSIDER WHEN USING
CMFS INCLUDE:
• Choosing the right CMF
• Estimating crashes without the treatment
• Applying CMFs by type and severity of
crashes
• Estimating the combined effect of multiple
treatments
Examples of safety countermeasures can be
found in sources like the California LRSM and the
CMF Clearinghouse website. This report highlights
countermeasures identified through data analysis
and site visits. Additional countermeasures for
Citywide issues are discussed in Section 14.

16.2 Infrastructure Improvements
This evaluation looked at Citywide trends to
identify countermeasures that would provide the
most benefit if implemented broadly. Section 14
outlines the Citywide safety project opportunities,
referred to as the “Countermeasure Toolbox.”
Each countermeasure is described along with
its LRSM ID number. The next column, CRF,
shows the expected reduction in crashes after
implementing the countermeasure (the higher the
CRF, the greater the reduction). For improvements
without a related countermeasure in the LRSM,
a conservative 5% crash reduction factor was
estimated. The costs listed in Section 10.2.3
are for planning purposes using 2025 dollars
and may change depending on site-specific
factors or construction conditions. Locationspecific recommendations for the targeted safety investigations are found in Appendix A.
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ID Potential Countermeasures CRF Per Unit
Cost Unit
NS02 Convert to all-way STOP control (from 2-way or
Yield control) 50% $12,400 per location
NS05 Convert intersection to mini-roundabout 30% $800,000 per intersection
NS06 Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs 15% $40,000 per intersection NS07 Upgrade intersection pavement markings (NS.I.) 25% $38,400 per intersection
NS11 Improve sight distance to intersection (Clear Sight Triangles) 20% $3,000 per intersection
NS20PB Install pedestrian crossing at uncontrolled locations (new signs and markings only) 25% $150,000 per intersection R14 Road Diet (reduce travel lanes from 4 to 3 and add
a two way left-turn and bike lanes) 30% $79,200 per mile R28 Install edge-lines and centerlines 25% $76,000 per mile R31 Install edgeline rumble strips/stripes 15% $50,000 per mile R32PB Install bike lanes 35% $76,800 per mile
R34PB Install sidewalks 80% $200 per LF for 4'
sidewalk
S02 Improve signal hardware; lenses, back plate with
retroreflective borders, mounting, size, and number 15% $50,000 per intersection
S18PB Install pedestrian crossing (S.I.) 25% $74,400 per intersection
S21PB Modify signal phasing to implement a Leading
Pedestrian Interval (LPI) 60% $45,600 per
intersection
SI16RA Convert intersection to roundabout (from signal) 50% $4,000,000 per intersection
Table 18 - General Citywide Safety Countermeasure Toolbox * CRF - Crash Modification Factor
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17.0 PROGRESS AND TRANSPARENCY

17.1 Funding Sources
Competitive funding resources are available to
assist in the development and implementation
of safety projects in Mount Shasta. The City
should continue to seek available funding and
grant opportunities from local, state, and federal
resources to accelerate its ability to implement
safety improvements throughout Mount Shasta.

This section provides high-level introductions to
some of the main funding programs and grants for
which the City can apply.

17.1.1 Highway Safety Improvement
Program (HSIP)
The Highway Safety Improvement Program (HSIP)
is a federally funded, Caltrans-managed program
that apportions funding as a lump sum for each
state, which is then divided among apportioned
programs. These flexible funds can be used for
projects to preserve or improve safety conditions
and performance on any federal-aid highway,
bridge projects on any public road, facilities for
non-motorized transportation, and other project
types. Safety improvement projects eligible for this
funding include:
• Bike lanes
• High Visibility Crosswalks
• Rectangular Rapid Flashing Beacon (RRFB)
• Other projects listed in the Caltrans Local
Roadway Safety Manual
California’s Local HSIP focuses on infrastructure
projects with nationally recognized crash reduction
factors. Normally, HSIP call-for-projects are made
at an interval of one to two years. The applicant
must be a city, a county, or a tribal government
federally recognized within the State of California.

Additional information regarding this program at
the federal level can be found online at:
https://highways.dot.gov/safety/hsip.

California-specific HSIP information– including
dates for upcoming call-for-projects – can be
found at:
https://dot.ca.gov/programs/local-assistance/
fed-and-state-programs/highway-safetyimprovement-program.

17.1.2 Caltrans Active Transportation
Program
The Caltrans Active Transportation Program (ATP)
is a statewide funding program, created in 2013,
consolidating several federal and state programs.

The ATP funds projects that encourage increased
mode share for walking and bicycling, improve
mobility and safety for non-motorized users,
enhance public health, and decrease greenhouse
gas emissions. Projects eligible for this funding
include:
• Bicycle and pedestrian infrastructure
projects
• Bicycle and pedestrian planning projects
(e.g. safe routes to school)
• Non-infrastructure programs (education and
enforcement)
This program funding is provided annually. The
ATP call for projects typically comes out in the
spring. Information on this program and cycles can
be found online at: https://dot. ca.gov/programs/
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17.1.3 California SB 1
The California SB 1 is a landmark transportation
investment aimed at rebuilding California by fixing
neighborhood streets, freeways, and bridges in
communities across California. It also targets
funds toward transit and congested trade and
commute corridor improvements.

California’s state-maintained transportation
infrastructure will receive roughly half of SB 1
revenue: $26 billion. The other half will go to local
roads, transit agencies, and the expansion of the
state’s growing network of pedestrian and cycle
routes. Each year, this new funding will be used
to tackle deferred maintenance needs both on the
state highway system and the local road system,
including:
• Local Street and Road Maintenance
and Rehabilitation: $1.5 billion: this
funding is dedicated to improving local road
maintenance, rehabilitation, and/or safety
through projects such as restriping and
repaving.
• Bike and Pedestrian Projects: $100
million: this will go to cities, counties, and
regional transportation agencies to build
or convert bike paths, crosswalks, and
sidewalks. It is a significant increase in
funding for these projects through the ATP.
• Local Planning Grants: $25 million

17.1.4 Safe Streets and Roads for All
(SS4A) Grant Program
This program has allocated $1 billion annually
from 2022 to 2026 for local cities, counties,
Metropolitan Planning Organization (MPOs),
and other roadway owners (excepting state
Departments of Transportation (DOTs)) for safety
improvement grants for safety planning, education,
enforcement, and roadway improvements. This
program is not benefit/cost based. Evaluation
criteria are oriented to the project’s alignment with
the Safe Systems approach. There is a 20% local
match requirement (can be in-kind contribution
via staff billable hours). Planning grants are open
to any eligible agency and implementation grants
are open to agencies with a complete safety plan
such as a Local Roadway Safety Plan and Safety
Action Plan. Planning grants are expected to range
from $100K to $1M and implementation grants
are expected to range from $1M to $20M. Grant
applications are expected to be due in mid-2025.

17.1.5 California Office of Traffic
Safety (OTS)
The California Office of Traffic Safety (OTS) provides
grants funded through the National Highway Safety
Act to support traffic safety initiatives across the
state. These grants are designed to establish new
programs, enhance existing efforts, or address
identified gaps in current traffic safety strategies.

Pedestrian and bicycle safety are among the key
priority areas for funding. Grants are awarded
through a competitive process, with priority given
to agencies demonstrating the greatest need.

Evaluation criteria include the potential impact on
traffic safety, crash data and rankings, the severity
of identified issues, and the applicant’s past
performance on previous OTS-funded projects.

17.1.6 Recreational Trails Program
(RTP)
The Recreational Trails Program (RTP)
provides annual funding for the development
and maintenance of recreational trails and trailrelated facilities. As a state-administered local assistance program under the U.S. Department of
Transportation’s Federal Highway Administration
(FHWA), the RTP is managed in California by the
Department of Parks and Recreation (DPR). A
variety of project types are eligible for funding:
• Maintenance of existing trails
• Development and rehabilitation of trailside
and trailhead facilities
• Construction of new trails
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• Acquisition of easements or property for trail
usage
• Accessibility and maintenance assessments
of trail conditions
• Developing and disseminating publications
and operation of educational programs for
safety and environmental protection

17.1.7 Rails to Trails Conservancy
The goal is to promote active transportation and
physical activity by investing in trail networks
and infrastructure that make walking and biking
safer, more convenient, and accessible. By
funding active transportation projects and creating
accountability for progress on climate, equity,
and safety goals, we can support healthier, more
connected communities. Building out trail systems
and safe walking and biking routes to everyday
destinations—such as schools, workplaces, and
transit—represents essential infrastructure for
sustainable mobility.

17.1.8 Strategic Partnership
The Strategic Partnership Grant from the DOT
is designed to support transportation planning
studies – typically administrated in partnership with
state transportation agencies, such as Caltrans,
so that the planning efforts align with both regional
priorities and broader state transportation goals.

The Grant provides $1.5 million in FHWA State
Planning and Research (SPR) Part 1 funds and
$3 million in Federal Transit Administration (FTA)
– a combined total of $4.5 million.

18.0 IMPLEMENTATION PLAN
Once the Safety Action Plan has been completed,
the City can plan to regularly review and monitor
crash data for trends and changes. The City
can also plan to prioritize and implement certain
improvements that were identified in this Plan.

18.2 Monitoring
The City can plan to regularly monitor the success
of the Plan and its related implementations by
performing the following steps. This before-andafter analysis can be performed every second year. The City can also meet with the Police
Department on a regular basis to discuss roadway
safety issues and compare them to the latest crash
analysis.
• Pull yearly crash data from Crossroads
database to determine year-over-year trend
• Utilize Crossroads or GIS software to review
the number of crashes occurring at specific
locations. Locations where improvements
have been made should receive priority for
monitoring.
• Based upon changes in crash activity,
determine efficacy of improvements and
adjust strategies going forward
Every five (5) years, the City will perform a major
update to the analysis and the Safety Action Plan
by performing the following steps. This update will
maintain eligibility for grant funding for the City.

This analysis should continue to focus on both
systemic and location-specific safety needs.

1. Obtain updated Statewide Integrated
Traffic Records System (SWITRS)
crash data from Crossroads or TIMS
databases.

2. Identify new or changing hot spots
through GIS mapping. Review crash
data in changing trends, new land uses,
and evolving driver behaviors.

3. Update the roadway shapefile with any
new or upgraded roadways.

4. Update the intersection shapefile with
any new or upgraded intersections.
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5. Evaluate crash trends to determine
whether new emphasis areas are
emerging.

6. Document implemented
countermeasures and review changes
in crash activity.

7. Review the Crash Toolbox to determine
if any additional countermeasures
should be considered for
implementation in the City.

18.3 Implementation Strategies
The opportunities identified in this report provide
systemic and location-specific countermeasures
that can be implemented within the City.

Implementation will be dictated by funding and
available resources; this guidance is preliminary
and subject to change. Over the near-term and
mid-term, the City can concentrate its efforts on
the following emphasis areas:
• Pedestrians
• Impaired Driving
• Intersection Crashes
• Young Drivers
• Aggressive Driving
Analysis conducted at the Citywide level indicated
that these factors were some of the most frequent
influences contributing to crashes within the City.

The countermeasure opportunities previously
discussed in this report for both systematic and
project-specific improvements can be used as a
basis for developing projects at locations where
addressing these focus areas would be of the most
benefit. Projects that address these focused areas
Citywide can be developed with a high benefitto-cost ratio (by applying Citywide crash rates), allowing competitive projects to be developed
even at sites with little to no direct crash history,
but with conditions that might contribute to future
crashes. For location-specific improvements, the
City can utilize benefit-to-cost ratio calculations to
help prioritize projects as funding and resources
become available.

The City can also plan to implement the nonengineering improvements identified throughout this report, including actions related to enforcement,
education, and emergency services. These
actions will require coordination with internal and
external stakeholders, such as City departments,
law enforcement, local government organizations,
and local community organizations. Early buy-in
and engagement from these stakeholders will be
key to the success of these actions.

To aid in these actions, the City can assemble a
‘Task Force’ of representatives from different City
departments, such as Public Works, Community
Development, and Code Enforcement. This
task force will be instrumental in the monitoring,
analysis update, project development, and project
implementation outlined in this Plan.

19.0 NEXT STEPS
The City has completed this Safety Action Plan to
guide the process of future transportation safety
improvements for years to come. In addition to the
actions identified in the Implementation Plan, the
City can perform the following to guide the success
of this Plan and the safety efforts overall:
• Develop an investment program to help
achieve the City’s crash reduction goals
• Work with state and partner agencies on
implementing large-scale programs and
policies
• Incorporate safety analysis findings in future
updates of safety programs
• Monitor statewide safety priorities, guidance,
and funding opportunities
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APPENDIX
105
Collisions
Involved With
Vehicular
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Collisions Data
Total Collisions 1
Top Collision Type (%) Head On (100%)
Number of Approaches 3
Volume Data from Replica
(Daily Trips) 1,546
Crosswalk Conditions No Crosswalks
Control Types Stop on One
Approach
Lighting Limited Lighting
Highest Posted Speed Limit 45
1 9
10 1
8 2
4 5
3 3
6 7
Spring Hill Rd & Mt Shasta Blvd
Intersection
STOP
Field Visit Notes
² Double striping
² Sight distance improvements
² Concerns: SB sight distance, WB speed
1 Case Study Sheet: Spring Hill Rd & Mt Shasta Blvd
106
Bring center line forward from
Spring Hill-Mt Shasta Blvd
Install bike lanes
and rumble strips
Install appropriate signage
(intersection ahead, etc.)
Bring stop sign forward,
realign median accordingly
Convert intersection
to roundabout
Improve sight distance to
intersection (Clear Site Triangles)
Add flashing red/
flashing yellow beacon Improve pavement friction
1 Case Study Sheet: Spring Hill Rd & Mt Shasta Blvd
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1 Case Study Sheet: Spring Hill Rd & Mt Shasta Blvd
108
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction Factor
(LRSM/CMF ID)
20 Year
Safety Benefit
Total
20-Year Costs
Safety Related
B/C Ratio
Improve sight distance
to intersection (Clear Site
Triangles) by bringing the
center line forward to
improve left turn from
Spring Hill to Mt Shasta Blvd
NS11 $16,180 $3,000 5.39
Upgrade intersection
pavement markings by
bringing STOP forward
and realign the median.

NS07 $20,225 $38,400 0.53
Install intersection
ahead regulatory signs
with beacon
NS06 $12,135 $40,000 0.30
Modify lane widths by
widening shoulders to
narrow the lanes and install
edge-lines and centerlines
from Spring Hill Side.

R28 $20,225 $76,000 0.27
Install edgeline rumble
stripes between bike lane
and vehicle lane
R31 $12,135 $50,000 0.24
Improve pavement friction R21 $186,000 $558,000 0.08
Convert intersection
to roundabout NS05 $24,270 $800,000 0.03
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
1 Case Study Sheet: Spring Hill Rd & Mt Shasta Blvd
109
Collisions Data
Top Collision Type (%) N/A
Number of Approaches 3
Volume Data from Replica
(Daily Trips) 3,281
Crosswalk Conditions No Crosswalks
Control Types Stop on One
Approach
Lighting Limited Lighting
Highest Posted Speed Limit 35
Median None
Nixon Rd & Mt Shasta Blvd
Intersection
9 10
1 8
2 4
5 3
3 6
7 STOP
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² Access to regional park
² Senior center nearby
² Potential Rail Trail connecting
park and downtown
² Get bicyclists/pedestrians off of
Mt Shasta
² Concerns: Speeding and recent
accident (rearside/ sideswipe)
² Convert city-owned R/W space
into a parking location
2 Case Study Sheet: Nixon Rd & Mt Shasta Blvd
110
Add rail trail as
Class I Bike Trail
Sidewalk gap
Install pedestrian crossing
high visibility, flashing/
hybrid flashing beacons
Add parking location
2 Case Study Sheet: Nixon Rd & Mt Shasta Blvd
111
2 Case Study Sheet: Nixon Rd & Mt Shasta Blvd
112
Countermeasure Evaluation
Potential Countermeasures Crash Reduction Factor
(LRSM/CMF ID)
Total
20-Year Costs
Safety Related
B/C Ratio
Install high visibility pedestrian
crossing at uncontrolled
locations with flashing beacon
NS20PB $150,000 N/A
Improve sidewalk gaps R34PB $82,800 N/A
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
2 Case Study Sheet: Nixon Rd & Mt Shasta Blvd
113
Collisions
Involved With
Collisions Data
Total Collisions 9
Severe Injury Collisions 2
Top Collision Type (%) Hit Object (33%)
Sideswipe (33%)
Rear End (11%)
Head On (11%)
Broadside (11%)
Dark Collisions 7
Impaired Collisions 4
Lighting Moderate Lighting
Highest Posted Speed Limit 35
Median None
Mt Shasta Blvd - Chestnut St to Loveta Ln
Segment
9 10
1 8
2 4
5 3
3 6
7 Vehicular
4 Bicycle
1 Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² Mt Shasta and Chestnut - NB Chestnut
no left turn, E Field St & Chestnut convert
to a two way (left turn)
² Mt Shasta & Castle - Stop sign,
midblock crosswalks(beacons), street
alignment, potential greenbelt location,
downtown specific plan)
² Mt Shasta & Lake - APS push buttons,
ADA curbs (dome), retroreflective
backplates, high vis decorative
crosswalks, LPI, roundabout/ gateway
signage, all red flash, flashing yellow
² Mt Shasta & Ream - SB only one way,
reroute to Old McCloud, high ped traffic
² Mt Shasta & Old McCloud - complete
crosswalk on all approaches, paint red
curb for better turning distance
² Mt Shasta & Mountain View - curb on the
south, centerline rumble strips
² Mt Shasta & Loveta Ln - 4 way
intersection
3 Case Study Sheet: Mt Shasta Blvd - Chestnut St to Loveta Ln 114
Loveta Ln
McCloud Ave
Chestnut St
Lake St Mt Shasta Blvd
No Left Turn
NB Chestnut-Mt Shasha
Install Stop Sign
Install midblock
crosswalks (beacons)
Adjust centerline for
street alignment
Remove parking for potential
greenbelt location
PART 1
3 Case Study Sheet: Mt Shasta Blvd - Chestnut St to Loveta Ln 115
Loveta Ln
McCloud Ave
Chestnut St
Lake St Mt Shasta Blvd
PART 2
Curb on the south
Paint curb red for better
turning distance
Complete crosswalk
on all approaches
4-way intersection
Add centerline rumble strips
SB One way
Reroute traffic to Old McCloud
3 Case Study Sheet: Mt Shasta Blvd - Chestnut St to Loveta Ln 116
3 Case Study Sheet: Mt Shasta Blvd - Chestnut St to Loveta Ln 117
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction Factor
(LRSM/CMF ID)
20 Year
Safety Benefit
Total
20-Year Costs
Safety Related
B/C Ratio
Modify signal phasing
to implement a Leading
Pedestrian Interval (LPI) at
Lake & Mt Shasta
S21PB $1,618,680 $45,600 35.50
Add No Left Turn at
Chestnut onto Mt Shasta NS06 $404,670 $16,800 24.09
Install midblock crosswalk
with beacons at Mt Shasta
& Castle and complete
crosswalk on all approaches
for Mt Shasta &
old McCloud
NS20PB $674,450 $69,600 9.69
Install concrete pedestrian
crossing for high visibility,
decorative crosswalks with
ADA truncated dome mats
S18PB $674,450 $74,400 9.07
Improve signal hardware;
lenses, back plate with
retroreflective borders,
mounting, size, and number
for Lake & Mt Shasta
S02 $404,670 $50,000 8.09
Convert Intersection to
roundabout (from signal) at
Lake & Mt Shasta
SI16RA $1,348,900 $4,000,000 0.34
Add Stop sign at
Mt Shasta & Castle NS06 $404,670 N/A varies
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
3 Case Study Sheet: Mt Shasta Blvd - Chestnut St to Loveta Ln 118
Collisions Data
Top Collision Type (%) N/A
Lighting Limited Lighting
Highest Posted Speed Limit 35
Median None
9 10
1 8
2 4
5 3
3 6
7 Everett Hwy -
Northridge Dr to Lake St
Segment
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² Partnering with schools to
improve safety around the area
² Large roadway
² More parking spaces needed
² Sidewalk gap connectivility
² The height of the flashing beacon
is too low
² Potential roundabout at
Lake St & Washington Dr -
Washington Dr sidewalks
4 Case Study Sheet: Everett Hwy - Northridge Dr to Lake St 119
Lake St
Northridge Dr
Everett Hwy
Sidewalk gap - connectivity
Potential roundabout
Add crosswalks at
uncontrolled locations
Install bike lanes
Improve height of
flashing beacon
Partner with schools to improve
safety around the area
4 Case Study Sheet: Everett Hwy - Northridge Dr to Lake St 120
4 Case Study Sheet: Everett Hwy - Northridge Dr to Lake St 121
Countermeasure Evaluation
Potential Countermeasures Crash Reduction Factor
(LRSM/CMF ID)
Total
20-Year Costs
Safety Related
B/C Ratio
Install sidewalks R34PB $7,040 N/A
Install bike lanes R32PB $49,152 N/A
Convert intersection
to roundabout NS05 $800,000 N/A
Install pedestrian crossing
at uncontrolled locaitons
(new signs and marking only)
NS20PB $34,800 N/A
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
4 Case Study Sheet: Everett Hwy - Northridge Dr to Lake St 122
Collisions
Involved With
Vehicular
Collisions Data
Total Collisions 3
Severe Injury Collisions 2
Top Collision Type (%) Broadside (100%)
Lighting Lighting Meets
Quality Standards
Highest Posted Speed Limit 25
Median None
3 Lake St - Pine St to Mt Shasta Blvd
Segment
9 10
1 8
2 4
5 3
3 6
7 Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² Freight access along here
² Intersection by
visitor center --> slight distance
² Rail Trail connection
² Medians by right in right out
(left turn)
² Sidewalk gaps
² Non ADA compliant ramps
² Road Diet to reduce speeding
² Bike lanes
5 Case Study Sheet: Lake St - Pine St to Mt Shasta Blvd 123
Mt Shasta Blvd
Pine St
Lake St
Install bike lanes
Sidewalk gaps
Road Diet (Reduce travel lanes
from 4 to 3 and add a two way
left turn and bike lanes)
Sidewalk gap - connectivity
5 Case Study Sheet: Lake St - Pine St to Mt Shasta Blvd 124
5 Case Study Sheet: Lake St - Pine St to Mt Shasta Blvd 125
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction Factor
(LRSM/CMF ID)
20 Year
Safety Benefit
Total
20-Year Costs
Safety Related
B/C Ratio
Reduce travel lanes from
4 to 3 and add a two way
left-turn with bike lanes
R14 $1,338,270 $11,880 112.65
Complete bike lanes R32PB $766,500 $23,040 33.27
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
5 Case Study Sheet: Lake St - Pine St to Mt Shasta Blvd 126
Collisions
Involved With
Vehicular
Pedestrian
Collisions Data
Total Collisions 3
Severe Injury Collisions 1
Top Collision Type (%) Rear End (33%)
Sideswipe (33%)
Broadside (33%)
Lighting Limited Lighting
Highest Posted Speed Limit 25
Median None
1 2
9 10
1 8
2 4
5 3
3 6
7 McCloud Ave - Mt Shasta Blvd to Washington Dr
Segment
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² East leg built close
to the west leg
² Shift striping
² Removing pavement,
add curb extension
² Evaluate 4-way stop potential
² Peanut roundabout
² Sidewalk gaps
² Reduce speeds -->
remove parking on one side,
move centerline to
accommodate bike lanes
6 Case Study Sheet: McCloud Ave - Mt Shasta Blvd to Washington Dr 127
McCloud Ave
Mt Shasta Blvd
Washington Dr
Fix Sidewalk Gaps
Evaluate 4 way stop potential
Remove parking on one side,
move centerline to accommodate
bike lanes
Shift striping, move centerline
to accommodate bike lanes
Peanut roundabout
Add curb extension
6 Case Study Sheet: McCloud Ave - Mt Shasta Blvd to Washington Dr 128
6 Case Study Sheet: McCloud Ave - Mt Shasta Blvd to Washington Dr 129
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction Factor
(LRSM/CMF ID)
20 Year
Safety Benefit
Total
20-Year Costs
Safety Related
B/C Ratio
Convert to all way
STOP control NS02 $1,237,300 $12,400 99.78
Fix sidewalk gaps R34PB $1,752,000 $38,960 44.97
Remove parking on one
side, shift striping, and
move centerline to
accommodate bike lanes
R28 $618,650 $24,192 25.57
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
6 Case Study Sheet: McCloud Ave - Mt Shasta Blvd to Washington Dr 130
Collisions Data
Top Collision Type (%) N/A
Lighting Limited Lighting
Highest Posted Speed Limit 30
Median None
9 10
1 8
2 4
5 3
3 6
7 Lake St - Mt Shasta Blvd to Washington Dr
Segment
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² Install crosswalks
² Reduce lane widths
7 Case Study Sheet: Lake St - Mt Shasta Blvd to Washington Dr 131
Mt Shasta Blvd
Washington Dr
Lake St
Install bike lanes Install sidewalks
7 Case Study Sheet: Lake St - Mt Shasta Blvd to Washington Dr 132
7 Case Study Sheet: Lake St - Mt Shasta Blvd to Washington Dr 133
Countermeasure Evaluation
Potential Countermeasures Crash Reduction Factor
(LRSM/CMF ID)
Total
20-Year Costs
Safety Related
B/C Ratio
Install sidewalks R34PB $47,040 N/A
Install bike lanes R32PB $33,024 N/A
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
7 Case Study Sheet: Lake St - Mt Shasta Blvd to Washington Dr 134
Collisions
Involved With
Collisions Data
Total Collisions 1
Severe Injury Collisions 1
Top Collision Type (%) Broadside (100%)
Number of Approaches 4
Volume Data from Replica
(Daily Trips) 8,525
Crosswalk Conditions Good Condition
Control Types Signalized
Lighting Lighting Meets
Quality Standards
Highest Posted Speed Limit 25
Median None
Mt Shasta Blvd & Lake St
Intersection
9 10
1 8
2 4
5 3
3 6
7 Bicycle
1 Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² APS push buttons
² ADA curbs -
Truncated Dome Mat
² Retroreflective backplatesHigh
visibility/ decorative crosswalks
² LPI
² Roundabout/ gateway signage
² All red flash
² Flashing yellow
8 Case Study Sheet: Mt Shasta Blvd & Lake St
135
Lake St
Mt Shasta Blvd
Install retroreflective
backplates
Convert Intersection to
Roundabout (from signal),
add gateway signage
Add Accessible Pedestrian
Signal (APS) push buttons
Install ADA truncated dome mats
Modify signal phasing to
implement Leading Pedestrian
Interval (LPI)
Add high visibility,
decorative crosswalks
8 Case Study Sheet: Mt Shasta Blvd & Lake St
136
8 Case Study Sheet: Mt Shasta Blvd & Lake St
137
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction Factor
(LRSM/CMF ID)
20 Year
Safety Benefit
Total
20-Year Costs
Safety Related
B/C Ratio
Improve signal hardware;
lenses, backplate with
retroreflective borders,
mounting, size, and number
S02 $328,500 $50,000 6.57
Install concrete pedestrian
crossing for high visibility,
decorative crosswalks with
ADA truncated dome mats
S18PB N/A $74,400 N/A
Modify signal phasing
to implement a Leading
Pedestrian Interval (LPI)
S21PB N/A $45,600 N/A
Convert Interesection to
Roundabout (from signal) SI16RA $1,095,000 $4,000,000 0.27 Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
8 Case Study Sheet: Mt Shasta Blvd & Lake St
138
Collisions Data
Top Collision Type (%) N/A
Number of Approaches 3
Volume Data from Replica
(Daily Trips) 1,546
Crosswalk Conditions No Crosswalks
Control Types Stop on One
Approach
Lighting Limited Lighting
Highest Posted Speed Limit
25 north of
intersection and
35 mph south of
intersection
Median None
Mt Shasta Blvd & Mountain View Dr
Intersection
9 10
1 8
2 4
5 3
3 6
7 STOP
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
Field Visit Notes
² Curb on the south
² Centerline rumble strips, need specification
² Sight distance issue for southbound left-turners, particularly when northbound vehicles are speeding
9 Case Study Sheet: Mt Shasta Blvd & Mountain View Dr
139
Mt Shasta Blvd
Mountain View Dr
Install/ specify SB rumble strips Add transverse rumble strips Intersection and curve warning
signs in both directions
9 Case Study Sheet: Mt Shasta Blvd & Mountain View Dr
140
9 Case Study Sheet: Mt Shasta Blvd & Mountain View Dr
141
Countermeasure Evaluation
Potential Countermeasures Crash Reduction Factor
(LRSM/CMF ID)
Total
20-Year Costs
Safety Related
B/C Ratio
Install southbound
transverse rumble strips R30 N/A N/A
Intersection and curve warning signs NS08 N/A N/A
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
9 Case Study Sheet: Mt Shasta Blvd & Mountain View Dr
142
Collisions
Involved With
Vehicular
Collisions Data
Total Collisions 1
Top Collision Type (%) Broadside (100%)
Number of Approaches 2
Volume Data from Replica
(Daily Trips) 1,974
Crosswalk Conditions No Crosswalks
Control Types Stop on Two
Approaches
Lighting Limited Lighting
Highest Posted Speed Limit 25
Median None
1 9
10 1
8 2
4 5
3 3
6 7
Washington Dr & McCloud Ave
Intersection
STOP
STOP
Field Visit Notes
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
² Two way stop sign
² No sidewalks
10 Case Study Sheet: Washington Dr & McCloud Ave
143
McCloud Ave
Washington Dr
Install sidewalks
10 Case Study Sheet: Washington Dr & McCloud Ave
144
10 Case Study Sheet: Washington Dr & McCloud Ave
145
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction Factor
(LRSM/CMF ID)
20 Year
Safety Benefit
Total
20-Year Costs
Safety Related
B/C Ratio
Install sidewalks R34PB $113,840 $24,000 4.74
Project Name: Mount Shasta SS4A
Agency Name: City of Mount Shasta
Prepared by: Kimley-Horn
Date: 2025
10 Case Study Sheet: Washington Dr & McCloud Ave
146
/ Crosswalk Policy
(Upgrade standard to high visibility)
/ City specific roadway standards
/ ADA transition plan
/ Retroreflective backplates
on signals
/ City wide freight map
/ Active transportation/
Traffic Safety Committee
/ Grant coordinator
/ AB 43 implementation
/ AB 413 Daylighting policy
/ APS
/ Parking Study/ Plan (maybe)
/ Review City sidewalk policy
and enforcement
/ Curb extension where appropriate
General Citywide Comments
(Best Practices)
147
City Council Agenda Item #11
Staff Report
MEETING DATE: November 24, 2025
TO: Honorable Mayor and City Council
FROM: Todd Juhasz, City Manager
PREPARED BY: Kim Fowler, Planning Director
SUBJECT: Mobile Home Parks Rent Stabilization

RECOMMENDATION
Council to consider whether additional action should be taken in the form of rent control given that the Shasta Horizon Mobile Home Park is operating within the bounds of the State of California’s Tenant Protection Act.

BACKGROUND
On October 27, 2025, Council asked City Staff to further explore the legality of recent rental rate increases for residents residing within the Shasta Horizon Mobile Home and RV Park (704 S. Old Stage Road) and determine if municipal regulation in support of rent stabilization would be appropriate in Mt. Shasta.

DISCUSSION
The California Department of Housing and Community Development (HCD) is the primary state agency that regulates mobile home parks. The California Mobile Home Residency Law (MRL) applies to all mobile home parks and covers key aspects such as rental agreements, rules and regulations, fees and charges, and utilities.

The California Tenant Protection Act limits how much a landlord can increase rent over any 12- month period. Rent increases are capped at “5% plus the percentage change in the cost of living” from the previous year, with a maximum annual increase of 10%. (Civ. Code § 1947.12.) The content used to generate Table 1 below was provided by Richard Travassos II, the Shasta Horizon Mobile Home and RV Park property manager, on October 27, 2025. The rent rate increases identified in this table are compliant Civ. Code § 1947.12:

X Regular
Consent
Closed
Presentation
148
Unit # Rent as of
01/01/25
Rent as of
10/27/25
Net Change Percent
Change (%)
9 $415.00 $455.00 $40.00 10%
12 $550.00 $580.00 $30.00 5%
25 $550.00 $580.00 $30.00 5%
26 $475.00 $510.00 $35.00 7%
27 $445.00 $485.00 $40.00 9%
28 $475.00 $510.00 $35.00 7%
30 $425.00 $465.00 $40.00 9%
31 $425.00 $465.00 $40.00 9%
32 $525.00 $555.00 $30.00 6%
33 $425.00 $465.00 $40.00 9%
34 $425.00 $465.00 $40.00 9%
35 $425.00 $465.00 $40.00 9%
36 $550.00 $580.00 $30.00 5%
37 $425.00 $465.00 $40.00 9%
38 $425.00 $465.00 $40.00 9%
39 $425.00 $465.00 $40.00 9%
41 $425.00 $465.00 $40.00 9%
42 $425.00 $465.00 $40.00 9%
44 $450.00 $490.00 $40.00 9%
45 $425.00 $465.00 $40.00 9%
46 $565.00 $585.00 $20.00 4%
47 $425.00 $465.00 $40.00 9%
49 (Manager’s Unit) $600.00 $630.00 $30.00 5%
Table 1 – Shasta Horizon Mobile Home and RV Park Rent Rates The City has received several copies of notices and bills sent to residents of Shasta Horizon Mobile Home and RV Park. The documentation received by residents is consistent with those provided by the property manager. These letters are on file with the City of Mt. Shasta. To provide clarity to residents, the notices reference California Civil Code Provisions and Mobile Home Residency Laws where applicable.
149
Figure 1 below is a “Sixty (60) Day Notice to Separate Utility Charge” dated March 17, 2025.

This document was provided to the City by Becky Fairless, resident at Space 33. The letter recognizes that the monthly rent of $425.00 was going to be billed separately; $406.50 for ‘rent,’ and $18.50 for ‘utilities. In summary, this document shows that a change in utility billing did not increase rent.

Figure 1 – “Sixty (60) Day Notice to Separate Utility Charge” Letter 150
Ms. Fairless also wrote a follow-up letter to the City on October 28, 2025 that acknowledged that the Shasta Horizon Mobile Home and RV Park Property Manager were actively initiating several measures aimed at supporting low-income residents. This letter is provided below as Figure 2:

Figure 2 – Letter from Becky Fairless, dated October 28, 2025 151
Figure 3 below is a letter from Richard Travossos II, sharing in his own words how Shasta Horizon Mobile Home and RV Park is managed:

Figure 3 – Letter from Richard Travossos II, dated October 24, 2025 In conclusion, City Staff believe that rent increases at the Shasta Horizon Mobile Home and RV Park property are compliant with the California Tenant Protection Act. This does not negate that annual increases are not burdensome to certain residents living at the Park.

FISCAL IMPACT
None.

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. Recommend staff continue to investigate the feasibility of a rent stabilization measure for Mobile Home Parks in California.

2. Provide alternate directions for staff.
152
CITY COUNCIL AGENDA ITEM #12
MEETING DATE: November 24, 2025
TO: Mayor and City Council
FROM: Ken Kellogg, Public Works Director
SUBJECT: Approval of Contract with Robertson-Bryan for Determining Feasibility of Adjusting the Dilution Credits and Effluent Limitations for Copper and Zinc the City’s Wastewater Treatment Plant NPDES Permit RECOMMENDATION:

Staff recommend that the Council approve a contract with Robertson-Bryan for determining the feasibility of adjusting the dilution credits and effluent limitations for copper and zinc for the City’s wastewater treatment plant NPDES Permit.

BACKGROUND:

The City solicited quotes from three professional engineering firms to examine the current NPDES permit for the WWTP to determine if it is feasible to adjust the limits for zinc and copper in treated effluent. The three responding firms were PACE Engineering, Robertson-Bryan, Inc., and Larry Walker and Associates (LWA).

The Scope of Work submitted by Robertson-Bryan was found to be the most comprehensive and exhibited a thorough understanding of how the limits for our NPDS permit should be calculated.

WWTP Professional Services account will be used to fund the work.

X Regular Session
Special Session
Emergency
Session
Closed Session
153
DPW Form #510 (10/15/25)
City of Mt. Shasta
Public Works Department
(Task Order Request to Professional Services Agreement for Engineering Consultant Services Between City of Mt. Shasta and PACE Engineering, Inc., dated February 8, 2016)
Project # 0111.105
Task
Order# 2025-05

TASK ORDER REQUEST
A. REQUEST TO: PACE ENGINEERING
PROJECT TITLE:

Water Distribution System Improvements

1. Description of Requested Service:

Provide professional services to calculate the City’s NPDES effluent copper and zinc limits based on the data available in their most recent ROWD, with supplemental data provided by the City. Deliverables will be the calculated limits and a brief summarization of the calculation methods and their basis. Services will be performed on a Time & Expenses basis. We will provide progress and budget updates and request written authorization before exceeding the agreed not-to-exceed amount. Refer to Exhibit A – Fee Schedule.

2. Requested
Schedule: As soon as possible.

3. Approximate
Budget:
$10,000 (T&E, Not to
Exceed)

4. Requestor: Ken Kellogg/Todd Juhasz 5. Telephone: 530-926-7526 Department
Review:

B. RESPONSE FROM: PACE
Job No.

Same as Project #
above Billing Group No. n/a
Computer No. n/a

1. Description of Service to be Provided:

Same as above.

2. Schedule to
Deliver Same as above.

3. Budget (Fixed/Estimate) $10,000 (Estimated)

4. Responder: Date

5. Responder
Approval: N/A Date
C. CITY APPROVAL TOTAL COST:

1. Comments: Account #:

Account #:

Account #:

2. Department Approval: Date
Finance Certification:
10/15/25
154
5155 VENTURE PARKWAY
REDDING, CA 96002
(530) 244-0202

FEE SCHEDULE

RATES FOR PROFESSIONAL SERVICES
Effective through December 31, 2025

LABOR CLASSIFICATION BILLING CLASS HOURLY RATE
Managing Engineer E7 $271
Principal Engineer/Surveyor E6/LS6 $256
Senior Engineer/Surveyor E5/LS5 $235
Associate Engineer/Surveyor E4/LS4 $211
Staff Engineer/Surveyor - Grade 3 E3/LS3 $190
Staff Engineer/Surveyor - Grade 2 E2/LS2 $179
Staff Engineer/Surveyor - Grade 1 E1/LS1 $162
Technician 4 T4 $179
Technician 3 T3 $161
Technician 2 T2 $146
Technician 1 T1 $127
One-Man Survey Crew SC1 $298
One-Man Survey Crew (O/T) SC1x $350
Two-Man Survey Crew SC2 $379
Two-Man Survey Crew (O/T) SC2x $448
Three-Man Survey Crew SC3 $467
Three-Man Survey Crew (O/T) SC3x $547
Admin. Clerk 3 AD3 $100
Admin. Clerk 2 AD2 $89
Admin. Clerk 1 AD1 $82

EXPENSES
Meals and Lodging: At cost (out-of-town and overnight work only).

Vehicle Transportation: Included in hourly rates unless specifically indicated otherwise in Agreement.

Hourly labor rates are applicable during travel to and from job site.

Express Mail/Federal Express: At cost.

Outside Services and Fees: At cost plus 10% administrative fee.

Equipment: Included in hourly rate unless specifically indicated otherwise in Agreement.

Rates for expert witness services will be as set forth in the Engineering Agreement.

Rates are effective through the date shown above and are subject to annual revisions. Services will be billed at the hourly rates in place at the time service is provided.

Refer to Prevailing Wage Fee Schedule for hourly rates on prevailing wage projects.

EXHIBIT A
155
3100 Zinfandel Drive., Suite 300
Rancho Cordova, CA 95670
Phone 916.714.1801
Fax 916.714.1804
www.robertson-bryan.com
November 12, 2025
Ken Kellogg, P.E.

Director of Public Works
City of Mt. Shasta
305 N. Mt. Shasta Boulevard
Mt. Shasta, California 96067
Subject: Proposal to Assist with Determining the Feasibility of Adjusting the Dilution Credits and Effluent Limitations for Copper and Zinc in the Mt. Shasta Wastewater Treatment Facility NPDES Permit
Dear Ken:

As requested, please accept this proposal for Robertson-Bryan, Inc. (RBI) to assist the City of Mt. Shasta (City) with making a preliminary determination regarding the feasibility of adjusting the dilution credits for zinc and copper in the National Pollutant Discharge Elimination System (NPDES) permit for the Mt. Shasta Wastewater Treatment Facility (WWTF), Order R5-2023-0016. The Central Valley Regional Water Quality Control Board (Central Valley Water Board) issued a time schedule order in 2012 to provide time for the City to come into compliance with zinc and copper effluent limitations in the WWTF’s 2012 NPDES permit. The construction of a new activated sludge and tertiary treatment system that was completed in 2023 coincided with a slight decrease in copper concentrations and substantial increase in zinc concentrations in the effluent. Consequently, the WWTF continues to violate effluent limitations in the NPDES permit for zinc and occasionally has violations for copper.

The Central Valley Water Board did not grant all the dilution available to the WWTF discharge in the Sacramento River when issuing zinc and copper effluent limitations in the 2023 NDPES permit. The WWTF’s flows are typically lower than the design flow, some sources of inflow and infiltration have been addressed (reducing peak flows), and discharges to the river can now be controlled during low-flow periods since the WWTF has emergency storage. Hence, the City is interested in determining if the dilution credits and effluent limitations for zinc and copper can be increased, thereby minimizing or eliminating further violations.

RBI’s scope of work and budget are provided below to come to a preliminary determination on the feasibility of adjusting the dilution credit and advising on the process to amend the NPDES permit, should it be warranted. A separate scope of work would be provided for subsequent work.
156
Ken Kellogg, City of Mt. Shasta
Proposal—Feasibility of Adjusting Zinc and Copper Dilution Credits November 12, 2025

I. SCOPE OF WORK
According to the NPDES permit, the WWTF was not granted the full amount of dilution credit available in the Sacramento River, and the mixing zone length was limited to 75 feet, because the Central Valley Water Board believed this was necessary to protect aquatic life and comply with state mixing zone policy. State mixing zone policy does not allow a mixing zone to:
1) Compromise the integrity of the entire waterbody,
2) Cause acutely toxic conditions to aquatic life passing through the mixing zone, nor 3) Restrict the passage of aquatic life.

The dilution credits for zinc and copper are for compliance with water quality objectives that the Central Valley Water Board’s Basin Plan indicates are for protection of aquatic life. For zinc, in particular, the permit indicates that the lowest objective of 16 ug/L is to protect against acute toxicity. The NPDES permit limited dilution for zinc to 2.5:1, despite it also stating that 3:1 dilution is available at 75 feet and would provide a zone of passage for aquatic life. Since 2018, the WWTF has maintained at least 22:1 dilution while discharging.

RBI will obtain from the City and review the WWTF’s 2009 mixing zone and dilution study report, the Central Valley Water Board’s findings in the NPDES permit, as well as WWTF and Sacramento River flow data. We will obtain information from the City to understand current WWTF operations and, hence, its ability to maintain higher levels of dilution under low-flow conditions in the Sacramento River. The conditions and underlying assumptions used to derive the current dilution credit will be assessed for their relevance and applicability.

RBI will determine the feasibility and options for adjusting the dilution credit and the work necessary to do so, such as completing another dilution and mixing zone study, preparing a formal technical memorandum/report to support the request, and steps in the regulatory process.

RBI will prepare a meeting handout that summarizes key information from our technical review and analysis. It will provide recommendations on whether the dilution credits and effluent limitations could be adjusted sufficiently to eliminate zinc and copper violations while also being protective of aquatic life, data gaps, and recommended next steps. RBI will lead a meeting with City staff to advise them of our findings and recommendations.

Deliverable – Meeting Handout
II. SCHEDULE
RBI can begin providing professional services associated with the tasks defined herein upon execution of a Professional Services Agreement or written authorization to proceed. 157
Ken Kellogg, City of Mt. Shasta
Proposal—Feasibility of Adjusting Zinc and Copper Dilution Credits November 12, 2025

III. CONTRACT AND BILLING ARRANGEMENT
RBI will complete the scope of work on a time-and-materials basis, with an authorized budget not exceed $10,000 without prior written authorization. RBI will invoice the City monthly according its 2025 fee schedule in Attachment 1 for all work activities completed through December 15, 2025. Beginning December 16, 2025, RBI will invoice the City monthly according to its 2026 rate schedule in Attachment 2.

If you have any questions regarding this proposal, please do not hesitate to contact me at (916) 405-8918. We look forward to assisting the City with this important project.

Sincerely,
Paul Bedore, M.S.

Director of Wastewater and Stormwater Regulatory Services Attachment 1: 2025 Fee Schedule
Attachment 2: 2026 Fee Schedule
158
ATTACHMENT 1
2025 FEE SCHEDULE
Charges for project work performed by Robertson-Bryan, Inc. (RBI) will be calculated and billed at the hourly rates shown below.
♦ Managing Partner $360.00
♦ Partner $352.00
♦ Managing Principal Engineer/Scientist $343.00
♦ Principal Engineer/Scientist $325.00
♦ Resource Director $311.00
♦ Associate $300.00
♦ Senior Engineer/Scientist II $292.00
♦ Senior Engineer/Scientist I $278.00
♦ Project Engineer/Scientist III $254.00
♦ Project Engineer/Scientist II $244.00
♦ Project Engineer/Scientist I $222.00
♦ Staff Engineer/Scientist II $207.00
♦ Staff Engineer/Scientist I $190.00
♦ Technical Analyst $178.00
♦ Graphics/GIS $157.00
♦ Laboratory Compliance Specialist $153.00
♦ Administrative Assistant $118.00
♦ Intern $73.00
Up to ten percent (10%) of subcontractor charges will be added to cover administrative costs.

Hourly rates will be increased by a minimum of fifty percent (50%) for depositions, trials, and hearings. Rates will be adjusted annually. Rates are adjusted annually, effective December 16th.

Invoicing and Payments
Invoices will be issued on a monthly basis for all work performed on a project. Payment is due upon receipt of the invoice.
159
ATTACHMENT 2
2026 FEE SCHEDULE
Charges for project work performed by Robertson-Bryan, Inc. (RBI) will be calculated and billed at the hourly rates shown below.
♦ Managing Partner $371.00
♦ Partner $363.00
♦ Managing Principal Engineer/Scientist $353.00
♦ Principal Engineer/Scientist $335.00
♦ Resource Director $320.00
♦ Associate $309.00
♦ Senior Engineer/Scientist II $301.00
♦ Senior Engineer/Scientist I $286.00
♦ Project Engineer/Scientist III $262.00
♦ Project Engineer/Scientist II $251.00
♦ Project Engineer/Scientist I $229.00
♦ Staff Engineer/Scientist II $213.00
♦ Staff Engineer/Scientist I $196.00
♦ Technical Analyst $183.00
♦ Graphics/GIS $162.00
♦ Laboratory Compliance Specialist $158.00
♦ Administrative Assistant $122.00
♦ Intern $80.00
Up to ten percent (10%) of subcontractor charges will be added to cover administrative costs.

Hourly rates will be increased by a minimum of fifty percent (50%) for depositions, trials, and hearings. Rates will be adjusted annually. Rates are adjusted annually, effective December 16th.

Invoicing and Payments
Invoices will be issued on a monthly basis for all work performed on a project. Payment is due upon receipt of the invoice.
160
1480 Drew Avenue
Suite 100
Davis, CA 95618
530. 753. 6400
[email protected]
www.lwa.com
October 30, 2025
Ken Kellogg
Director of Public Works
City of Mt. Shasta
305 N. Mt. Shasta Blvd
Mt. Shasta, CA 96067
Subject: Zinc Compliance Evaluation Scope of Work
Dear Mr. Kellogg:

As requested, LWA is pleased to provide this scope of work to assist the City of Mt. Shasta (City) in identifying approaches to complying with effluent limits for zinc and preparing a request for a Time Schedule Order (TSO) that includes interim effluent limits and a compliance schedule for zinc based on the City’s inability to comply with the effluent limits in the City’s NPDES Permit as a result of recent changes to its wastewater treatement process. This effort will include reviewing the State’s compliance policy, the City’s historic and current zinc data and other applicable information regarding zinc sources and treatment plant performance. It will also include working with the Regional Board staff to identify compliance pathways.

The Scope of Work, Budget and Schedule presented below describe the anticipated work effort.

Scope of Work
LWA will identify compliance approaches and prepare a Time Schedule Order request letter according to the following tasks:

Task 1. Review Zinc Data and Other Information
LWA will review the City’s zinc data and the requirements of its current NDPES permit. LWA will also review previous efforts to address zinc under the 2012 and 2017 TSOs, the previous dilutions study, and the impacts of recent modifications to the wastewater treatment process. LWA will compare this information to the requirements under Water Code Section 13385(j) to determine the best approach for justifying the need for a TSO or determining if there is another pathway to compliance.

Task 2. Prepare Technical Memorandum Describing Compliance Approaches and Regulatory Strategies Because the City has previously had TSOs for zinc, it is possible that another approach or additional justification will be needed. LWA will evaluate compliance strategies including • Conducting a study to evaluate dilution based on the new treatment plant process including the new diffuser
• Evaluating zinc sources in the influent and feasibility of control strategies • Conducting a metals translator study to evaluate total/dissolved ratios of zinc • Other strategies that may be identified
A technical memorandum will be prepared describing these strategies and will also provide information on the new treatment plant that may be used to justify a TSO for zinc.

Task 3. Meet with Regional Board
161
LWA will assist the City in preparing for and participate in a meeting with the Regional Board to discuss approaches to obtaining a TSO that includes interim limits and a compliance schedule for zinc. This will include discussing the changes in the treatment process and previous work associated with zinc compliance.

Task 4. Prepare TSO Request and Compliance Workplan
Based on input from the Regional Board staff and information obtained in Tasks 1 and 2, LWA will prepare a draft letter providing documentation of the City’s inability to comply with its zinc effluent limit and justification for a TSO as outlined in Section 13385(j) of the California Water Code or justification of another compliance approach if needed. Based on comments from City staff, LWA will finalize the letter and prepare it for submittal to the Regional Board.

Task 5. Project Managment
Under this task, LWA will track budget and project status and coordinate with City staff as needed.

Budget and Schedule
The above tasks will be conducted by LWA on a time and materials basis for a cost not to exceed $28,000 according to our standard billing rates which are attached. An estimated cost breakdown by task is shown below.

It is anticipated that a draft technical memorandum and other documentation that may be needed prior to meeting with Regional Board staff can be prepared within 2 months of a notice to proceed assuming timely review of documents by City staff. The final compliance workplan can be completed within 1 month of a meeting with the Regional Board.

We look forward to working with you on this project. Please feel free to contact me at [email protected] or 530-219-3693 should you have additional questions.

Sincerely,
Betsy Elzufon
Associate Engineer
162
CITY COUNCIL AGENDA ITEM #13
MEETING DATE: November 24, 2025
TO: Mayor and City Council
FROM: Todd Juhasz, City Manager
SUBJECT: Budget Adjustment to Contract Services with Tom Hesseldenz RECOMMENDATION:

Staff recommend that the Council approve a budget adjustment of $11,000 for additional work through the end of the current fiscal year as part of the Castle Street Greenway project.

BACKGROUND:

The City contracted with Tom Hesseldenz, Landscape Architect, in September of 2023 for work on completing the Mount Shasta Boulevard and Chestnut Couplet project and on the Castle Street Greenway project. To complete the remaining narrative and design work for the Castle Street Greenway project and to come current on outstanding charges, for this fiscal year an additional $11,000 in funding is needed. The work to be completed includes:

For the rest of this fiscal year, it is anticipated that an additional 40 hours of work to complete the conceptual grant proposal and the final technical proposal in the spring of 2026. • Preparation of spreadsheet of consultant estimated costs for planning and design • Complete draft conceptual application form, circulate to City and SLT • Prepare/include location map with conceptual application • Prepare full proposal application form
• Include maps of each block and area of project (10 maps) • Provide geospatial files of maps
• Solicit letters of support from local organizations (6 letters) • Obtain non-binding willingness to participate letters from private landowners (12) The work is to be done at a billing rate of $150.00 an hour.

X Regular Session
Special Session
Emergency
Session
Closed Session
163
164
165
166
167
168
RESOLUTION CCR-25-XX

A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF MT. SHASTA
APPROVING BUDGET ADJUSTMENT NUMBER 2025/25-03
APPROPRIATING $6,000 TO BE PAID TO TOM HESSELDENZ TO PROVIDE

LANDSCAPE ARCHITECT SERVICES
WHEREAS, the Mount Shasta residents benefit by having access to green spaces, such as the space created by the ongoing Castle Street Greenway Project; and WHEREAS, the Castle Street Greenway Project requires additional narrative and design work; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mount Shasta that Budget Adjustment No. 2025/2026-03 appropriating $11,000 from the General Fund for narrative and design work is approved.

The foregoing resolution was passed and adopted this 24th day of November by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: November 24, 2025
CITY OF MT. SHASTA:
____________________________
ATTEST: John Redmond, Mayor
_________________________________
Rachel Agron, Deputy City Clerk
169
City of Mt Shasta
Budget Adjustment Request
2025/2026-03
FUND/

DEPARTMENT

ACCOUNT
NUMBER

CURRENT BUDGET ADJUSTMENT
AMOUNT

ADJUSTED
BUDGET
General Fund/ NonOperational 10-740-7100 $0 $11,000 $11,000 NET ADJUSTMENT $ 11,000
JUSTIFICATION:

FUNDING SOURCE:

COUNCIL APPROVAL Required
Not Required

DEPARTMENT APPROVALS
Department Head
Finance Director
City Manager
CITY CLERK I certify that the City Council approved the above resolution incorporating this budget amendment.
24-Nov-25
CCR-25-XX
Budget Adjustment Number:

RESOLUTION NUMBER:

COUNCIL MEETING DATE:

Required to compensate Tom Hesseldenz for narrative and design work on the Castle Street Greenway Project
General Fund
X
170
CITY COUNCIL AGENDA ITEM #14
MEETING DATE: November 24, 2025
TO: Mayor and City Council
FROM: Malisa Dodd, Finance Director
SUBJECT: Library and Enterprise Funds Update
RECOMMENDATION:

Receive Report.

BACKGROUND:

Staff will provide an update on the Library and Enterprise Funds.

X Regular Session
Special Session
Emergency
Session
Closed Session
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
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199
City Council Agenda Item #15
Staff Report
Meeting Date: November 24, 2025
To: Mayor and City Council
From: Malisa Dodd, Finance Director
Subject: City Grant Award Review
Recommendation:

Staff respectfully request Council review the report of grants currently awarded to the City Background & Summary:

The city currently has 13 grant awards totaling $15,000,512 with the largest grant being $8,237,500 for the Water Distribution System Improvements. Work on the Water Distribution System Improvement project has progressed and will continue into the winter months.

Work on Mt Shasta Blvd is expected to be completed by the end of November while Lake St planning continues.

Additional grant work consists of projects for City Hall, the Visitor Center, Senior Snow removal, EV charging and Housing Element planning.

In the coming months we expect to closeout four of the 13 grants with this also being the final year of the senior snow removal grant.

The total amount of grant funds left available to spend as of the date of this report is $11,470,237.

Attachments:

Grant tracking worksheets
X Regular
Consent
Closed
Presentation
200
Grantor CalTrans - DOT - STIP Grant Name STIP- Mt Shasta Blvd Overlay SV to SH Agreement No 5136(009) Term End
Award Amount $294,000 Requested to date $248,381 Award Available $45,619 Contractor Contract/PO Amt PO # Term Date Paid to date Available Pace $46,000 $42,214 $3,786
S.T. Rhoades $212,175 1007 $206,168 $6,007
Total $258,175 $248,381 $9,794
Comments:

Open Act Rec Last report Submitted 8/14/2025
Need to Req $71
Grantor CalTrans - DOT - STIP Grant Name STIP- Lake St Reconstruction Agreement No 5136(010) Term End 6/30/2027
Award Amount $2,105,000 Requested to date $7,000 Award Available $2,098,000 Contractor Contract/PO Amt PO # Term Date Paid to date Available Pace $3,616 $3,616 $0
Green DOT $5,000 1011 - closed $5,000 $0
Total $8,616 $8,616 $0
Comments:

Open Act Rec Last report Submitted 8/14/2025
Need to Req $2,019
Grantor
CalTrans - DOT
Sustainable Communities
Grant Name Lake St Complete Streets
Agreement No 74A1462 Term End 4/30/2026
Award Amount $138,618 Requested to date $124,633 Award Available $13,985 Match Amount $17,959 Match Type Cash Match Funds Gas Tax Contractor Contract/PO Amt PO # Term Date Paid to date Available Green DOT300132 $156,353 1039 6/30/2026 $130,785 $25,568 $0
Total $156,353 $130,785 $25,568
Comments:

Open Act Rec $20,070 Inv-262 Last report Submitted 11/13/2025 Need to Req
Grantor
US DOT - Federal
Highway Administration
Grant Name Safe Streets for All CFDA No.

20.939
Agreement No 693JJ32440683 Term End 6/15/2027
Award Amount $168,000 Requested to date $126,304 Award Available $41,696 Match Amount $42,000 Match Type Cash Match Funds Gas Tax Contractor Contract/PO Amt PO # Term Date Paid to date Available Kimley-Horn $167,761 1000 7/21/2025 $165,747 $2,013
$0
Total $167,761 $165,747 $2,013
Comments:

Open Act Rec $126,305 Inv 59 - 171 Last report Submitted 8/20/2025 Need to Req $7,867
Proposals have been received for the PS&E part of the project. The STIP funding includes $100k through the grant for PS&E. Initial proposals have come in higher than expected and are being further reviewed.

The final public outreach was conducted on November 19th. A Budget modification was requested between expense items and the quarterly progress report has been submitted. This grant is in the closeout phase.

Cotnractor is presenting at the November 24th city council meeing and final reimbursement will be requested by the end of January. This grant is in the closeout phase.

Transportation Grants
The RRFB crosswalk signals have been received after shipping delays and are expected to be installed by the end of November. This will complete this grant.
201
Grantor State Water Board Grant Name Water Distribution System Improvements Agreement No D2302002-4710008-003C Term End 12/31/2026
Award Amount $8,237,500 Requested to date $1,530,057 Award Available $6,707,444 Contractor Contract-TO/PO Amt PO # Term Date Paid to date Available PACE - 25020 $1,447,000 1045 6/30/2026 $435,800 $1,011,200 Timberworks - 29140 $4,183,238 1047 6/30/2026 $1,085,486 $3,097,752 Total $5,630,238 $1,521,286 $4,108,952
Comments:

Open Act Rec $1,186,786 Last report Submitted 11/13/2025 Need to Req
Grantor State Water Board Grant Name Stormwater Management Improvement Proj Agreement No D2419001 Term End 5/31/2026
Award Amount $1,575,000 Requested to date $35,337 Award Available $1,539,663 Contractor Contract/PO Amt PO # Term Date Paid to date Available Progression Engineering $1,244,271 1021 1/21/2027 $142,627 $1,101,644 $0
Total $1,244,271 $142,627 $1,101,644
Comments:

Open Act Rec $30,827 Inv 163 Last report Submitted 8/15/2025 Need to Req $107,290
Grantor Housing and Community Dev Grant Name Senior Snow Removal Program Agreement No 22-CDBG-NH-00017 Term End 7/24/2026
Award Amount $500,000 Requested to date $194,202 Award Available $305,798 Contractor Contract/PO Amt PO # Term Date Paid to date Available Great Northern Services $50,000 $50,000
Wallace Enterprises $58,529 $58,529
MSC Landscape $48,960 $48,960
Total $157,489 $0 $157,489
Comments:

Open Act Rec $10,822 Last report Submitted 10/21/2025
All contracts are in place and ready for the coming snow.

Water - Sewer Grants
Work on McCcloud avenue is 90% complete. Work on side streets in short segments will continue through the winter weather permitting. Discussions are still taking place on a second phase for the project due to savings from phase one.

Preliminary design options are substansiallly complete for Cold Creek and McCloud.

Community Development Block Grants
202
Grantor US - EPA Grant Name BIL - BROWNFIELDS CLEANUP CFDA No.66.818 Agreement No 98T70601 Term End 10/31/2027
Award Amount $707,740 Requested to date $435,688 Award Available $272,052 Contractor Contract-TO/PO Amt PO # Term Date Paid to date Available Siskiyou County Economic Dev $75,239 $75,239
Geocon Consultants $164,973 $164,973
Dept of Toxic Substances $16,198 $16,198
Total $256,410 $0 $256,410
Comments:

Open Act Rec Last report Submitted 8/12/2025
Need to Req $225
Grantor California Dept of Parks and Rec Grant Name Visitor Center/City Hall Plaza/Castle Parklet Agreement No C9801677 Term End 6/30/2028
Award Amount $177,952 Requested to date $29,945 Award Available $148,007 Contractor Contract/PO Amt PO # Term Date Paid to date Available $0
$0
Total $0 $0 $0
Comments:

Open Act Rec $30,663 Inv 8 - 151 Last report Submitted 8/13/2025 Need to Req $718
Grantor Housing and Community Dev Grant Name Housing Element Agreement No 20-LEAP-15053 Term End 12/31/2025
Award Amount $65,000 Requested to date $42,200 Award Available $22,800 Contractor Contract/PO Amt PO # Term Date Paid to date Available PlanWest $20,000 1010 12/31/2025 $5,061 $14,939
$0
Total $20,000 $5,061 $14,939
Comments:

Open Act Rec $2,266 Inv 152 Last report Submitted 8/6/2025 Grantor Communities in Charge Grant Name
Agreement No Term End
Award Amount $26,000 Requested to date Award Available $26,000 Contractor Contract/PO Amt PO # Term Date Paid to date Available $0
$0
Total $0 $0 $0
Comments:

Open Act Rec $220 Inv 150 Last report Submitted
Need to Req $2
Other Grants
Staff met again with Siskiyou Econimic Development to discuss possilbe options on use of the remainder of the funding. Initial plan to use funds for a master plan are being reevaluated.

Landscaping at Visitor Center cost $30,663. Proposal for removal of tree at City Plaza quoted $6,500. Proposal for roof at Visitor Center qoted $12,000. If Chestnut is estimated at $80,000, this leaves $48,790 open. Meeting scheduled with grant manager on December 3rd.

Closeout report needs to be submitted.

This grant was conditionally awarded and grant documents are forethcoming. Staff is working on a redesing and evaluation with Pacific Power 203
Grantor FEMA Grant Name Assistance to Firefighters Grant CFDA No.97.044 Agreement No EMW-2023-FG-00968 Term End 7/14/2026
Award Amount $324,309 Requested to date $236,063 Award Available $88,246 Match Amount $16,215 Match Type Cash Match Funds GF/Others Contractor Contract-TO/PO Amt PO # Term Date Paid to date Available Cascade Fire Equipment $88,500 $86,235 $2,265
AllStar fire Equipment $166,043 $166,043 $0
$0
Total $254,543 $252,278 $2,265
Comments:

Open Act Rec Last report Submitted 7/30/2025
Grantor Housing and Community Dev Grant Name Wildfire Mitigation Agreement No 5GG22131 Term End 3/15/2029
Award Amount $681,393 Requested to date $191,866 Award Available $489,527 Match Amount $20,000 Match Type Trailer Match Funds McConell Found Contractor Contract/PO Amt PO # Term Date Paid to date Available $0
$0
Total $0 $0 $0
Comments:

Open Act Rec Last report Submitted
Fire Grants
Initial purchase of turnout equipment was purchased and received. A grant modification is being pursued to spend the balance of the funds.

An RFP is in the works to award funding for mitigation work. 204
City Council Agenda Item #16
Staff Report
MEETING DATE: November 24, 2025
TO: Honorable Mayor and City Council
FROM: Todd Juhasz, City Manager
PREPARED BY: Kim Fowler, Planning Director
SUBJECT: Adoption of Job Description for Position of Building Inspector-Plans Examiner

RECOMMENDATION
Adopt the job description of Building Inspector-Plans Examiner.

BACKGROUND
The City adopted a Resolution to establish the job position of Building Inspector-Plans Examiner and affirm the hourly wage on November 10, 2025.

The corresponding Job Description was inadvertently excluded from the staff report package.

DISCUSSION
The Building Inspector-Plans Examiner job description is summarized as follows:

Under general direction, performs plan specification review for construction, improvements, remodeling, alteration, and repair plans for compliance with codes, ordinances and regulations; conduct inspections of residential, commercial, or industrial building structures and installations in various states of alteration, construction, and repair; determine that construction, alterations, and repairs are in compliance with City and Uniform Building Codes and ordinances; enforce codes and ordinances; perform basic plan checks; answer questions regarding code enforcement and structural requirements for the public, architects, contractors, and engineers; and perform related work as required.

The job description in its entirety is included as Attachment A.

FISCAL IMPACT
None.

X Regular
Consent
Closed
Presentation
205
2 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 Building Inspector-Plans Examiner Job Description

2. Provide alternate direction to staff.

ATTACHMENTS

1. Attachment A - Building Inspector-Plans Examiner Job Description 206
, 2025
FLSA: Non-Exempt

BUILDING INSPECTOR-PLANS EXAMINER

DEFINITION
Under general direction, performs plan specification review for construction, improvements, remodeling, alteration, and repair plans for compliance with codes, ordinances and regulations; conduct inspections of residential, commercial, or industrial building structures and installations in various states of alteration, construction, and repair; determine that construction, alterations, and repairs are in compliance with City and Uniform Building Codes and ordinances; enforce codes and ordinances; perform basic plan checks; answer questions regarding code enforcement and structural requirements for the public, architects, contractors, and engineers; and perform related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Planning Director. Exercises no direct supervision over staff.

CLASS CHARACTERISTICS
This is the fully experienced working level classification. Incumbents perform the full range of building inspection, basic plan check and code enforcement duties in residential, commercial, and mobile home areas. They are required to possess substantial knowledge of the Uniform Building Code, Plumbing and Mechanical Codes, the National Electrical Code, and Title 25 requirements for mobile home construction. Incumbents are expected to have knowledge of the requisite codes and be completely familiar with City code enforcement procedures and policies.

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.
➢ Receives review and checks building plans for compliance with requirements of national, state, and local codes and ordinances relative to building structure, electrical systems, plumbing, mechanical, fire safety, and energy.
➢ Calculates foundation, stress, square footage, and support requirements for plan checks. ➢ Drafts plan review comments relative to code requirements in a manner that is technically sufficient for the professional and fundamentally understandable by the owner or builder. ➢ Meets with design professional, owners, builders, and others to discuss problem area with submitted projects.
➢ Works with other State and County departments to ensure a complete and accurate plan review. ➢ Identifies project data necessary for permit processing such as project valuations type of construction, use, quantity and type of utilities and machinery, building size and provides that information in an easily understandable format to permit processing staff. ➢ Communicates with field inspectors, permit technicians and other departments to gain additional knowledge on projects that might affect the permit process. ➢ Perform field inspections to determine compliance with applicable codes. ➢ Visit construction sites and assist building inspectors in the field where engineering problems are encountered; advises on engineering matters and technical judgments.

Attachment A
207
Building Inspector-Plans Examiner

➢ Prepares plan review reports, comment sheets, and correspondence noting plan deficiencies and building code enforcement issues; maintains records of plan checking activities. ➢ Refers to a variety of manuals, documents and books including California Codes specific to Building, Plumbing and Mechanical, National Electrical Code, and ICC Research Reports. ➢ Approves, processes, and issues building permits.
➢ Responds to public inquiries over the telephone or at the counter concerning questions regarding permit processing, building, or other construction-related questions; calculates permit fees. ➢ Assists applicants in achieving compliance with various codes and regulations. ➢ Attends meetings to review and discuss plans, documents, and code requirements. ➢ Performs field reviews as necessary.
➢ Conducts field inspections of residential, commercial, or industrial structures in varying states of construction, alteration, or repair.
➢ Interprets applicable codes and ordinances for builders and home owners, ensuring compliance. ➢ Reviews and checks plans and specifications.
➢ Utilizes City computer system to enter and amend permits and fees, as well as inspection data. ➢ Maintains property files and other document retention requirements. ➢ Checks the quality of materials and methods of construction for electrical, plumbing, mechanical, framework, concrete, masonry work, lathing, plastering, tile work, roofing, and etcetera. ➢ Inspects completed work, giving final approval.
➢ Writes correction notices and follows-up to ensure required changes. ➢ Makes building inspections to ensure compliance with zoning laws and health and safety standards. ➢ Makes inspections to determine causes of structural failures. ➢ Interacts with customers at the front counter and over the phone to answer questions. ➢ Issues building permits.
➢ Provides advice on construction procedures and practices. ➢ Reviews grading plans and makes grading inspections.
➢ Inspects City buildings and structures.
➢ Performs other related duties as assigned.

QUALIFICATIONS
Knowledge of:
➢ Practices, tools, equipment, and materials used in the general construction trades. ➢ Accepted safety standards and methods of building construction. ➢ Qualities of various construction materials.
➢ Building and related codes and ordinances enforceable by the City. ➢ Principles of mathematics related to the building trades. ➢ Inspection methods and procedures.
➢ City code enforcement policies.

Ability to:
➢ Perform complex technical plan reviews without immediate supervision. ➢ Apply technical knowledge of building trades work.
➢ Read, interpret, and explain building and construction plans, diagrams, specifications and building code.
➢ Interpret local laws, ordinances, requirements, and regulation related to building inspection activities and operations.
➢ Perform standard building inspection activities.
➢ Understand and apply departmental methods, practices, and procedures. ➢ Make mathematical calculations quickly and accurately. 208
Building Inspector-Plans Examiner

➢ Communicate effectively both orally and in writing.
➢ Provide advice on standard construction methods and requirements. ➢ Prepare clear and concise written reports.
➢ Use tact, discretion, initiative and independent judgement within established guidelines. ➢ Use tact, initiative, prudence, and independent judgment within general policy and legal guidelines in politically sensitive situations.
➢ Establish, maintain, and foster positive, cooperative and effective working relationships with those contacted in the course of work.
➢ Understand and follow complex oral and written instructions. ➢ Establish and maintain accurate logs and records.
➢ Operate modern office equipment including computer equipment and specialized software applications programs.
➢ Communicate in person, over the telephone, and in writing. ➢ Collect, interpret, and analyze construct documentation and data accurately. ➢ Make sound, independent decisions within established policy and procedural guidelines. ➢ Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines. ➢ Principles, practices, and methods of structural and building plan review. ➢ Practices for documenting plan checking procedures, and correcting discrepancies. ➢ Civil engineering principles, techniques, policies, and procedures. ➢ Construction methods, materials, tools, and equipment used for complex residential, commercial, and industrial construction, and principles of structural engineering. ➢ Methods, materials, tools, and safety practices of the building, plumbing, and electrical trades. ➢ Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility, including building, plumbing, electrical, mechanical, life safety, energy, and related codes Building Plans. ➢ Principles of mathematics related to the building plan review and checking, including some knowledge of trigonometry and plain geometry.
➢ Principles and practices of building inspection.
➢ Legal processes and considerations involved in prosecuting violations of the building codes and ordinances.
➢ Modern office practices, methods, and computer equipment and applications related to the work ➢ English usage, grammar, spelling, vocabulary, and punctuation. ➢ Techniques for effectively representing the County in contacts with governmental agencies, community groups, various business, professional, educational, and regulatory organizations, and with property owners, developers, contractors, and the public.
➢ Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and County staff.
➢ Review and check basic building plans for compliance with requirements of national, state, and local codes and ordinances relative to building structure, electrical systems, plumbing, mechanical, fire safety, and energy.
➢ Draft basic plan review comments relative to code requirements in a manner that is technically sufficient for the professional and fundamentally understandable by the owner or builder. ➢ Perform a variety of building inspections, examining workmanship and materials, and enforcing requisite codes and ordinances.
➢ Use and apply a wide scope of inspection methods and techniques. ➢ Detect deviations from laws, regulations, and standard construction practices. ➢ Read, interpret, and explain building plans, specifications, and codes. ➢ Apply technical knowledge of building trades work.
➢ Make mathematical calculations quickly and accurately. ➢ Communicate effectively both orally and in writing.
➢ Provide advice on acceptable construction methods and practices. 209
Building Inspector-Plans Examiner

➢ Enforce regulations with firmness and tact.
➢ Prepare clear and concise reports.
➢ Represent the City Building Inspection functions in a courteous and professional manner. ➢ Establish and maintain cooperative working relationships.

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:

Three (3) years of work experience in building plan checking and design review as well as building inspection experience.

Licenses and Certifications:
➢ Possession of a valid and appropriate driver’s license is required by the State of California, Department of Motor Vehicles, to perform the duties of the position. ➢ ICC Certification as a Plans Examiner must be obtained within one (1) year of employment in this classification.
➢ Maintain professional development and continuing education activities for ongoing certification as required by position(s).

PHYSICAL DEMANDS
Sit for extended periods; frequently stand and walk; ability to walk in uneven terrain and on slippery surfaces; normal manual dexterity and eye-hand coordination; ability to crawl through various areas requiring movement on hands and knees; ability to climb, stoop, crouch, and kneel; lift and move objects weighing up to 50 lbs.; corrected hearing and vision to normal range; verbal communication; use of office equipment, including computer, telephone, calculator, copiers, and FAX; operate an automobile.

ENVIRONMENTAL CONDITIONS
Work is performed in office, outdoor, and driving environments; some assignments performed alone in remote locations; work is performed in varying temperatures; exposure to dust, chemicals, and gases; exposure to electrical currents; continuous contact with staff and the public. 210
CITY COUNCIL AGENDA ITEM #17
MEETING DATE: November 24, 2025
TO: Mayor and City Council
FROM: Ken Kellogg, Public Works Director
SUBJECT: Approval for Purchase of Small Articulated Loader for Sidewalk Snow Removal
RECOMMENDATION:

Staff recommends the Council approve the purchase of a Bobcat L28 Small Articulated Loader with Snowblower Attachment. Total cost is $58,785.95.

BACKGROUND:

The Downtown Snow Removal Ordinance adopted in June of this year stipulated that sidewalks on both sides of Chestnut will have snow removed. And to accomplish the removal of snow in the narrower sections of Chestnut as well as segments of Alma and Castle, an additional piece of equipment would be purchased. The equipment would be depreciated over a ten-year period.

The city went out to bid for an appropriate piece of equipment. We contacted local dealers and advertised through Sourcewell government purchasing We received three quotes. The Bobcat L28 was the lowest priced response and the only one that met all the specifications in the RFP. It is a fair price and will serve the city well.

FINANCIAL IMPACT:

The equipment would be depreciated over a ten-year period.

X Regular Session
Special Session
Emergency
Session
Closed Session
211
Small Articulated Loader Purchase
Background: The City of Mt. Shasta is seeking to purchase a Small Articulated Loader or equivalent for agency use in road and sidewalk maintenance related projects. The primary use will be for snow removal work on sidewalks. Occasional use will be for some minor road and sidewalk repair/reconstruction.

The following are a list of general characteristics desired in the machinery.

Item 1 – Small Articulated Loader
The City of Mt. Shasta plans to use an existing trailer to move the vehicle so the maximum weight for the excavator is 5,000 pounds. Additionally, the City desires a machine that can operate a hydraulically driven snow blower attachment. Machine shall be equipped with a front bucket between 48” and 50” in width. It shall have an enclosed cab with a heater.

Small Articulated Loader Basic Requirements – Bobcat L28 or equivalent, Case SL15 or equivalent.

A. Engine horsepower shall be no less than 24 hp
B. Tier 4 diesel engine
C. Fuel Tank Capacity should be at least 5 gallons
D. Hydraulic system, minimum flow of 12 gpm and 2900 psi.

E. Maximum height to top of cab = 80”
F. Maximum width (outside of tread) =48”
G. Minimum travel speed of 8 mph
H. Minimum ground clearance = 5”
I. Minimum tipping load of 3000#
J. Maximum length without attachment = 98”
K. Back up alarm
L. Rotating Flashing Beacon
M. Road lights & Tail lights
N. Auxiliary hydraulics
O. Exterior Mirrors
P. Hydraulic Quick Connect for tool changes
Warranty and Service
Equipment supplied under this order shall be under warranty where applicable to be free of such defects in workmanship as appears under normal use, service, operation, and when owned by the original purchaser. This shall include all optional equipment required to be warrantied be seller with same period as offered with machine or greater.

A. Minimum Warranty Period: One (1) year after the City has accepted equipment or materials at F.O.B. destination. A copy of such warranty shall be delivered with machine.

B. A copy of Manufacturer’s warranty or other certification showing the use of Bio-fuels is acceptable and covered under warranty.
212
Small Articulated Loader Purchase
Delivery and Setup
Equipment shall be FOB to Mt. Shasta Ca. 1536 S. Mt. Shasta Blvd., 96067. Please include all costs for shipping, setup, and orientation for City personnel in your price quote.

Quote Submission
The City is requesting price quotes of the base model machine with itemized pricing for optional equipment you recommend for the type of work described above. Submit specifications of the proposed make and model of machine with the price quote so the City can determine if the machine will meet the their needs.

The City of Mt. Shasta is registered with Sourcewell with Account #76432 The specification sheet should identify the capabilities/attributes of each machine quoted describing the following features:
• Engine
• Powertrain/Transmission
• Hydraulic System
• Undercarriage
• Operators Station
• Bucket
• Work Tool Options
• Serviceability
• Minimum Service Fill Capacities
• Owning And Operating Costs
• Additional Features
Additionally, the City is interested in obtaining and evaluating maintenance requirements of the machine. Please provide information on the authorized dealer/vendor who will perform warranty work and OEM work in the foreseeable future. Information about the availability and reliability of this type of work close to Mt. Shasta, California is a factor in selection of the machine.

A. Offeror shall submit the following information:

B. Response to Evaluation Factors:
(1.) Small articulated loader description:
i. Manufacturer’s model specification sheet and include all optional equipment or features.

1. Mark clearly all features and options being supplied under this submittal. Strike out all other data.
ii. Technical capability of the small articulated loader (basic characteristics, engine performance, hydraulic system, operator station, work tool options and serviceability)
iii. Quality of the machine based on industry reports of reliability, repair costs and warranty.
(2.) Availability of maintenance/repair work close to Mt. Shasta, California within a reasonable time.
213
Small Articulated Loader Purchase
Quote Evaluation
The evaluation factors are price, past performance, special requirements of the equipment for effective performance, warranty considerations, maintenance availability, environmental and energy efficiency considerations and delivery terms. The city may make a tradeoff amongst these factors to obtain the best value. The effectiveness of the equipment is the most important factor. 214
Ship To Kubota Dealer Bill To
City of Mt Shasta
Ken Kellogg
CA
Home: (530) 926-7526
Nor Cal Tractor & Equipment
2540 Gateway Dr
Anderson, CA 96007
Shawn Hall
Phone: (530) 221-6800
Email:
[email protected]
City of Mt Shasta
Ken Kellogg
CA
Home: (530) 926-7526
R430R3 - WHEEL LOADER W/ ROPS/FOPS CAB
Description Manufacturer Model # Qty MSRP Price Each Total WHEEL LOADER W/ ROPS/FOPS CAB Kubota R430R3 1 $66,257.00 $66,257.00 $66,257.00 62" QUICK ATTACH GENERAL PURPOSE BUCKET 0.5

CUBIC YARDS
Kubota K9163A 1 $2,206.00 $2,206.00 $2,206.00
MECHANICAL SKIDSTEER STYLE QUICK COUPLER Kubota K9715 1 $2,207.00 $2,207.00 $2,207.00 R430 QUICK ATTACH COUNTERWEIGHT Kubota K9931B 1 $4,199.00 $4,199.00 $4,199.00 WORKING LIGHT (LED) Kubota K9731 1 $270.00 $270.00 $270.00 3" SEATBELT KIT Kubota K9943A 1 $110.00 $110.00 $110.00 Cash Details
Equipment Total $75,249.00
Pre Delivery Inspection/Assembly $540.00
Factory Freight $1,450.00
Document Fee $70.00
CALIFORNIA TIRE FEE $7.00
Cash Incentives ($6,862.71)
Tax (7.75%) $5,460.13
Cash Sale Price $75,913.42
Quote Page 1 of
Quote Number: 938479
Effective Date: 10/01/2025
Valid Through: 10/31/2025
Kubota Disclaimer
Sales quote can only be provided by a participating Kubota dealer. Only Kubota and Kubota performance-matched Allied equipment are eligible. Inclusion of ineligible equipment may result in a higher blended APR. Stand Alone Kubota or Allied implements and attachments/accessories are subject to stand alone programs. Financing is available through Kubota Credit Corporation, U.S.A.; subject to credit approval. Program eligibility requirements are subject to change without notice and may be withdrawn without notice. Some exceptions apply. See dealer or go to KubotaUSA.com for more information. 215
R Series R430R3
* * * EQUIPMENT IN STANDARD MACHINE * * *
ENGINE
D1803‐CR‐TIE4‐WL5 Tier 4 Kubota Diesel Engine
3 Cylinder, 4 Cycle

44.5. Net HP @ 2600 rpm (SAE J1349)
Features:

Turbocharged
5 Second Pre Heat System
Auto Air Bleed Fuel System
E‐TVCS ‐ Low Emissions Design
SAMPLE R430R1 LOADER:

EQUIPPED WITH:

K9716 Hydraulic Quick Coupler
K9163A General Purpose Bucket 0.5 cu yd
K9931A ‐ 1,500 lbs Counter Weight
DIMENSIONS:

Operating Weight 7,758 lbs
Overall Length (w/Bucket & Weight) 171.0"
Overall Height (W/ 2 ‐ Post ROPS/FOPS) 99"
Overall Width (w/o Bucket) 60"
SAMPLE R430R1 LOADER & BACKHOE:

EQUIPPED WITH:

K9715 Mechanical Quick Coupler
K9163A General Purpose Bucket 0.5 cu yd
RBK4009SA 9' Maximum Digging Depth Backhoe
K7861A 18 inch Backhoe Bucket
DIMENSIONS:

Operating Weight 9,363 lbs
Overall Length (w/Bucket & Weight) 187.8"
Overall Height (W/ 2 ‐ Post ROPS/FOPS) 99"
Overall Width (w/o Bucket) 60"

FEATURES
One Speed Transmission
Push Button Travel Speed Limiter Switch in Loader Lever "LST"‐ Load Sensing Transmission
Articulated Steering, Frame Oscillation
Quick Attaching System Front and Rear, Standard
Weight Adjustable Suspension Seat, Standard
Limited Slip Differential (Front), Standard
BASIC UNITS
R430R1 with:
2‐Post ROPS/FOPS
Limited Slip Differential
without:

Quick Coupler
Buckets
Rear Counter Weight
OPERATIONAL DIMENSIONS
Bucket Capacity (SAE J742) 0.5 cu yd
Tipping Load Straight w/Bucket
and 1,500 Ibs Counter Weight
(SAE Rating) 5,335 lbs
Tipping Load Straight w/Pallet Forks
and 1,500 Ibs Counter Weight
(SAE Rating) 3,008 lbs
Hinge Pin Height 9' 2"
Dump Height at Fully Raised Position 7' 2"
Maximum Dump Angle 44º
Reach Fully Raised at
Maximum Dump Angle 33"
Loader Bucket Breakout Force 5215 lbs
Steering Angle (each way) 40º
Frame Oscillation Angle (Total) 8º
Standard Tire Size (Bridgestone) 12.5/70‐16 8 ply
Draw Bar Pull 5,485 lbs
Auxiliary Hydraulic Flow 11.1 GPM
216
Orange Protection
It is a true Kubota warranty ‐ an extension of the basic warranty. Backed by the manufacturer.

There is no deductible.

Orange Protection can be financed with the sale of the machine.

Repairs are performed by an Authorized Kubota dealer who will use genuine Kubota parts.

Orange Protection is transferable.

You get comprehensive machine coverage which means peace of mind and protection on your investment.

KTAC
Benefits of a Term Policy through KTAC*:

1. Meets the insurance requirement for Kubota Credit Corporation, U.S.A

2. Original Sales Price Protection for the first 60 months (plus taxes and fees)

3. Lockedin rate for the term of the contract

4. Premium included with retail contract payment

5. Low $250 deductible per occurrence

6. Dedicated claims service
*This is a summary of the Kubota‐Endorsed Property Damage Insurance. This information is not a complete description of all terms, conditions, and exclusions applicable. Actual coverage is subject to the language of the policy issued. This policy is underwritten and issued by Ohio Indemnity Company. Policy is offered and valid only to residents located in the fifty states of the United States of America. Policy is not available for U.S. districts and territories, Canada, or Mexico. 217
218
219
220
Bobcat L28
Engine
Emissions Tier (EPA) Tier 4
Engine Cooling Liquid
Engine Fuel Diesel
Horsepower 24.8 hp
Turbocharged Engine □
Engine Model D1305- E4B- BC-1
Engine Make Kubota
Cooling System 22.26 l
Gross HP 24.8 hp
Net HP 23.7 hp
Number of Cylinders 3
Displacement 77 in³
Maximum Governed RPM 2,720 rpm
Torque (SAE NET) 57.5 ft·lbf
Torque RPM 1,700 rpm
Starter Horsepower 2.7 hp
Performance
Rated Operating Capacity Straight (ISO) 1,534 lb
Rated Operating Capacity Art. (ISO) 1,222 lb
ROC with Counterweight Option Straight 1952 lb
ROC with Counterweight Option Art. 1475 lb
Tipping Load Straight 3068 lb
Tipping Load Art. 2444 lb
Operating Weight 4195 lb
Travel Speed 8.3 mph
Travel Speed - High 9.8 mph
Bucket Breakout Force 3,115 lbf
Lift Breakout Force (ISO) 2,515 lbf
Capacities
Fuel Tank 9.6 gal
Engine Oil with Filter 4 qt_liq_us
Hydraulic Reservoir 2.7 gal
Hyd System Capacity 5.5 gal
Hydraulic System
System Relief @ Quick Couplers 2,900 psi
Auxiliary Std Flow 12.1 gal/ min
Pump Capacity 12.1 gal/ min
Raise Lift Arm 2.6 s
Lower Lift Arm 2.2 s
Bucket Dump 1.8 s
Bucket Rollback 1.4 s
Telescope Extend Time 5.5 s
Telescope Retract Time 3.4 s
Drive System
Drive Type Hydrostatic drive with 4 individual drive motors Wheel Bolts - Quantity 5
Wheel Bolts - Size 14mm
General
Contract Codes Articulated Loaders
First Year of Production 2020
04/09/2024
221

Controls
Vehicle Steering Steering Wheel
Auxiliary Hydraulics Type Finger Tip Control
Dimension
Length 122.4 in
Length without Attachment 93.2 in
Length with Standard Bucket 122.4 in
Width (over tires) 46.5 in
Width (with bucket) 50 in
Height with Operator Cab 78.1 in
Height to Bucket Hinge Pin Ext 104.3 in
Height to Bucket Hinge Pin Ret 85.4 in
Max Reach 30.9 in
Turning Radius Inside 78.2 in
Turning Radius Outside 100.9 in
Wheelbase 47.2 in
Articulation Angle 43°
Dump Angle @ Maximum Height 40°
Ground Clearance 5.5 in
Operating Height 10.19 ft
Max Dump Height 7.01 ft
Angle of Departure 23°
Rollback Angle 32°
Tire Size 23X10.5-12, 8 PLY
Wheel Tread 36.4 in
Features
Air Conditioning
□
Adjustable Seat
■
Backup Alarm
■
BICS System (Interlock)
■
Cab Enclosure
×
Cab Heater
×
Operating Lights
×
Rear Window
×
Lift- Arm Support
■
Two Speed Travel
□
Deluxe Instrumentation
□
Hydraulic Bucket Positioning
■
Auxiliary Hydraulics
■
Spark Arrestor Muffler
■
Bob- Tach Attachment System *
■
Horn
■
Front and Rear Work Lights
■
Rotating Flashing Beacon
×
Turn Signals
×
Tires- Ply Rating8
Heavy- Duty Float Tires
×
Cup Holder
■
Compatible Attachments
Utility Fork - Loaders and Toolcat
Utility Fork, 5 Teeth - 36"
■
Utility Fork, 7 Teeth - 54"
■
Grapple, Utility - Loaders and Toolcat
Grapple, GP - 32"
■
04/09/2024
222

Grapple, Utility - 32"
■
Grapple, Industrial
Grapple, Industrial - 36"
■
Grapple, Industrial Bucket - 36"
■
Grapple, Industrial Bucket - 48"
■
Pallet Fork

2.5K Standard Duty Pallet Fork Frame
■
Pallet Fork Frame- MT
■
Angle Broom
52" Angle Broom
■
64" Angle Broom
■
Grapple, Root
Grapple, Root - 36"
■
Grapple, Root - 36"
■
Grapple, Root - 48"
■
Auger
Auger - 10
■
Auger - 12PH
■
Auger - 14PH
■
Bucket, Dirt - Loaders
Dirt Bucket - 44"
■
Bucket, General Purpose - Loaders
General Purpose Bucket - 44"
■
General Purpose Bucket, 463 - 50"
■
Boring Unit
Boring Unit
■
Brushcat Rotary Cutter
Brushcat 44" (30cc)
■
Brushcat 54" (35cc)
■
Bucket, Standard- Duty
44" GPX Bucket
■
44" GPX Bucket CII
■
44" Light Material Bucket
■
50" GPX Bucket
■
54" Light Material Bucket
■
Bucket, SAL Utility
MI BUCKET 44 SAL UTILITY
■
MI BUCKET 54 SAL UTILITY
■
MI BUCKET 60 SAL UTILITY
■
Digger
Digger , 12S
■
Dumping Hopper
Dumping Hopper, Model 10
■
Breaker
Breaker, Nail Point - HB680
■
Landplane
Landplane, Deluxe - 48"
■
Nitrogen Breaker
MI Breaker NB140
■
Snow Pusher
Snow Pusher Pro - 96"
■
Snow Blade
Snow Blade - 60"
■
Snow V- Blade
Snow V- Blade, 7 Pin - 60"
■
Snowblower
04/09/2024
223

SB26x48 ■
SB26x56 ■
Soil Conditioner
Soil Conditioner, Manual - 48" ■
Stump Grinder
Stump Grinder, SG 30 ■
Sweeper
44" Sweeper Bucket ■
54" Sweeper Bucket ■
Tiller
Rotary Tiller - 40" ■
Trencher
Trencher, LT112 ■
Trencher, LT113 ■
Vibratory Plow
Vibratory Plow, VP12 ■
Log Grapple
Log Grapple, 56" ■
Certain specification(s) are based on engineering calculations and are not actual measurements. Specification(s) are provided for comparison purposes only and are subject to change without notice. Specification(s) for your individual equipment will vary based on normal variations in design, manufacturing, operating conditions, and other factors. 04/09/2024
224

RESOLUTION CCR-25-XX

A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF MT. SHASTA
APPROVING BUDGET ADJUSTMENT NUMBER 2025/25-04
APPROPRIATING $58,785.95 FOR THE PURCHASE OF A SMALL

ARTICULATED LOADER
WHEREAS, it is imperative that Mount Shasta’s roads be kept safe and passable during winter conditions; and
WHEREAS, the City has solicited bids, and received bids from several equipment dealers; and
WHEREAS, the staff has identified a small articulated loader that meets all equipment specifications;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mount Shasta that Budget Adjustment No. 2025/2026-04 appropriating $58,785.95 for the purchase of a small articulated loader is approved.

The foregoing resolution was passed and adopted this 24th day of November by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED: November 24, 2025
CITY OF MT. SHASTA:
____________________________
ATTEST: John Redmond, Mayor
_________________________________
Rachel Agron, Deputy City Clerk
225
City of Mt Shasta
Budget Adjustment Request
2025/2026-04
FUND/

DEPARTMENT

ACCOUNT
NUMBER

CURRENT BUDGET ADJUSTMENT
AMOUNT

ADJUSTED
BUDGET
General Fund/ Snow
Removal 10-890-8810 $0 $58,785 $58,785
NET ADJUSTMENT $58,785
JUSTIFICATION:

FUNDING SOURCE:

COUNCIL APPROVAL Required
Not Required

DEPARTMENT APPROVALS
Department Head
Finance Director
City Manager
CITY CLERK I certify that the City Council approved the above resolution incorporating this budget amendment.
24-Nov-25

CCR-XX-XX
Budget Adjustment Number:

RESOLUTION NUMBER:

COUNCIL MEETING DATE:

Equipment needed to clear snow from sidewalks on Chestnut St as stipulated in ordinance.

General Fund
X
226