Agenda packet — Mount Shasta City Council, December 15, 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 Special Meeting Amended Agenda
Mt. Shasta City Park Upper Lodge, 1315 Nixon Rd.

Monday, De cem be r 15, 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 24, 2025 regular meeting b. Approval of Disbursements: Accounts Payable 11/24/2025 and 12/3/2025; Total Gross Payroll and Taxes: For the Periods Ending 11/26/25 and 12/11/2025 c. Police Department Monthly Report
d. Approval of Job Descriptions: Fire Captain and Firefighter e. Police K-9 Retirement

8. Sisson Museum Presentation and Donation
Background: In November 2024, the City Council voted to approve a donation of $5,000 to the Sisson Museum. Jean Nels, Executive Director of the Sisson Museum, will be providing a presentation and requesting a $5,000 donation on behalf of the Museum for 2025.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Receive presentation and vote regarding Museum donation

9. Safety Action Plan Presentation
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

10. Approval of Contract with Kimley-Horn for Lake Street PS&E Background: In October, the City issued a Request For Quotes for the reconstruction of Lake Street. The most highly qualified response is from Kimley-Horn with a negotiated revised cost proposal of $349,325 to be funded by a combination of State Transportation Improvement Program funding and gas tax funds.

Report By: Ken Kellogg, Public Works Director
Recommended Council Action: Staff recommends that the Council approve a contract with KimleyHorn for Plans, Specifications, Construction Estimate and Contract Package for the Reconstruction of Lake Street.

Page 7 ends

Page 65 ends

Page 66 ends

Page 175 ends

11. Fire Engineer Side Letter
Background: On November 10, the Council voted to approve the creation of the position of Fire Engineer. The position must now be integrated into the City’s MOU with the Teamsters Local 137 union.

Report By: Cory Burns, Fire Chief
Recommended Council Action: Approve the Fire Engineer side letter

12. Contract Extension: WBC Campaigns
Background: WBC Campaigns’ current contract with the City of Mt Shasta expires at the end of December 2025.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Approve the continuation of WBC Campaigns’ work to help ensure that the City is able to pass a tax measure in support of public safety.

13. Discussion and possible action to set a hearing to revoke the business license of Summit View Inn for repeated disregard for the provision of Municipal Code Chapter 5.12 Background: The Summit View Inn (formerly the LOGE) is in arears again on its Transient Occupancy Tax payments.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Approve scheduling a public hearing for the first City Council meeting in January to consider the revocation of Summit View Inn’s business license.

14. Budget Adjustment: Hiring Bonus
Background: The City has fallen behind in annually approving its hiring bonus structure. Approval is needed to process hiring bonuses for three members of staff.

Report By: Malisa Dodd, Finance Director
Recommended Council Action: Authorize the hiring bonus structure and budget adjustment for Fiscal Year 25-26.

15. Election of New Mayor
Background: With 2025 coming to a close, it is now time for the Council to elect a new Mayor.

Report By: Todd Juhasz, City Manager
Recommended Council Action: Elect a member of the Council as Mayor for 2026.

Page 220 ends

Page 223 ends

Page 232 ends

Page 233 ends

CITY COUNCIL/STAFF REPORTING PERIOD

16. Council Reports on Attendance at Appointed/Outside Meetings

17. Future Agenda Items (Appearing on the agenda within 60-90 days): None a. Master Fee Schedule Review
b. Senior Snow Removal Program
c. Combination of Wastewater and Drainage Funds
Future Agenda Items Over 90 Days: None

18. 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……………………………………………………………………..……7
Approval of Minutes: November 24, 2025 Regular Meeting…………….....………………7 Disbursements:

Staff Report………………………………………….……………………13
Check Registers……………………………………………………………14
Payroll 11/24/2025…………………………………………………………17
Payroll 12/3/2025……….…………………………………………………18
Taxes 11/26/2025………………………………………………………......19
Taxes 12/11/2025…………………………………………………………...21
Police Department Monthly Report………………………………………………….. 23 Approval of Job Descriptions:

Staff Report………………………………………………………………..33
Firefighter Job Description……………………………………………….....34
Fire Captain Job Description………..…………………………………….....38
Authorized Positions………………………………………………………..42
Memorandum of Understanding……………………………………………...44
K-9 Retirement…………………………………………………………………......62
Staff Report………………………………………………………………..62
Declaration of Surplus…………………………………………………..….63
Sisson Museum Presentation and Donation………………………………………….….65 Safety Action Plan Presentation………………………………………………………...66 Draft Safety Action Plan…………………………………………………………...66
Approval of Contract with Kimley-Horn for Lake Steet PS&E………………………175 Staff Report………………………………………………………………….……175
Scope of Services……..………..……………………………..……………….….176
Qualifications…………………………………………………………………....184
Cost Proposal…………………….…………………………………………...….183
Fire Engineer Side Letter…………………………………………………………....... 220 Staff Report……………………………………………………………..….....….220
Side Letter……………………………………………………………………..…221
Contract Extension: WBC Campaigns…….…………………………………………..223 Staff Report……………………………………………………………………... 223
Scope of Services……………………………………………………………….…225
Summit View Inn Revocation of Business License.……………………………………232 Staff Report…………………………………………………………………...…232
Budget Adjustment: Hiring Bonus………………………………………………….…233 Staff Report…………………………………………………………………..….233
Resolution………………………………………………………………………..234
Budget Adjustment……………..……………………………………………….…236
Resolution CCR-22-16: Establishing Hiring Bonuses……………………………....…..237 Page Item STANDING AGENDA ITEMS

1. Call to Order and Flag Salute: At the hour of 5:30pm, 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:

Roslyn McCoy – Comments regarding budget, audio quality of meeting recordings Terez Swensen – Comments regarding Roseburg property
Arrea – Thanks Councilmember Collings for appearing at Yes to Expedite Affordable Housing event Afa – Thanks Councilmember Collings for appearing at Yes to Expedite Affordable Housing event, invites Council and public to attend future events

5. Council and Staff Comments
Todd Juhasz, City Manager – Comments regarding development effort at the Landing, possible Spring Hill area development, possible formation of community facilities district, public workshop on Lake Street Active Transportation Improvements Project
Malisa Dodd, Finance Director – Comments regarding Sisson Museum request for support, utility bill due dates
Collings – Comments regarding budget constraints and microphones, City newsletter, advertising costs, development effort at the Landing, income-qualified housing Glaubman – Invites public to comment on draft Lake Street For All Plan Mt. Shasta City Council Regular Meeting Minutes
Mt. Shasta City Park Upper Lodge, 1315 Nixon Rd.

Monday, N ov em be r 24, 2025, 5:30 p.m.
7 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 – Comments regarding DEAC and Library Ad Hoc Committee meeting cancellations

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
MOTION TO APPROVE:

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

8. Presentation by Siskiyou Outdoor Recreation Alliance Todd Juhasz, City Manager – Introduces Justi Hansen, Siskiyou Outdoor Recreation Alliance Justi Hansen – Provides presentation on Siskiyou Outdoor Recreation Alliance activity 8 9. Public Hearing: Presentation by Great Northern Services (Brandy Caporaso) Todd Juhasz, City Manager – Introduces Brandy Caporaso, Great Northern Services Brandy Caporaso, Community Development Manager – Provides presentation on Community Development Block Grant Notice of Funding Availability and project eligibility, answers Council questions Public Comment:

Roslyn McCoy – Requests bill assistance as future project Terez Swenson – Comments regarding project eligibility
Council Comment
Glaubman – Asks question regarding Senior Snow Removal Program

10. Presentation by Kimley-Horn: Draft Safety Action Plan Todd Juhasz, City Manager – Requests postponement of item MOTION: Stackfleth moves to reschedule this agenda item to December 15 SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None

11. Mobile Home Parks Rent Stabilization
Kim Fowler, Planning Director – Reports on mobile home park rent increases, requests direction from Council
Todd Juhasz, City Manager – Comments regarding state rent control regulations Staff answers Council questions.
9 12. Approval of Contract with Robertson-Bryan to Study Adjustment of Wastewater Treatment Plant Zinc Limits
Ken Kellogg, Public Works Director – Comments regarding wastewater treatment plant zinc discharge requirements
Todd Juhasa, City Manager – Comments regarding permit terms Staff answers Council questions.

Public Comment:

Johanna Altorfer – Comments regarding water quality notifications, asks question regarding zinc levels Roslyn McCoy – Comments regarding engineers of new treatment plant Council Comment:

Stackfleth – Asks question regarding contract with engineer of wastewater treatment plant Collings – Comments regarding zinc levels
Glaubman – Asks question regarding discharge permit
Stackfleth – Comments regarding contract with engineer of wastewater treatment plant MOTION: Stackfleth moves to approve a contract with Robertson-Bryan for determining the feasibility of adjusting the dilution credits and effluent limitations of copper and zinc for the City’s wastewater treatment plant NPDES permit
SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None
10 13. Budget Adjustment: Contract Services for Castle Street Greenway Project Todd Juhasz, City Manager – Comments regarding remaining work on Castle Street Greenway Project Public Comment:

Johanna Altorfer – Comments in opposition to Castle Street Greenway Project Roselyn McCoy – Comments in opposition to Castle Street Greenway Project Council Comment
Stackfleth – Asks clarifying question
Glaubman – Asks question regarding maintenance of greenway Collings – Asks clarifying question
MOTION: Stackfleth moves to approve Resolution CCR-25-29, A Resolution Of The City Council Of The City Council Of The City Of Mount Shasta For The Budget Adjustment Number 2025/25-03 Appropriating $11,000 To Be Paid To Tom Hesseldenz To Provide Landscape Architecture Services SECOND: Clure
AYES: Clure, Stackfleth, Redmond
NAYES: Glaubman, Collings
ABSENT: None
ABSTAIN: None

14. Library and Enterprise Funds: Fiscal Year 2024/25 Year End Reporting Update Malisa Dodd, Finance Director – Provides status report on Library Fund and Enterprise Fund, answers Council questions
Public Comment:

Roslyn McCoy – Asks clarifying question
Council Comment
Collings – Thanks staff for providing update
Clure – Comments regarding fund structure
Stackfleth – Comments regarding use of funds

15. Review of Grant Funds
Malisa Dodd, Finance Director – Provides status update of ongoing grant projects and grant funds, answers Council questions
11 16. Approval of Job Description: Building Inspector-Plans Examiner Kim Fowler, Planning Director – Comments regarding job description for Building Inspector-Plans Examiner
MOTION: Glaubman moves to adopt the job description provided in Attachment A for the position of Building Inspector and Plans Examiner
SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None

17. Approval to Purchase Small Articulated Loader
Ken Kellogg, Public Works Director – Comments regarding snow removal equipment needed in light of new snow removal ordinance
Staff answers Council questions.

MOTION: Stackfleth moves to approve Resolution CCR-25-30, A Resolution Of The City Council Of The City Of Mount Shasta Approving Budget Adjustment Number 2025/25-04 Appropriating $58,785.95 For The Purchase Of A Small Articulated Loader SECOND: Clure
AYES: Clure, Collings, Stackfleth, Glaubman, Redmond
NAYES: None
ABSENT: None
ABSTAIN: None

CITY COUNCIL/STAFF REPORTING PERIOD

18. Council Reports on Attendance at Appointed/Outside Meetings Stackfleth – Reports on Collier Interpretive Center meeting and future meeting schedule

19. Future Agenda Items (Appearing on the agenda within 60-90 days): None a. Master Fee Schedule Review
b. Senior Snow Removal Program Application
c. Combination of Wastewater and Drainage funds
Future Agenda Items Over 90 Days: None

20. Adjourn: There being no further business, the meeting was adjourned at 8:08pm Respectfully Submitted By: Rachel Agron, Deputy City Clerk 12 City Council Agenda Item #7b
Staff Report
Meeting Date: December 15, 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 $831,248.14 Background & Summary:

Approval of Check Numbers 54440-54547 $ 530,409.10
Total Payroll Distribution $ 170,678.97
Total EFTPS – CalPERS, Nationwide, child support $ 54,076.58 Total Payroll EFTPS Taxes $ 76,083.49
$ 831,248.14
Financial Impacts:

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

Attachments:

1.) Check Registers – 11/24/25, 12/3/25

2.) ACH Payroll Distribution – 11/26/25, 12/11/25

3.) EFTPS Reports – Payroll/CalPERS – 11/26/25, 12/11/25 Regular
x Consent
Closed
Presentation
13 Accounts Payable
User:

Printed:
[email protected]
12/10/2025 7:49 AM
Checks by Date - Summary by Check Number
Check No Vendor No Vendor Name Check Date Check Amount
54440 15194 22ND AVENUE ENTERTAINMENT LOGISTICS 11/24/2025 1,500.00 54441 10229 AMAZON CAPITAL SERVICES 11/24/2025 118.31
54442 10338 APEX TECHNOLOGY MANAGEMENT 11/24/2025 54,280.50 54443 10404 AT&T 11/24/2025 558.84
54444 10402 AT&T MOBILITY FIRSTNET 11/24/2025 1,639.23
54445 11156 YOLANDE DIEDRE BELL 11/24/2025 456.96
54446 12200 CALIFORNIA SAFETY COMPANY 11/24/2025 225.00 54447 13059 DAY MANAGEMENT CORP DAY WIRELESS SYSTEMS 11/24/2025 340.00 54448 13251 DEVELOPMENT COMPLIANCE SOLUTIONS 11/24/2025 4,240.00 54449 14140 DON ERICKSON OIL INC 11/24/2025 325.60
54450 13224 DRY CREEK LANDFILL INC 11/24/2025 33,325.97 54451 14060 EMPLOYMENT DEVELOPMENT DEPT. 11/24/2025 392.00 54452 14178 ESRI INC 11/24/2025 7,350.00
54453 300104 EXPRESS SERVICES INC 11/24/2025 2,992.52
54454 15030 FERGUSON ENTERPRISES, INC. #1423 11/24/2025 10,128.97 54455 15221 FRIENDS OF THE MT SHASTA LIBRARY11/24/2025 11,624.00 54456 16032 GCS ENVIRONMENTAL EQUIP SERV 11/24/2025 1,395.45 54457 300139 The Good Year Tire & Rubber Company 11/24/2025 2,268.42 54458 16180 GREAT NORTHERN CORPORATION 11/24/2025 3,478.57 54459 300132 Green DOT Transportation Solutions 11/24/2025 14,791.94 54460 17000 HACH COMPANY 11/24/2025 112.71
54461 17100 HEATON STEEL & SUPPLY 11/24/2025 149.27
54462 18063 INTERSTATE BATTERY 11/24/2025 56.32
54463 22140 KENNY & NORINE 11/24/2025 3,934.00
54464 300107 Laboratory Corporation of American Holdings11/24/2025 54.00 54465 22071 MENDES SUPPLY COMPANY 11/24/2025 1,888.78
54466 22059 MERCY MEDICAL CENTER - CASHIER 11/24/2025 42.00 54467 22200 MT. SHASTA CHAMBER OF COMMERCE11/24/2025 6,250.00 54468 22298 MT. SHASTA HIGH SCHOOL 11/24/2025 15,899.00 54469 22343 MT. SHASTA POINT S TIRE & AUTO 11/24/2025 125.00 54470 300224 N & S TRACTOR 11/24/2025 1,809.46
54471 28120 NAPA AUTO PARTS 11/24/2025 646.88
54472 24000 OFFICE DEPOT 11/24/2025 108.86
54473 300228 OWEN EQUIPMENT 11/24/2025 3,836.28
54474 11140 PACE ANALYTICAL SERVICES LLC 11/24/2025 1,479.60 54475 25020 PACE ENGINEERING INC 11/24/2025 43,150.00
54476 25198 CHARLES W PILLON 11/24/2025 1,531.25
54477 300204 PROGRESSION ENGINEERING 11/24/2025 14,725.00 54478 27023 RAMSHAW'S TOWING INC 11/24/2025 110.00
54479 27040 RAY-MAC MECHANICAL INC 11/24/2025 350.15
54480 27078 RIVERVIEW INTERNATIONAL 11/24/2025 2,715.95 54481 28372 SISKIYOU COUNTY ECONOMIC DEVELOPMENT COUNCIL 11/24/2025 13,229.70 54482 28380 SISKIYOU COUNTY PUBLIC HEALTH 11/24/2025 138.00 54483 28560 SISKIYOU OPPORTUNITY CENTER 11/24/2025 205.00 54484 28640 SOUSA READY MIX LLC 11/24/2025 1,055.51
54485 28660 SPRINGBROOK HOLDING COMPANY 11/24/2025 9,349.30 54486 28740 STATE OF CALIFORNIA DEPARTMENT OF JUSTICE 11/24/2025 438.00 AP Checks by Date - Summary by Check Number (12/10/2025 7:49 AM) Page 1 14 Check No Vendor No Vendor Name Check Date Check Amount 54487 28815 STERLING HEALTH ADMINISTRATION 11/24/2025 475.00 54488 30004 U.S. BANK EQUIPMENT FINANCE 11/24/2025 317.44 54489 31023 VALLEY PACIFIC PETROLEUM 11/24/2025 10,050.86 54490 31050 VERIZON CONNECT FLEET USA LLC 11/24/2025 234.45 54491 31031 VESTIS 11/24/2025 303.29
54492 34055 YREKA TRANSFER, LLC 11/24/2025 3,525.00
54493 10229 AMAZON CAPITAL SERVICES 11/24/2025 309.85
54494 300150 LIEBERT CASSIDY WHITMORE 11/24/2025 157.50 54495 11140 PACE ANALYTICAL SERVICES LLC 11/24/2025 247.80 54496 25020 PACE ENGINEERING INC 11/24/2025 575.50
54497 27000 RAMSHAW'S ACE HARDWARE INC 11/24/2025 71.78 54498 30014 U. S. BANK 11/24/2025 1,950.00
54499 31031 VESTIS 11/24/2025 170.29
54500 300208 WM CORPORATE SERVICES, INC 11/24/2025 25.49 54501 300221 XPRESS BILL PAY 11/24/2025 827.08
54502 32060 SOLANOS INC 11/24/2025 183.59
54503 32060 SOLANOS INC 11/24/2025 272.23
54504 31023 VALLEY PACIFIC PETROLEUM 11/24/2025 3,350.35 54505 300131 AceK9 12/03/2025 336.00
54506 10229 AMAZON CAPITAL SERVICES 12/03/2025 103.31
54507 10404 AT&T 12/03/2025 10.88
54508 11156 YOLANDE DIEDRE BELL 12/03/2025 760.90
54509 12200 CALIFORNIA SAFETY COMPANY 12/03/2025 225.00 54510 12618 CODE PUBLISHING INC 12/03/2025 1,088.50
54511 12640 COLONIAL LIFE & ACCIDENT INSUR 12/03/2025 116.00 54512 12269 COMCAST BUSINESS 12/03/2025 427.90
54513 13064 DE LAGE LANDEN 12/03/2025 1,230.18
54514 13071 DELTA HEALTH SYSTEMS 12/03/2025 42,620.00
54515 13251 DEVELOPMENT COMPLIANCE SOLUTIONS 12/03/2025 2,245.00 54516 13224 DRY CREEK LANDFILL INC 12/03/2025 50,829.48 54517 300104 EXPRESS SERVICES INC 12/03/2025 1,809.22
54518 16030 GANNETT CALIFORNIA LOCALIQ 12/03/2025 3,056.64 54519 16045 GEOCON CONSULTANTS INC 12/03/2025 75.00
54520 20004 MARC JONES 12/03/2025 373.96
54521 20003 JONES CARPET CLEANING & JANITORIAL LLC 12/03/2025 800.00 54522 300107 Laboratory Corporation of American Holdings12/03/2025 27.00 54523 22059 MERCY MEDICAL CENTER - CASHIER 12/03/2025 42.00 54524 22133 MEYERS POLICE K-9 TRAINING LLC 12/03/2025 800.00 54525 22343 MT. SHASTA POINT S TIRE & AUTO 12/03/2025 550.00 54526 11140 PACE ANALYTICAL SERVICES LLC 12/03/2025 1,652.50 54527 300229 PACIFIC COAST RUGS 12/03/2025 2,012.50
54528 25080 PACIFIC POWER & LIGHT 12/03/2025 19,255.44
54529 27000 RAMSHAW'S ACE HARDWARE INC 12/03/2025 37.91 54530 28378 SISKIYOU COUNTY GENERAL SERVICES12/03/2025 2,993.81 54531 28380 SISKIYOU COUNTY PUBLIC HEALTH 12/03/2025 138.00 54532 28466 SISKIYOU COUNTY TOURISM IMPROVEMENT DISTRICT 12/03/2025 46,346.63 54533 28560 SISKIYOU OPPORTUNITY CENTER 12/03/2025 887.50 54534 32060 SOLANOS INC 12/03/2025 49.86
54535 28815 STERLING HEALTH ADMINISTRATION 12/03/2025 337.50 54536 28802 SWRCB FEES 12/03/2025 18,642.00
54537 29011 TEAMSTERS LOCAL 137 12/03/2025 1,991.92
54538 17125 TOM HESSELDENZ & ASSOC. 12/03/2025 4,550.00 54539 30004 U.S. BANK EQUIPMENT FINANCE 12/03/2025 296.80 54540 30069 US BANK CORPORATE PAYMENT SYS 12/03/2025 12,175.16 54541 31023 VALLEY PACIFIC PETROLEUM 12/03/2025 3,506.15 54542 31050 VERIZON CONNECT FLEET USA LLC 12/03/2025 199.45 54543 31031 VESTIS 12/03/2025 133.00
AP Checks by Date - Summary by Check Number (12/10/2025 7:49 AM) Page 2 15 Check No Vendor No Vendor Name Check Date Check Amount 54544 31040 VWR SCIENTIFIC 12/03/2025 1,147.64
54545 32140 WESTERN BUSINESS PRODUCTS 12/03/2025 2,633.56 54546 300085 William Grills Construction 12/03/2025 2,500.00 54547 34055 YREKA TRANSFER, LLC 12/03/2025 3,525.00
Report Total (108 checks): 530,409.10
AP Checks by Date - Summary by Check Number (12/10/2025 7:49 AM) Page 3 16 From: Tri Counties Bank
To: Malisa Dodd
Subject: Tri Counties Bank - ACH Payment Status Change Notification Date: Tuesday, November 25, 2025 11:30:30 AM
ACH Notification
Report Date/Time 11/25/25 11:30:06 PST
This transaction has been successfully completed.

Transaction Number: ACH-01870613
ACH Company: City Mt Shasta
Company Entry Description: PAYROLL
Payment Date: 11/26/2025
Total Credits: $88,159.57 (44)
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, December 10, 2025 7:44:17 AM
ACH Notification
Report Date/Time 12/10/25 07:43:53 PST
This transaction is pending delivery to the bank.

Transaction Number: ACH-01887827
ACH Company: City Mt Shasta
Company Entry Description: PAYROLL
Payment Date: 12/11/2025
Total Credits: $82,519.40 (44)
Total Debits: $0.00 (0)
Status: Pending Delivery
18 User:

Printed: 11/25/2025 - 11:15AM
[email protected]
Computer Check Proof List by Vendor
Accounts Payable
Batch: 00009.11.2025 - 11/10/25-11/23/25 Payroll
Invoice No Description Amount Pmt Date Acct Number Reference Vendor: 300160 CalPERS Check Sequence: 1 ACH Enabled: True PR Batch 00002.11.2025 PERS Police PEPRA 2,940.68 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Police PEPRA PR Batch 00002.11.2025 PERS Fire PEPRA 1,615.88 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Fire PEPRA PR Batch 00002.11.2025 PERS Fire Classic 611.05 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Fire Classic PR Batch 00002.11.2025 PERS FIre PEPRA 1,588.15 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS FIre PEPRA PR Batch 00002.11.2025 PERS Miscellaneous Classic 670.97 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Miscellaneous Classic PR Batch 00002.11.2025 Deferred Comp PERS 700.00 11/25/2025 10-000-2155 PR Batch 00002.11.2025 Deferred Comp PERS PR Batch 00002.11.2025 PERS Miscellaneous PEPRA 4,328.55 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Miscellaneous PEPRA PR Batch 00002.11.2025 PERS Miscellaneous PEPRA 4,214.33 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Miscellaneous PEPRA PR Batch 00002.11.2025 PERS Police Classic 723.58 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Police Classic PR Batch 00002.11.2025 PERS Police PEPRA 2,890.23 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Police PEPRA PR Batch 00002.11.2025 PERS Miscellaneous Classic 1,166.54 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Miscellaneous Classic PR Batch 00002.11.2025 PERS Police Classic 1,644.82 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Police Classic PR Batch 00002.11.2025 PERS Fire Classic 267.39 11/25/2025 10-000-2150 PR Batch 00002.11.2025 PERS Fire Classic Check Total: 23,362.17
Vendor: 300177 EDD ACH Check Sequence: 2 ACH Enabled: True PR Batch 00002.11.2025 State Disability Insurance 1,495.06 11/25/2025 10-000-2140 PR Batch 00002.11.2025 State Disability Insurance PR Batch 00002.11.2025 State Income Tax 5,162.91 11/25/2025 10-000-2130 PR Batch 00002.11.2025 State Income Tax Check Total: 6,657.97
Vendor: 300159 Expertpay Check Sequence: 3 ACH Enabled: True PR Batch 00002.11.2025 Garnishment 1,195.38 11/25/2025 10-000-2184 PR Batch 00002.11.2025 Garnishment Check Total: 1,195.38
Vendor: 300158 IRS Check Sequence: 4 ACH Enabled: True
AP-Computer Check Proof List by Vendor (11/25/2025 - 11:15 AM) Page 1 19 Invoice No Description Amount Pmt Date Acct Number Reference PR Batch 00002.11.2025 Federal Income Tax 13,500.10 11/25/2025 10-000-2120 PR Batch 00002.11.2025 Federal Income Tax PR Batch 00002.11.2025 Medicare Employer Portion 1,940.95 11/25/2025 10-000-2110 PR Batch 00002.11.2025 Medicare Employer Portion PR Batch 00002.11.2025 Medicare Employee Portion 1,940.95 11/25/2025 10-000-2110 PR Batch 00002.11.2025 Medicare Employee Portion PR Batch 00002.11.2025 FICA Employee Portion 8,299.23 11/25/2025 10-000-2110 PR Batch 00002.11.2025 FICA Employee Portion PR Batch 00002.11.2025 FICA Employer Portion 8,299.23 11/25/2025 10-000-2110 PR Batch 00002.11.2025 FICA Employer Portion Check Total: 33,980.46
Vendor: 300161 Nationwide Check Sequence: 5 ACH Enabled: True PR Batch 00002.11.2025 Deferred Comp Nationwide 50 1,300.00 11/25/2025 10-000-2155 PR Batch 00002.11.2025 Deferred Comp Nationwide PR Batch 00002.11.2025 Deferred Comp Nationwide 1,450.00 11/25/2025 10-000-2155 PR Batch 00002.11.2025 Deferred Comp Nationwide Check Total: 2,750.00
Total for Check Run:

Total of Number of Checks:
67,945.98
5 AP-Computer Check Proof List by Vendor (11/25/2025 - 11:15 AM) Page 2 20 User:

Printed: 12/10/2025 - 8:07AM
[email protected]
Computer Check Proof List by Vendor
Accounts Payable
Batch: 00001.12.2025 - 11/24/25-12/07/25 Payroll
Invoice No Description Amount Pmt Date Acct Number Reference Vendor: 300160 CalPERS Check Sequence: 1 ACH Enabled: True PR Batch 00001.12.2025 PERS Fire Classic 611.05 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Fire Classic PR Batch 00001.12.2025 PERS Miscellaneous PEPRA 4,332.55 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Miscellaneous PEPRA PR Batch 00001.12.2025 PERS Police PEPRA 2,875.99 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Police PEPRA PR Batch 00001.12.2025 PERS Police PEPRA 2,926.19 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Police PEPRA PR Batch 00001.12.2025 PERS Police Classic 723.58 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Police Classic PR Batch 00001.12.2025 PERS Fire Classic 267.39 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Fire Classic PR Batch 00001.12.2025 Deferred Comp PERS 700.00 12/10/2025 10-000-2155 PR Batch 00001.12.2025 Deferred Comp PERS PR Batch 00001.12.2025 PERS Miscellaneous Classic 1,166.54 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Miscellaneous Classic PR Batch 00001.12.2025 PERS Miscellaneous Classic 670.98 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Miscellaneous Classic PR Batch 00001.12.2025 PERS Police Classic 1,644.82 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Police Classic PR Batch 00001.12.2025 PERS Fire PEPRA 1,237.93 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Fire PEPRA PR Batch 00001.12.2025 PERS FIre PEPRA 1,216.68 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS FIre PEPRA PR Batch 00001.12.2025 PERS Miscellaneous PEPRA 4,449.95 12/10/2025 10-000-2150 PR Batch 00001.12.2025 PERS Miscellaneous PEPRA Check Total: 22,823.65
Vendor: 300177 EDD ACH Check Sequence: 2 ACH Enabled: True PR Batch 00001.12.2025 State Disability Insurance 1,401.50 12/10/2025 10-000-2140 PR Batch 00001.12.2025 State Disability Insurance PR Batch 00001.12.2025 State Income Tax 4,521.79 12/10/2025 10-000-2130 PR Batch 00001.12.2025 State Income Tax Check Total: 5,923.29
Vendor: 300159 Expertpay Check Sequence: 3 ACH Enabled: True PR Batch 00001.12.2025 Garnishment 1,195.38 12/10/2025 10-000-2184 PR Batch 00001.12.2025 Garnishment Check Total: 1,195.38
Vendor: 300158 IRS Check Sequence: 4 ACH Enabled: True
AP-Computer Check Proof List by Vendor (12/10/2025 - 8:07 AM) Page 1 21 Invoice No Description Amount Pmt Date Acct Number Reference PR Batch 00001.12.2025 Medicare Employer Portion 1,822.03 12/10/2025 10-000-2110 PR Batch 00001.12.2025 Medicare Employer Portion PR Batch 00001.12.2025 FICA Employee Portion 7,790.70 12/10/2025 10-000-2110 PR Batch 00001.12.2025 FICA Employee Portion PR Batch 00001.12.2025 FICA Employer Portion 7,790.70 12/10/2025 10-000-2110 PR Batch 00001.12.2025 FICA Employer Portion PR Batch 00001.12.2025 Federal Income Tax 11,791.37 12/10/2025 10-000-2120 PR Batch 00001.12.2025 Federal Income Tax PR Batch 00001.12.2025 Medicare Employee Portion 1,822.03 12/10/2025 10-000-2110 PR Batch 00001.12.2025 Medicare Employee Portion Check Total: 31,016.83
Vendor: 300161 Nationwide Check Sequence: 5 ACH Enabled: True PR Batch 00001.12.2025 Deferred Comp Nationwide 1,450.00 12/10/2025 10-000-2155 PR Batch 00001.12.2025 Deferred Comp Nationwide PR Batch 00001.12.2025 Deferred Comp Nationwide 50 1,300.00 12/10/2025 10-000-2155 PR Batch 00001.12.2025 Deferred Comp Nationwide Check Total: 2,750.00
Total for Check Run:

Total of Number of Checks:
63,709.15
5 AP-Computer Check Proof List by Vendor (12/10/2025 - 8:07 AM) Page 2 22 Department Statistics
Calls for Service November 2024 November 2025 Change
558 515 -7.706%
Cases Taken November 2024 November 2025 Change
36 30 -16.66%
Arrests Made November 2024 November 2025 Change
18 14 -22.22%
558 549 586
486
578 613 678
752 724
588 582 552 515
0 200
400
600
800
Calls for Service
Calls for Service
36 39 40
27 35
27 34 37 36 31 33
39 30
0 10
20 30
40 50
Cases Taken
Cases Taken
18 23 24
9 17 14 13
8 13
7 18 15 14
0 10
20 30
Arrests Made
Arrests Made
23 Warrant Arrests November 2024 November 2025 Change
6 5 -16.66%
Top 5 Calls
November 2024 November 2025
Outside Assist 35 Outside Assist 39
Medical 19 Alarm 21
Alarm 17 Check Person-Welfare 13
Public Assist 17 Public Assist 10
Trespassing 16 415- Disturbing the Peace 7
6 7 7
3 5
6 4
3 1
4 6
4 5
0 2
4 6
8 Warrant Arrests
Warrant Arrests
0 2 4 6 8 10 12 14 16 18 20
11/1/2024
12/1/2024
1/1/2025
2/1/2025
3/1/2025
4/1/2025
5/1/2025
6/1/2025
7/1/2025
8/1/2025
9/1/2025
10/1/2025
11/1/2025
Yearly Top 5 Calls 2024-2025
Animal Complaint Disturbing the Peace Suspicious Circumstances Suspicious Vehicle Suspicious Person 24 Crime Statistics
Crimes
November
2024
November
2025 Change
November 2024-
November 2025 Yearly
Total
Assault – Physical 3 3 0% 36
Assault – Verbal 0 1 +100% 26
Disturbing the Peace 5 7 +40% 120
Domestic Disturbance 1 0 -100% 10
Domestic Violence 0 1 +100% 18
Fraud 2 0 -100% 8
Public Intoxication 2 2 0% 22
Stolen Vehicle 0 1 +100% 5
TC Hit & Run 1 4 +300% 14
Theft from Vehicle 0 0 0% 1
Theft – Grand 0 0 0% 8
Theft – Petty 1 6 +500% 32
Theft – Shoplifting 0 0 0% 1
Trespassing 16 10 -37.5% 163
Vandalism 2 3 +50% 38
3 2
3 1 1
2 4 4 4 4 4
1 3
0 2
4 6
Assault - Physical
Assault - Physical
0 0
2 4
0 2
0 3 3
5 5
1 1 0
2 4
6 Assault - Verbal
Assault - Verbal
5 3 5 5
10 5 8
13 18
12 19
10 7
0 10
20 Disturbing the Peace
Disturbing the Peace
25 1
0 1 1
0 0 0 0
3 0
2 2
0 0
2 4
Domestic Disturbance
Domestic Disturbance
0 3 3 3
0 1 1
0 1
2 2
1 1
0 2
4 Domestic Violence
Domestic Violence
2 1
0 1 1 1
0 1
0 0
1 0 0 0
1 2
3 Fraud
Fraud
1 1
2 2 2 2 2
0 4
0 1
3 2
0 2
4 6
Public Intoxication
Public Intoxication
0 1
0 1
0 0 0
1 0 0
1 0
1 0

0.5 1

1.5 Stolen Vehicles
Stolen Vehicles
26 1 1
2 2
0 1
2 0
2 0 0
2 4
0 2
4 6
Traffic Collisions - Hit & Run
Traffic Collisions - Hit & Run
0 0 0 0 0 0 0 0 0 0 0
1 0 0

0.5 1

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

0.5 1

1.5 Theft - Shoplifting
Theft - Shoplifting
27 16
11 4
9 17
13 15 16 19
9 12 12 10
0 10
20 Trespassing
Trespassing
2 4
3 1
7 1
4 1
3 5
4 0
3 05
10 Vandalism
Vandalism
28 Traffic Summary
November 2024 November 2025 Change
Traffic Stops 121 79 -34.71%
Traffic Citations Issued 23 9 -60.86%
Traffic Collisions
November
2024
November
2025
Change November 2024-
November 2025 Yearly
Total
TC – DUI 0 0 0% 1
TC – Hit & Run 1 4 +300% 17
TC – Info Exchange 3 3 0% 42
TC - Injury 1 1 0% 6
Total 6 8 +33.33% 66
121
102
160
84 112
94 62 73
49 80
55 72 79
23 16 14 5 15 6 12 27
2 27 15 10 9 0
50 100
150
200
Traffic Stops
11-95 Traffic Citations Issued
0 0 0
1 0 0 0 0 0 0 0 0 0
1 1
2 2
0 1
2 0
2 0 0
2 4
3 3
2 6
2 2
1 5
4 5
4 2
3 1
0 0 0 0 0 0
1 0
1 2
0 1
0 1
2 3
4 5
6 7
Traffic Collisions
TC - DUI Hit & Run TC - Info Exchange TC - Injury
29 DUI Summary
November 2024 November 2025 Change
DUI Complaints NA NA NA
DUI Arrests 4 1 -75%
* DUI Complaints no longer tracked in new CAD system as of 11/01/2022.

Patrol Information
Foot Patrol
November 2024 November 2025 Change November 2024-November 2025 Yearly Total
9 5 -44.44% 180
Frequent foot patrol areas include:
• City Park
• Shastice Park
• Downtown Mount Shasta
• Roseburg Property
• Behind commercial business
such as Ray’s Food Place, the
Cinema, and Rite Aid
• Dense brush areas in multiple
residential areas.
4 4
7 2
3 2
1 1
0 0
3 2
1 0
2 4
6 8
DUI Summary
DUI Complaints DUI Arrests
9 5
21 4 9
22 15 19
31 11 16 13
5 0
20 40
Foot Patrol
Foot Patrol
30 Municipal Summary
Municipal Calls for Service
November 2024 November 2025
November 2024-
November 2025
Yearly Total
Muni Code – Other 7 9 106
Muni Code - Parking 7 6 90
Total 14 15 196
LiveScans November 2024 November 2025
17 19
Court Activity
7 5 6
3 2
13 10
5 19
8 9 10 9
7 1
4 3 3
11 9
7 13
11 6
9 6
0 5
10 15
20 Municipal Calls for Service
Muni Code - Other Muni Code - Parking
0 1 0 0 1
4 3
0 1 2 1 2 1 0
5 Court Activity
Court Activity
31 Social Media
Facebook
Followers Posts Reach Engaged Users Reactions
14,658 8 48,443 517 0
Twitter
Followers Tweets Impressions Mentions
390 0 0 0
Instagram
Followers Posts Likes
2,243 7 192
Nextdoor
Posts Impressions Reactions
0 0 0
32 CITY OF MT. SHASTA

STAFF REPORT
TO: City Council
FROM: Cory Burns, Fire Chief
DATE: November 10, 2025
SUBJECT: Fire department job description update

DESCRIPTION
Staff recommends council approval for updates to the fire captain and fire fighter job descriptions.

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

RECOMMENDATION
To approve updates to existing job descriptions.

ATTACHMENTS:

Updated job descriptions fire captain and firefighter.
33 DEFINITION

FIREFIGHTER
July 22, 2019
Updated December 15, 2025
FLSA: Non-Exempt
Under general supervision, responds to fires, medical emergencies, hazardous materials incidents, rescues, and other emergency and non-emergency situations; participates in all other fir e suppression, prevention,
inspection, education, and related activities to prevent or minimize the loss of life and property; performs fire station, equipment, and apparatus maintenance; and performs related work as required.

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

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

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modifJJ, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can pe1form the essential functions of thejob.
► Responds to structural fires; performs search and rescue operations to remove persons from burning structures; performs fire suppression techniques as appropriate; lays, connects, charges, and uses supply lines and various water appliances to control and extinguish fires; places water curtains and performs ventilating and access maneuvers; uses foam and chemical extinguishers as required by the nature of the fire; operates fire streams as directed; raises and climbs ladders; ventilates roofs and windows; operates fire pumpers.
► Responds to fire alarms, delivers all equipment, and implements fire suppression and firefighting techniques to rescue victims and protect private and public prope1ty. ► Assumes a designated position on an assigned apparatus and follows command structure instructions for fire suppression or related emergency services.
► Operates all types ofportable fire extinguishers, pike poles, hand lines, smoke ejectors, salvage covers, forcible entry tools, aerial ladder equipment, emergency medical equipment, and other firefighting and medical equipment as required.
► Responds to emergency medical calls and administers first aid and/or basic life support as appropriate, including assessing patients, cardiopulmonary resuscitation (CPR), rescue breathing, administration of oxygen, recording vital signs, and other related medical treatments as appropriate. ► Responds to man-made and natural disasters, including fires, floods, earthquakes, crash rescues, and other catastrophic events, including providing medical assistance and removing persons fr om harmful
structures or exposure to fire, smoke, adverse weather conditions, and harmful materials. ► Performs ventilation procedures and salvage operations to minimize property damage by moving and/or 34 Firefighter

Page 2 ends

covering f-t1rnishings, sweeping water, and removing debris and smoke. ► Conducts daily inspections of equipment condition and readiness; cleans, washes, and services vehicles and equipment; inspects, tests, and maintains equipment and pump motors including nozzles, appliances, fittings, hydrants, fire extinguishers, hand and power tools, ropes, emergency lighting equipment, generators, rescue and first aid, and related equipment; notifies Chief of any defects. ► Ensures the use of appropriate firefighting safety apparel and equipment and follows appropriate safety procedures as required.
► Assists victims and relatives of victims of traumatic events when necessary. ► Maintains an awareness of other fire personnel on detail for the purpose of protecting other Firefighters' lives as necessary.
► Responds to hazardous materials emergencies, including scene assessment, identifying the extent of damage and/or potential hazard to the community, implementing containment plans, and protecting fire personnel and civilians from exposure to chemicals.
► Performs all necessary training activities as assigned and in accordance with readiness and preparation for firefighting activities, including training in fire suppression, emergency medical training, hazardous materials, vehicle extrication, technical rescues, equipment use and maintenance, fire drills, and other related functions.
► Participates in a variety of public awareness activities to promote good public relations and fire safety awareness, including providing tours of fire facilities and giving presentations at local schools as requested; responds to complaints and requests for info1111ation from the public; engages in public information activities.
► Works closely with other emergency medical staff, public safety, and fire personnel from other agencies, depending upon response situation.
► Participates in the inspection and maintenance of fire hydrants. ► Performs a variety of administrative duties including maintaining proper records and documentation on all job-related activities, functions, apparatus, and equipment, preparing reports, forms, recommendations, and other required administrative procedures. ► Performs other related duties as assigned.

QUALIFICATIONS
Knowledge of:
► Principles, practices, procedures, techniques, and equipment used in: fire, medical, and hazardous materials emergency response, including containment and clean-up; technical and confined response situations.
► Local street system, location of hydrants, the layout and location of public utilities, potentially hazardous materials, and emergency treatment facilities. ► Technical operation, use, and maintenance of specialized fire apparatus and equipment. ► Principles, practices, and technical aspects of fire science, hydraulics, and water flow capacity. ► Applicable federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
► Techniques of CPR and emergency medical response.
► Practices and techniques of hazardous materials response, contaimnent, and clean-up. ► Basic mathematics.
► Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
► The structure and content of the English language, including the meaning and spelling of words, rules of composition, and granm1ar.
► Modern equipment and c01mnunication tools used for business functions and program, project, and task coordination.
► Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or 35 Firefighter

Page 3 ends

generate documentation.

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

Education and Experience:

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

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

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

PHYSICAL DEMANDS
Must possess mobility, physical strength, and stamina to respond to emergency situations and use all emergency apparatus and equipment; perform medium to heavy physical work, to work in confined spaces, around machines, and to climb and descend ladders; vision to discern colors and assess emergency situations, including medical incidents, and to read printed materials and a computer screen; and hearing and speech to conununicate in person, before groups, and over the telephone or radio; and sight to identify and fight fires. The job involves fieldwork requiring fr equent standing, walking, and running in operational
areas to identify problems or hazards, including wet, slippery, rough, steep, rocky, or uneven surfaces. 36 Firefighter
4 of 4
Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate above-mentioned apparatus and equipment. Positions in this classification reach overhead above the shoulders and horizontally, bend, stoop, kneel, reach, crouch, and climb to perform work and inspect work sites. Employees must possess the ability to lift, carry, push, and pull materials, objects, and individuals necessary to perform job functions, including moving heavy objects (50 pounds or more) long distances (20 feet or more). Employees may use Self-Contained Breathing Apparatus and protective clothing to prevent exposure to hazardous materials and infectious diseases.

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

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

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

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

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Plans, organizes, supervises, reviews, and evaluates the work of staff performing programs and activities of the Fire Department, including fire suppression, rescue, emergency medical treatment, hazardous material response, and fire inspection and prevention services.  Responds to and establishes incident command system at all emergencies; serves as line officer in command; directs firefighting operations, including tactical and safety activities to ensure all response activities are conducted in a manner consistent with prescribed policies and procedures.  Directs and coordinates emergency scene activity unless and until relieved of command by a supervisor.  Supervises and participates in all firefighter duties as necessary; coordinates and participates in engine and fire hose hook-up at scene of fire; lays connector hose; holds nozzle, and directs water stream to combat fire; directs pressure and use of water streams; raises and climbs ladders; uses chemical extinguishers, bars, hooks, ropes and other equipment to suppress and extinguish fires.  Supervises and participates in daily checks of equipment to ensure all equipment is in good working order, including inspecting and cleaning all aerial apparatuses, tools, and other related equipment to ensure their efficient operation and readiness for any emergency response situation; notifies the Chief 38 Officer of any defects.
 Performs fire safety inspections on a variety of businesses and multi-family residences and participates in a variety of public awareness activities to promote good public relations and fire safety awareness, including providing tours of fire facilities and giving presentations at local schools as requested.  Monitors the efficiency and effectiveness of assigned programs, service delivery methods, and procedures; identifies opportunities for improvement and recommends to the Fire Battalion Chief.  Participates in non-emergency calls such as, but not limited to, infant car seat installations and fire prevention demonstrations.
 Provides first aid, cardiopulmonary resuscitation (CPR), and emergency medical services as needed.  Directs and performs ventilation procedures and salvage operations to minimize property damage by moving and/or covering furnishings, sweeping water, and removing debris and smoke.  Assists victims and relatives of victims of traumatic events when necessary.  Operates a variety of specialized equipment including hand and power tools; drives department vehicles as needed in emergency situations; utilizes a computer and assigned software.  Trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees on performance issues.
 Identifies fire training needs of company personnel; trains and instructs personnel in the use of a variety of firefighting apparatus, equipment, tools, and devices; instructs personnel on location of fire hazards in public buildings and the methods of combating fires in such places; ensures conformance of training and instructional work with department policies and procedures.  Attends in-service classes in firefighting and emergency medical service.  Enters inspection, training, and fire and emergency medical service calls into the records management system as instructed.
 Writes reports of fires and related emergency activities, and reports concerning the use and condition of apparatus, related equipment, and supplies.
 Performs related duties as assigned.

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

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

Education and Experience:

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

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

Licenses and Certifications:
 Valid California Class B driver’s license with tank and air brake endorsements.  Valid First Responder and CPR/AED certificates.
 California State Fire Marshal (CSFM) firefighter I and II certificates.  Valid California Class C driver’s license with with Firefighter endorsement or Commercial driver’s license with tank and airbrake endorsements.
 Valid First Responder CPR/AED certificate.
 Valid First Responder Haz-Mat certificate.
40  Valid ICS 300 certificate.
 CSFM or SFT or IFSAC Firefighter I and II
 SFT Fire Apparatus Operator IA or equivalent
 SFT Fire Apparatus Operator IB or equivalent

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

WORKING CONDITIONS
Employees are required to work shifts, as scheduled by the department and may work for long periods of time (sometimes in excess of 24-hour shifts) requiring sustained physical activity and intense concentration. 41 CITY OF MT. SHASTA AUTHORIZED POSITIONS 07/01/2025-06/30/2026 Last Updated/Approved by City Council: 12/15/2025
Position Title Authorized Positions Salary Range
City Manager 1 Contract $86.73
Director of Public Works with PE 1 Agreement $61.21

A B C D E
Police Chief 1 $53.07 $54.39 $55.75 $57.15 to $58.58
Director of Finance 1 $48.82 $50.04 $51.29 $52.58 to $53.89 Fire Chief 1 $50.09 $51.34 $52.62 $53.94 to $55.29
Director of Planning 1 $55.07 $56.45 $57.87 $59.31 to $60.80 Building Inspector-Plans Examiner 1 $55.00 Limited to 1,560 hours per fiscal year without benefits Police Sergeant 2 $38.71 $39.68 $40.67 $41.69 to $42.73 Police Officer 6 $32.26 $33.07 $33.89 $34.74 to $35.61
Reserve Police Officer $24.96 As needed-limited to 500 hours per fiscal year Community Service Officer 1 $26.43 $27.10 $27.77 $28.47 to $29.18 Police Services Manager 1 $34.20 $35.05 $35.93 $36.83 to $37.75 Police Dispatch Supervisor 1 $32.91 $33.74 $34.58 $35.45 to $36.33 Communications Dispatcher 3 $27.17 $27.85 $28.55 $29.27 to $30.00 Communications Dispatcher-On Call $25.84
$26.89 After 4 years
Attachment C
42 CITY OF MT. SHASTA AUTHORIZED POSITIONS 07/01/2025-06/30/2026 Last Updated/Approved by City Council: 11/10/2025
Position Title Authorized Positions Salary Range
A B C D to E
Fire Captain 1 $31.81 $32.60 $33.42 $34.25 to $35.11
Fire Engineer 1 $28.48 $29.19 $29.93 $30.68 to $31.44
Firefighter 2 $25.44 $26.08 $26.73 $27.40 to $28.09
Chief Plant Operator 1 $39.78 $40.77 $41.79 $42.84 to $43.91 Wastewater Plant Operator II 2 $30.72 $31.48 $32.27 $33.08 to $33.90 Wastewater Plant Operator I $27.92 $28.62 $29.33 $30.06 to $30.81 Public Works Supervisor 1 $36.08 $36.98 $37.90 $38.84 to $39.81 Senior Maintenance Worker 2 $27.03 $27.71 $28.40 $29.11 to $29.84 Maintenance Worker II 5 $24.62 $25.24 $25.87 $26.52 to $27.18 Maintenance Worker I $22.91 A 12 month 1-Step Position
Senior Mechanic 1 $26.43 $27.10 $27.77 $28.47 to $29.18 Administrative Supervisor 1 $33.46 $34.29 $35.15 $36.03 to $36.93 Accounting Assistant 2 $25.17 $25.80 $26.45 $27.11 to $27.78 Office Assistant 1 $21.39 $21.93 $22.48 $23.04 to $23.61 Deputy City Clerk II 1 $28.96 $29.69 $30.43 $31.19 to $31.97 Deputy City Clerk I $25.17 $25.80 $26.45 $27.11 to $27.78 43 Attachment B
Memorandum of Understanding
Between
City of Mt. Shasta
and
General Teamsters Local 137 – Fire Unit
March 31, 2025, through June 30, 2028
44 Table of Contents
Page
Preamble......................................................................................................................... 1 Recognition ..................................................................................................... 1 Union Rights ................................................................................................... 1

2.1. Dues.................................................................................................................. 1

2.2. Access to Employees........................................................................................ 1

2.3. Notice of Meet and Confer ................................................................................ 1

2.4. Individual Rights................................................................................................ 1 Pay Practices.................................................................................................. 2

3.1. Wage Schedule................................................................................................. 2

3.2. Step Advancement............................................................................................ 2

3.3. Base Rate of Pay .............................................................................................. 2

3.4. Regular Rate of Pay.......................................................................................... 2

3.5. Overtime............................................................................................................ 2

3.6. FLSA Work Period ............................................................................................ 2

3.7. Daylight Savings Time....................................................................................... 2

3.8. Schedules ......................................................................................................... 3

3.9. Posting of Schedule .......................................................................................... 3 Wages ............................................................................................................. 3

4.1. Wage Increases ................................................................................................ 3

4.2. Benchmark Classifications ................................................................................ 3

4.3. Salary Survey.................................................................................................... 3 Premium Pays................................................................................................. 4

5.1. Longevity Pay.................................................................................................... 4

5.2. Supervisor Premium.......................................................................................... 4

5.3. Uniform Allowance ............................................................................................ 4

5.4. Safety Equipment.............................................................................................. 4 Insurances....................................................................................................... 4

6.1. Health Insurance ............................................................................................... 4 Leaves............................................................................................................. 5

7.1. Holidays ............................................................................................................ 5

7.2. Holiday In Lieu................................................................................................... 5

7.3. Vacation Leave.................................................................................................. 6

7.4. Sick Leave ........................................................................................................ 6

7.5. Sick Leave Payoff ............................................................................................. 6

7.6. Bereavement Leave .......................................................................................... 6

7.7. Jury Duty ........................................................................................................... 6 Retirement....................................................................................................... 7

8.1. CalPERS Retirement......................................................................................... 7 Probationary Periods....................................................................................... 7

9.1. Initial Probationary Period ................................................................................. 7

9.2. Promotional Probationary Period....................................................................... 7

9.3. Extension of the Probationary Period ................................................................ 7

9.4. Voluntary Resignation ....................................................................................... 8 Grievance Procedure .................................................................................... 8 45 10.1. Definitions...................................................................................................... 8

10.2. Informal Step ................................................................................................. 8

10.3. Step 1 ............................................................................................................ 8

10.4. Step 2 ............................................................................................................ 9 Discipline Procedure ..................................................................................... 9

11.1. Employee Representation.............................................................................. 9

11.2. Progressive Discipline ................................................................................... 9

11.3. Grounds for Discipline ................................................................................. 10

11.4. Notice .......................................................................................................... 11

11.5. Appeals of Suspensions of Less than Five Days ......................................... 11

11.6. Appeals of Suspensions of More than Five Days......................................... 11

11.7. Mediation..................................................................................................... 12

11.8. Administrative Law Judge............................................................................ 12

11.9. Costs ........................................................................................................... 12

11.10. Final Decision .............................................................................................. 12 No Strike Clause......................................................................................... 12 Severability.................................................................................................. 13 Term............................................................................................................ 13 Appendix “A” Recognition.......................................................................................................... 14 Appendix “B” Wage Schedule .................................................................................................. 15 46 Preamble
This Memorandum of Understanding between the City of Mt. Shasta (City) and the General Teamsters Local 137 – Fire Unit (Local 137) has as its purpose the promotion of harmonious labor relations between the City and Local 137, and the establishment of wages, hours of work, and other conditions of employment pursuant to Government Code Section 3504.

Recognition
The City recognizes General Teamsters Local 137 as the sole and exclusive representative for classifications listed in Appendix “A” Recognition.

Union Rights

2.1. Dues
Upon certification from Local 137 that an employee has signed an authorization for the deduction of dues, the City will make payroll deductions in an amount to be determined by Local 137 and communicated to the City. The City promptly remits deductions to Local 137. Employee requests to cancel membership dues deductions must be directed to local 137. Upon notification from Local 137 that an employee has canceled membership dues, the City will promptly cease dues deductions from the employee’s paycheck. Local 137 must indemnify the City for any claims made by the employee for deductions made in reliance on that certification, in accordance with Government Code §1157.12(a).

2.2. Access to Employees
Representatives of Local 137 are permitted to access City property to confer at a reasonable time with employees on matters of employer-employee relations.

Representatives may meet with employees in designated break areas or conference rooms during breaks. Representatives will not interfere with work in progress. They must obtain the Finance Director’s approval before entering any other City property and schedule the use of conference rooms with the Finance Director.

2.3. Notice of Meet and Confer
The City will notify Local 137 regarding new or modified job classifications or policies that fall within the scope of representation under the MMBA. Local 137 has fifteen (15) days to request a meet-and-confer. Two (2) members of Local 137 may be on paid release time while attending meetings with the City during the meet-and-confer process.

2.4. Individual Rights
Neither the City nor Local 137 will interfere with, intimidate, coerce, restrain, or discriminate against an employee because they exercised their right to engage in or refrain from engaging in activities pursuant to Section 3500 et seq. of the California Government Code.
47 Pay Practices

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

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

3.3. Base Rate of Pay
An employee's base rate of pay is their hourly rate of pay identified in Appendix “B” Wage Schedule.

3.4. Regular Rate of Pay
The Regular Rate of Pay is determined by the Fair Labor Standards Act (FLSA).

3.5. Overtime
Employees not on the 48/96 work schedule who are required to work in excess of eightyfour (84) hours in the fourteen (14) day work period receive overtime at one-and-a-half times the employee’s regular rate of pay.

Employees on the 48/96 work schedule who are required to work in excess of two hundred and twelve (212) hours in the twenty-eight (28) day work period receive overtime at one-and-a-half times the employee’s regular rate of pay.

3.6. FLSA Work Period
The Fair Labor Standards Act (FLSA) work period established by the City is identified as twenty-eight (28) days.

3.7. Daylight Savings Time
In the spring when transitioning to Daylight Savings Time (DST), employees working during the one (1) hour transition from Standard Time to DST will be paid only for actual hours worked. Employees working on a shift which includes the one (1) hour transition will be required to work the additional hour or use one (1) hour of vacation to make up for the lost work hour.

In the fall when transitioning to Standard Time, employees are paid for all hours worked at the appropriate rate of pay.
48 3.8. Schedules
Employees may be assigned to one (1) of the following schedules:

The 4/10 work schedule consists of four (4) consecutive ten (10) hours shifts followed by three (3) consecutive days off.

The 3/12 - 4/12 work schedule consists of three (3) twelve (12) hour shifts one (1) week, followed by four (4) days off, then four (4) twelve (12) hour shifts the following week, followed by three (3) days off.

The 48/96 work schedule consists of two (2) consecutive days on duty of twenty-four (24) hours followed by four (4) consecutive days off duty of ninety-six (96) hours.

3.9. Posting of Schedule
The shift rotation schedule is posted annually by December 1 for the following year.

Wages

4.1. Wage Increases
Effective March 31, 2025, the Fire Captain classification will receive an eleven-point-six percent (11.6%) wage increase.

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

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

4.2. Benchmark Classifications
The top step of the Firefighter classification will be benchmarked at twenty-five percent (25.0%) below the top step of the Fire Captain classification.

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

5.1. Longevity Pay
Employees receive longevity pay as follows:

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

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

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

Upon completion of twenty (20) consecutive years of service with the City, employees receive an additional two and a half percent (2.5%) of their base hourly rate of pay.

5.2. Supervisor Premium
Employees routinely and consistently assigned by the Fire Chief or Designee to supervise a shift in the absence of a Fire Captain or Fire Chief receive Supervisor Premium in the amount of five percent (5.0%) of their base hourly rate of pay per pay period for those hours worked as a supervisor.

5.3. Uniform Allowance
Employees are required to wear uniforms and receive a uniform allowance of eighteen dollars and fifty cents ($18.50) per pay period.

5.4. Safety Equipment
The City provides employees with required protective clothing, work boots, and safety equipment, including, but not limited to, respiratory apparatus, gloves, helmets, turnouts, protective clothing, hearing protectors, and other protective equipment such as personal alarm devices or personal flotation devices.

Insurances

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

Medical, Dental, and Vision coverage is through the Northern California General Teamsters Security Fund Plan Select Plus or Plan E Plus (with an HSA option). The City pays the total monthly premium per eligible employee for the Northern California General Teamsters Security Trust Fund, Plan E Plus, with an HSA/HRA or Select Plus for its employees.
50 Employees are eligible for benefits on the first of the month following thirty (30) days of employment. To maintain eligibility employees must be in a paid status for a minimum of eighty (80) hours per month.

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

Upon hire, and once eligible, employees will have their HSA funded on a pro-rated basis.

Employees must sign an enrollment form authorizing additional voluntary contributions to their HSA account via payroll deductions. Deductions take effect thirty (30) days following the receipt of the signed enrollment form.

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

Leaves

7.1. Holidays
The City recognizes the following holidays:

New Year's Day
Martin Luther King Jr.'s Birthday
President’s Day
Cesar Chavez Day
Memorial Day
Juneteenth
Independence Day
Labor Day
Veterans’ Day
Thanksgiving Day
Day after Thanksgiving
December 24th
December 25th

7.2. Holiday In Lieu
Fire suppression employees are in positions that are scheduled to work without regard for the holidays listed above. Employees receive holiday-in-lieu in the amount of five percent (5%) of their base hourly rate of pay in lieu of receiving any other form of holiday compensation.
51 7.3. Vacation Leave
Employees accrue vacation per pay period based on continuous employment with the City as follows:

Months of Service Approximate Accrual
Completion of less than 60 4.62
Completion of 60 6.15
Completion of 120 7.69
Employees may accrue vacation to a maximum of three hundred (300) hours. Upon separation, employees will be paid out for all accumulated and unused vacation leave at their straight-time rate of pay.

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

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

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

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

8.1. CalPERS Retirement
Employees hired before January 1, 2013, receive the 2% at 50 safety CalPERS formula with the three (3) year final average compensation period and Modified Social Security Coverage. These employees pay the required nine percent (9%) member contribution pre-tax.

Employees hired after December 31, 2012, who are classified as new members will receive the 2.7% at 57 safety CalPERS formula (25443) with the three (3) year final average compensation period and Full Social Security Coverage. These employees pay pre-tax one-half of the total normal cost as determined annually by CalPERS.

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

9.1. Initial Probationary Period
Upon hire, employees serve a probationary period of twelve (12) months of actual and continuous service. During this probationary period, the employee is at-will and may be released from probation at any time during the probationary period with or without cause or reason and without notice or appeal rights.

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

Employees who obtained permanent status in a previous position and are subsequently released from a promotional probationary period will be reinstated to the position last held by the employee before the promotion.

9.3. Extension of the Probationary Period
At the discretion of the Fire Chief or designee, the employee’s probation may be extended twice in three (3) month intervals to a maximum of six (6) months. 53 9.4. Voluntary Resignation
Employees absent without official leave for three (3) or more consecutive days or absent an aggregate of thirty (30) hours in any calendar month without a satisfactory explanation will be deemed to have voluntarily resigned from the City.

Grievance Procedure
The purpose of this procedure is to provide an orderly process for reviewing and resolving employee grievances at the lowest possible administrative level and in the shortest possible time. Timelines may be extended by mutual agreement.

10.1. Definitions

1. A grievance is a complaint of one (1) or more employees or a dispute between Local 137 and the City involving the application or enforcement of the express terms of this Agreement.

2. A grievant is one (1) or more employees or local 137 who submits a grievance.

3. Disciplinary actions of an employee are not subject to the grievance procedure. Those matters are governed by the disciplinary procedure set forth in this Agreement.

4. The written grievance must include the following:
a. A statement of the grievance clearly indicating the question raised by the grievance and the article(s) and section(s) of this Agreement. b. The remedy or correction requested.
c. The grievance form must be signed and dated by the grievant.

10.2. Informal Step
Within fifteen (15) calendar days from the event giving rise to the grievance or from the date the employee could reasonably have expected to have known about the event, the grievant is encouraged to discuss the grievance informally with their supervisor in an attempt to resolve it.

10.3. Step 1
Within fifteen (15) calendar days from the event giving rise to the grievance or from the date the employee could reasonably have expected to have had knowledge of the event, the grievant must file a formal written grievance with the Fire Chief. Within fifteen (15) calendar days of receiving the grievance, the Fire Chief will investigate the grievance. 54 Within thirty (30) calendar days of receiving the grievance, the Fire Chief will provide the grievant a written response.

10.4. Step 2
If the grievant is not satisfied with the Step 1 response, the grievant may, within fifteen (15) calendar days, file a written appeal to the City Manager. Within fifteen (15) calendar days of receiving the grievance, the City Manager will investigate the grievance. Within thirty (30) calendar days of receiving the grievance, the City Manager will provide the grievant a written response. The City Manager’s decision is final.

Discipline Procedure

11.1. Employee Representation
Employees may have a representative present at all stages of the disciplinary process, provided that the representative is not a party or witness to the action. When an employee is required to meet with a supervisor or manager and the employee reasonably anticipates that such meeting will involve questioning leading to disciplinary action (i.e., an investigatory interview), upon request, the employee is entitled to have a steward or other representative present. Upon request, the employee is entitled to know the general subject of any meeting the employee must attend.

Employees can request and designate their representative/attorney at any step of the discipline procedure. The request or designation at any step of the discipline procedure does not prevent an employee from requesting or designating a different representative/attorney to appear on the employee’s behalf at a subsequent step in the discipline procedure.

11.2. Progressive Discipline
The City applies the principle of progressive discipline where a disciplinary penalty will depend on multiple factors, including but not limited to the severity of the offense, recidivism, aggravating and/or mitigating circumstances, and the employee’s overall disciplinary history, if any. Disciplinary actions may be monetary and/or non-monetary. a) Warnings
Warnings are not considered discipline. Warnings may either be verbal or written reminders relating to the policy of the City and represents notice and an effort on the part of the City to assist employees with improving performance. Warnings may include confirmations of discussion, documented coaching and counseling meetings with written policy reminders, counseling memoranda, or performance improvement plans (PIP).
55 b) Reprimands
Reprimands will be removed from the employee’s personnel file one (1) year after the date of issuance, provided the conduct forming the basis for the reprimand has not recurred.
c) Reductions in Pay
d) Unpaid Suspensions
e) Demotions
f) Employment Termination

11.3. Grounds for Discipline
Grounds for discipline include but are not limited to the following:
• Actual or threatened violence, harassment, and/or abusive treatment of the public or fellow employees.
• Conviction of a felony or conviction of a misdemeanor that adversely affects the employee’s ability to perform the duties and responsibilities of the employee’s position. A plea of guilty or a conviction following a plea of nolo contendere is deemed a conviction within the meaning of this Section. • Failure to possess or keep in effect any license, certificate, or other similar requirement specified in the employee’s position specification. • Dishonesty.
• Possession, distribution, sale, use, or where the performance of duties is impaired by alcoholic beverages or illegal drugs while on City property, while on duty, or while operating a vehicle on City business.
• Theft or unauthorized removal or possession of property or equipment from the City, other employees, or anyone on City property.
• Falsifying, making erroneous entries or material omissions on City records. • Disorderly and/or unsafe conduct or actions, including violating safety or health rules or practices or engaging in conduct that creates a safety or health hazard. • Willful destruction, damage and/or misuse of property of the City, another employee, or a City visitor.
• Possession or use of dangerous or unauthorized materials, such as explosives, firearms, or other similar items capable of causing great bodily harm or death while on City property, while on duty, or while operating a City vehicle. 56 • Incompetence, inefficiency, negligence, failure to perform work as required, and/or unsatisfactory performance, including quantity and/or quality of work product. • Violation of established City codes, policies, procedures, rules and regulations, and/or violation of any lawful or reasonable regulation or order made and given by an employee’s supervisor.
• Insubordination, including improper conduct toward a supervisor or refusal to perform tasks assigned by a supervisor appropriately.
• Abandonment of position by unauthorized or unexcused absence for two (2) or more consecutive scheduled workdays.
• Excessive (and/or abusive) absenteeism and/or tardiness, including abuse of established sick leave policies and other leave and/or attendance policies. • Smoking in prohibited areas.
• Engaging in unlawful strikes, individual or group slowdowns, work stoppages, or violating or ordering the violation of this Agreement.

11.4. Notice
The employee and the employee’s representative will be given written notice of proposed disciplinary action at least seven (7) days before the date of the proposed disciplinary action.

Before the effective date of the disciplinary action that results in a pay reduction, unpaid suspension, demotion, or termination, the employee may request a Skelly meeting to discuss the proposed disciplinary action. The employee or their representative may respond to the proposed disciplinary action.

If the City decides to proceed with disciplinary action after the Skelly meeting, the Skelly Officer will prepare the Notice of Discipline that includes the facts and the discipline imposed and describes the employee’s appeal right.

11.5. Appeals of Suspensions of Less than Five Days
An employee or their representative may appeal reductions in pay or unpaid suspensions of five (5) days or less directly to the City Manager by notifying the City Manager within seven (7) days of issuing the Notice of Discipline by the Skelly Officer.

11.6. Appeals of Suspensions of More than Five Days
An employee or their representative may appeal reductions in pay or unpaid suspensions or reductions in pay of more than five (5) days, demotions, or termination to Mediation or an Administrative Law Judge by notifying the City Manager within seven (7) days of the issuance of the Notice of Discipline by the Skelly Officer. 57 11.7. Mediation
If the employee or their representative requests mediation, the City Manager will request a mediator from the California State Mediation and Conciliation Services. The parties will schedule mediation as soon as practicable. Any cost for the mediator will be shared equally by the parties.

11.8. Administrative Law Judge
If the employee is unhappy with the outcome of mediation or requests to go directly to an Administrative Law Judge, the City Manager will contact the California Office of Administrative Hearings to assign an Administrative Law Judge. The City Manager is responsible for scheduling and notifying the employee about the time and place of the hearing and notifying the Administrative Law Judge of the nature of the proceedings.

Unless otherwise stipulated, the hearing is closed to the public and conducted in an informal manner under the direction and authority of the Administrative Law Judge.

Employees called as witnesses serve without loss of pay.

11.9. Costs
The cost of the Administrative Law Judge and court reporter will be shared equally between the City and Local 137. The hearing transcript becomes a record of the proceedings for the purpose of any future judicial review.

11.10. Final Decision
Within forty-five (45) days of the conclusion of the hearing, unless waived by the parties, the Administrative Law Judge will prepare the record of the hearing and will submit a written decision of findings of fact, rulings of law (if any), and a decision to the City Manager. Copies will be sent to the parties. The Administrative Law Judge's decision is final.

No Strike Clause
Local 137 agrees that during the term of this Agreement, neither it nor its officers, employees, or members will engage in, encourage, sanction, support, or suggest any strikes, work stoppages, boycotts, slowdowns, mass absenteeism, picketing, sympathy strikes, sickouts or any other similar actions which would involve suspension of or interference with the normal work of the City. If any concerted action as described above occurs, Local 137 will notify its members that their activity violates this Agreement and will notify them that the concerted action must cease and the members must return to work.

Local 137 must take whatever legal action is necessary to ensure that its members return to work. Failure to do so may result in the City sanctioning Local 137. 58 City of Mt. Shasta General Team
Severability
If any article or section of this Agreement is found invalid, unlawful, or unenforceable because of any existing or subsequent enacted legislation or by judicial authority, all other articles and sections remain in full force and effect. In the event of invalidation of any provision, the City and Local 137 will meet within thirty (30) days to meet and confer in an attempt to agree upon a replacement of the provision.

Term
The term of this agreement is from March 31, 2025, through June 30, 2028. The parties agree that this is the complete MOU and that it may be modified only in writing by mutual agreement. This MOU supersedes all prior MOUs, agreements, and side letters.

Date: 4/20/2025Date: 4/23/2025
Todd Juhasz
City Manager
Marquis Smith
Bargaining Team Member
Michael W. Jarvis
Liebert Cassidy Whitmore
Heather McFall
General Teamsters Local 137
sters Local 137
59 Appendix “A” Recognition
Firefighter
Fire Captain
60 Appendix “B”WageSchedule
61 City Council Agenda Item #7f
Staff Report
Meeting Date: December 15th, 2025
To: Mayor and City Council
From: Robert Gibson, Chief of Police
Subject: Declaration of Retirement of K-9 Rocco
Recommendation:

Staff respectfully requests the City Council Adopt Resolution CCR-25-XX, a resolution of the City Council of the City of Mount Shasta retiring K-9 Rocco from active duty and selling him to his handler John Casanova.

Background & Summary:

Officer John Casanova has resigned from the Mt. Shasta Police Department effective on December 13th, 2025. This has left K-9 Rocco without a certified handler. After discussions with the City Manager, it was determined to retire K-9 Rocco and sell him to Officer Casanova pursuant to Mount Shasta Police Department Policy section 343.13.1 Transfer of Liability for a canine.

The reasoning for this decision was based on several factors including budgetary concerns. The cost to train a new certified handler would be approximately $8,250 for training costs and does not including salary cost. This is a five week training that would require overtime backfill. Other associated costs are a required kennel with fencing with an estimated cost of $1,500-$2,000, mandatory monthly training of $350 per month, and an annual re-certification cost of approximately $800, with a total approximate cost of $14,750. This cost does not include the additional 3.5 hours of overtime pay per week that a K-9 handler receives per the MOU or the feeding and vet costs for care of the animal.

Based on these factors, along with the current budgetary position of the City, staff respectfully recommends the retirement of K-9 Rocco and subsequent sale and release of liability to John Casanova.

Regular
X Consent
Closed
Presentation
62 RESOLUTION NO. CCR-XX-XX

A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF MT. SHASTA
DECLARING K-9 ROCCO RETIRED FROM ACTIVE DUTY
WHEREAS, the City of Mount Shasta Police Department has lost its certified K-9 Handler to another city; and
WHEREAS, due to current budgetary constraints and the impracticality of reassigning and retraining K-9 ROCCO following the loss of his specialized handler, the City has determined that K-9 ROCCO shall be retired from active duty; and
WHEREAS, K-9 ROCCO was originally purchased with non-profit donation funds, and the sale of retired police K-9s is especially difficult due to the specialized intimate training they receive with their assigned handler; and
WHEREAS, the City Council recognizes that special care and consideration must be taken to ensure the unique needs of a fully trained retired K-9 are met; and WHEREAS, pursuant to Mount Shasta Police Department Policy Section 343, the City is authorized to declare K-9 ROCCO as surplus property and sell him to his current handler; and WHEREAS, the City Council finds that the declaration of K-9 ROCCO as surplus property and his sale to Juan John Casanova is consistent with the Police Department's best practices and applicable law;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Mt. Shasta as follows:

1. K-9 ROCCO is hereby retired from active duty and declared surplus City property.

2. The City Council hereby authorizes and approves the sale of K-9 ROCCO to his former certified K-9 Handler, Juan John Casanova, under the terms and conditions prescribed by law.

3. The City Manager is directed to take all necessary administrative steps to execute the retirement and transfer of ownership of K-9 ROCCO.

The foregoing Resolution was duly passed and adopted at a regular meeting of the City Council of the City of Mt. Shasta on the 15th day of Decembver, 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:
63 CITY OF MT. SHASTA
ATTEST:

John Redmond, Mayor
Rachel Agron, Deputy City Clerk
64 1 North Old Stage Road
Mt. Shasta, CA 96067
530-926-5508
Mt. Shasta City Council
305 N. Mt. Shasta Blvd.

Mt. Shasta, CA 96067
Dear City Council Members,
Mt. Shasta Sisson Museum is an essential part of our tourist economy and a center of learning for our community. Each year, we welcome over 14,000 visitors, hold numerous school tours, and host evening presentations that are pertinent to our region.

We are a 501(c)(3) non-profit volunteer-operated institution. We receive all of our funding from donations, memberships, grants, fundraisers, and museum store sales. In the past, Mt. Shasta City Council members have approved sending money to help support our efforts, and we encourage you to do so again this year. We request $5,000 to help fund our new 2026 exhibits “Mount Shasta Stories”, a new railroad display, and a new video telling stories about our area.

We welcome you to visit the museum. We are proud of our exhibits and of what our volunteers do to share the history and culture of our area with community members and tourists. When you visit the museum, you will see our beautiful lenticular cloud exhibit, Native American basketry, mineral displays, the model train set, photos and facts about historical events, and you can have your photo taken on our 1915 fire truck, Lulu Belle. We also feature fourteen videos on our touch-screen that explain the geology of our area, a railroad history area with model railroad sets, mountain climbing history, an interactive 3-D map of our region. There are many activities, which visitors really enjoy. Here is a recent visitor comment, “We live near San Francisco Bay Area Discovery Museum. I like your museum better. My kids have aged out of the other museum and all three of my kids (11, 9, 6) have found multiple things to do here and don’t want to leave. The hands-on experiences are amazing. The last room is wonderful for young minds! Thank you for being available for people of all ages to learn, explore and have fun. I would recommend this place to all.” 10/11/25 Thank you for your consideration of our request,
Jean Nels
Executive Director
Mt. Shasta Sisson Museum
[email protected]
www.mtshastamuseum.com
65 MOUNT SHASTA

SAFETY ACTION PLAN
DRAFT

SA FETY
ACTION
PLAN
Mount Shasta
66 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
67 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
68 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
3 69
EXECUTIVE SUMMARY 5

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
70 6 INTRODUCTION
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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
71 LEADERSHIP COMMITMENT AND GOAL SETTING 7

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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
72 8 PLANNING STRUCTURE
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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
73 PLANNING STRUCTURE 9

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
(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
74 10 PLANNING STRUCTURE
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.
75 ANALYSIS TECHNIQUE 11

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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,
76 12 SAFETY ANALYSIS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.
77 SAFETY ANALYSIS 13

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
Figure 1 - Critical Crash Rate Formula
78 14 SAFETY ANALYSIS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
Figure 2 - Probability of Specific Crash Types Exceeding Threshold 79 SAFETY ANALYSIS 15

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
Figure 3 - Functional Classification and Signalized Intersections 80 16 CRASH SAFETY TRENDS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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
81 CRASH SAFETY TRENDS 17

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
82 18 CRASH SAFETY TRENDS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.
83 CRASH SAFETY TRENDS 19

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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
84 20 CRASH SAFETY TRENDS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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)
85 CRASH SAFETY TRENDS 21

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
86 22 CRASH SAFETY TRENDS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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)
87 CRASH SAFETY TRENDS 23

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
88 24 ANALYSIS METHODOLOGY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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
89 ANALYSIS METHODOLOGY 25

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
90 26 ENGAGEMENT AND COLLABORATION
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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
91 ENGAGEMENT AND COLLABORATION 27

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
92 28 ENGAGEMENT AND COLLABORATION
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.
93 EQUITY 29

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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.
94 30 EQUITY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
Figure 10 - Number of Crashes by Month (2019 - 2023)
* No crashes identified in December from the TIMS data
95 EQUITY 31

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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.
96 32 EQUITY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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%
97 EQUITY 33

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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
98 34 EQUITY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.
99 EQUITY 35

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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
100
36 EQUITY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.

Table 8 shows the poverty rates in the City, county, and state. 101
EQUITY 37

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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.
102
38 EQUITY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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 103
EQUITY 39

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
Figure 12 - Disadvantaged Communities
104
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.
105
EQUITY 41

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
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.
106
42 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
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%.
107
CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS 43

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
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 108
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.
109
CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS 45

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 o u 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 110
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
111
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 112
48 CLIMATE CHANGE, SUSTAINABLE AND ECONOMIC COMPETITIVENESS ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
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.
113
POLICY AND PROCESS CHANGE 49

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
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. 114
50 POLICY AND PROCESS CHANGE
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
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. 115
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.
116
52 POLICY AND PROCESS CHANGE
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
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
117
POLICY AND PROCESS CHANGE 53

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
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
118
54 POLICY AND PROCESS CHANGE
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
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 119
STRATEGY AND PROJECT SELECTIONS 55

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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.
120
56 BEST PRACTICE EVALUATION
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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. 121
BEST PRACTICE EVALUATION 57

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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.
122
58 BEST PRACTICE EVALUATION
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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.
123
BEST PRACTICE EVALUATION 59

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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.
124
60 EMPHASIS AREAS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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
125
Countermeasure Toolbox 61

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
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.
126
62 EMPHASIS AREAS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta
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
127
PROGRESS and TRANSPARENCY 63

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

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/
local-assistance/fed-and-state-programs/ activetransportation-program. 128
64 PROGRESS and TRANSPARENCY
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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
129
Implementation Plan 65

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta
• 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.
130
66 NEXT STEPS
ACTION

SA FETY MOUNT SHASTA SAFETY ACTION PLAN
PLAN
Mount Shasta

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
131
Table of Contents 67

MOUNT SHASTA SAFETY ACTION PLAN SA FETY
ACTION
PLAN
Mount Shasta

APPENDIX
132
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
133
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
134
1 Case Study Sheet: Spring Hill Rd & Mt Shasta Blvd
135
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
136
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
137
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
138
2 Case Study Sheet: Nixon Rd & Mt Shasta Blvd
139
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
140
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 141
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 142
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 143
3 Case Study Sheet: Mt Shasta Blvd - Chestnut St to Loveta Ln 144
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 145
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 146
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 147
4 Case Study Sheet: Everett Hwy - Northridge Dr to Lake St 148
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 149
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 150
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 151
5 Case Study Sheet: Lake St - Pine St to Mt Shasta Blvd 152
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 153
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 154
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 155
6 Case Study Sheet: McCloud Ave - Mt Shasta Blvd to Washington Dr 156
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 157
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 158
Mt Shasta Blvd
Washington Dr
Lake St
Install bike lanes Install sidewalks
7 Case Study Sheet: Lake St - Mt Shasta Blvd to Washington Dr 159
7 Case Study Sheet: Lake St - Mt Shasta Blvd to Washington Dr 160
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 161
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
162
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
163
8 Case Study Sheet: Mt Shasta Blvd & Lake St
164
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
165
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
166
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
167
9 Case Study Sheet: Mt Shasta Blvd & Mountain View Dr
168
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
169
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
170
McCloud Ave
Washington Dr
Install sidewalks
10 Case Study Sheet: Washington Dr & McCloud Ave
171
10 Case Study Sheet: Washington Dr & McCloud Ave
172
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
173
/ 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)
174
CITY COUNCIL AGENDA ITEM #10
MEETING DATE: December 15, 2025
TO: Mayor and City Council
FROM: Ken Kellogg, Public Works Director
SUBJECT: Approval of Contract with Kimley-Horn for Lake Street Reconstruction PS&E
RECOMMENDATION:

Staff recommends that the Council approve a contract with Kimley-Horn for Plans, Specifications, Construction Estimate and Contract Package for the Reconstruction of Lake Street.

BACKGROUND:

The City received a State Transportation Improvement Program (STIP) grant from the California Transportation Commission for the reconstruction of Lake Street from Rockfellow to Mt. Shasta Blvd. The first phase for 2026 is completion of the PS&E, followed by the second phase of construction.

The City issued an RFQ in October and received two qualified responses. The most highly qualified response is from Kimley-Horn. City staff found it to be thorough, professional and reflected a solid understanding of the project’s complexity including the geologic issues, snow removal, traffic calming and a complete streets approach. Their initial cost proposal was $463,425. We negotiated a revised cost proposal is $349,325. STIP funding has an allocation of $100,00. The remainder will be funded with gas tax. This will enable the City to access the $2,200,000 in STIP construction funds for the second phase.

X Regular Session
Special Session
Emergency
Session
Closed Session
175
Revised Scope of Services
Task 1: Project Management
Upon receipt of the Notice to Proceed, Kimley-Horn will coordinate and attend one in-person project kickoff meeting. The primary purpose of this coordination meeting will be to define key challenges, establish communication channels, review the scope of services and grant requirements, confirm stakeholders, identify project development team (PDT) members, and establish a mutually acceptable project schedule.

This task also includes general project administration, including management of project staff, quality control, and project accounting. Kimley-Horn will attend monthly PDT meetings (assumed to be virtual via Microsoft Teams or Zoom) to discuss the project, present design concerns, identify resolutions, schedule updates, and cost considerations. For this Scope of Services, we have assumed the following:
 A 13-month project duration (notice to proceed to public advertising) for a total of 11 virtual meetings and up to two in-person meetings
 The Bidding Assistance and Design Services During Construction tasks have a combined 12-month duration. No scheduled meetings are included in these tasks, however, each respective task budget may include project meetings as-needed at the request of the City up to the budgeted amount for this task.
 Stakeholder meetings beyond those of the monthly PDT meetings with City staff are included in Task 3: Public Outreach/Stakeholder Coordination discussed elsewhere in this Scope of Services.

Kimley-Horn will prepare agendas and track action items for each meeting. Upon completion of the project, Kimley-Horn will submit to the City pertinent design records, reports, record drawings, and other documents as requested by the City when not specifically a deliverable under other tasks listed in this Scope of Services.

Deliverables:
 Project schedule and updates
 Meeting agendas, minutes, and action items for all design and coordination meetings Task 2: Geotechnical Engineering
Kimley-Horn, utilizing its geotechnical engineering partner Shannon & Wilson (S&W), will provide the following geotechnical engineering services:

Project Management: S&W will attend PDT meetings when invited by Kimley-Horn, coordinate with the project team, and prepare monthly invoices, track budgets and project completion, and manage design team deliverables, including coordination with Kimley-Horn’s design team for project progression.

Reconnaissance and Advance Preparations: S&W will acquire/review readily available historical roadway as-built documents and other relevant project documentation, perform an initial site visit with the project team to review site access and site safety, observe overall general conditions for field investigation planning. S&W will photograph and document general site conditions and paint/stake boring locations and perform a pavement condition survey. S&W will prepare an encroachment permit application with the City of Mount Shasta and will prepare traffic control plans with a subconsultant and submit to the City for approval. Traffic control will follow the Manual on Uniform Traffic Control Devices (MUTCD) - temporary traffic control plans.
176
Subsurface Explorations: S&W will perform the following:
 Mobilize pavement coring rig, Dynamic Cone Penetration (DCP) testing equipment, and power auger equipment to perform the subsurface field investigation work along the roadway.  Core six (6) pavement locations using a 6-inch thin wall core barrel to recover pavement cores for visual inspection and measurement. Perform Dynamic Cone Penetration (DCP) testing in general accordance with ASTM D6951 to a depth of about 36 inches below pavement base in the underlying subgrade soils. The locations will be at approximately 500 feet on center in alternating lanes.  Obtain bulk soil samples of the material in the upper 3 feet with a power auger drill at each location.  Boreholes will be backfilled to a depth about 6-inches below ground surface with aggregate. The surface will be patched with Rapid Set concrete, dyed black where the existing asphalt concrete was penetrated.

Laboratory Testing: S&W will unload samples, complete custody log-in, and store, and review samples and prepare/coordinate testing instructions. S&W will review test reports. At project closure, S&W will dispose of samples at a public landfill.

Data Development and Analyses: S&W will prepare boring and vicinity maps as well as pavement section recommendations.

Reporting: S&W will prepare the Draft Geotechnical Design Report which is anticipated to include calculation summaries and the supporting data appendices. The report will be drafted and include appropriate special provisions and notes to the contractor that are to be included in the construction documents. Upon one round of comments, the final report will be prepared.

Deliverables:
 Draft and final geotechnical report
Task 3: Public Outreach/Stakeholder Coordination
Kimley-Horn will support the City with preparation of public outreach and educational materials. KimleyHorn will prepare an informational flyer for distribution by City staff. Kimley-Horn will translate the flyer into Spanish. Kimley-Horn will assist with stakeholder coordination and facilitate design review meetings to receive input on design elements.

We assume that up to two (2) team members from Kimley-Horn will attend in-person at up to one (1) public workshop and/or stakeholder coordination meeting related to the project. We also assume up to three (3) virtual meetings for stakeholder coordination.

Our Scope of Services includes up to 60 hours for stakeholder coordination and development of one flyer.

Deliverables:
 Up to one graphic and/or flyer for City distribution (English and Spanish)  Attendance for up to two (2) team members at up to one (1) in-person outreach/stakeholder coordination meeting
 Attendance at up to three (3) virtual meetings
177
Task 4: Plans, Specifications, and Estimate (PS&E)
Task 4.1: Site Visit
We assume the City will provide existing records prior to the project kick-off meeting, and Kimley-Horn will review existing records, maps, and data including project records, as-built drawings, studies, reports, maps, and any other documents relevant to the limits and scope of this project. Kimley-Horn will perform two (2) site visits with up to two (2) staff and will provide a one-time photographic record or video recording of the existing site conditions.

Task 4.2: 30% Plans
Based on information received in the City-furnished topographic survey, Kimley-Horn will prepare 30% level design documents, inclusive of construction plans and opinion of probable construction cost (i.e., cost estimate) for City review and comment. The 30% plans will incorporate critical design elements on the following sheets: cover sheet, cross sections, layout plans, drainage plans, and signing and striping plans.

The existing right-of-way, easements, and other pertinent elements will be shown on the plans if included in the City-furnished topographic survey.

Kimley-Horn will include a preliminary hydrology and hydraulics memorandum with this submittal package.

We assume this submittal will include the following sheets:
 Cover Sheet – 1 sheet
 General Notes/Abbreviations/Legend – 1 sheet
 Typical Sections – 1 sheet
 Horizontal/Vertical Control – 1 sheet
 Key Map – 1 sheet
 Demolition Sheets – 3 sheets
 Layout Plan / Pavement Rehabilitation Sheets – 3 sheets  Construction Curb Ramp Details – 4 sheets
 Utility / Drainage Plans – 6 sheets
 Erosion Control and Details – 4 sheets
 Signing and Striping Plans – 3 sheets
 Summary of Quantities – 1 sheet
Total Sheet Count – 29
Task 4.4: 90% PS&E
Based upon one set of consolidated, non-conflicting City redlines, Kimley-Horn will prepare and submit a 90% level design, inclusive of plans, specifications, and cost estimate for City review and comment. We will prepare project technical specifications following Caltrans 2025 format, or the latest version available at the time of production. Kimley-Horn will prepare a response-to-comments matrix for City comments stemming from the 65% review.

Task 4.5: Constructability Review
Not included in this Scope of Services.
178
Task 4.6: Draft 100% PS&E
Based upon one set of consolidated, non-conflicting City redlines as well as comments from the constructability review, Kimley-Horn will prepare and submit Draft 100% design documents, inclusive of plans, specifications, and cost estimate for City review and comment. Kimley-Horn will prepare a responseto-comments matrix for City comments stemming from the 90% review.

Task 4.7: Final 100% PS&E
Based upon one set of consolidated, non-conflicting City redlines comments from their review of the Draft 100% design documents, Kimley-Horn will prepare and submit Final 100% design documents, inclusive of plans, specifications, and cost estimate signed by the engineer in responsible charge ready for public advertisement. Kimley-Horn will prepare a response-to-comments matrix for City comments. Additional revisions to the Final 100% PS&E package will be considered additional scope and can be performed for an additional fee.

Assumptions:
 The City will furnish the topographic survey to Kimley-Horn, along with any required supplemental topographic survey should such become necessary to complete the design of the project.  The City has completed all environmental documents to comply with California Environmental Quality Act (CEQA) guidelines and will furnish to Kimley-Horn the approved CEQA document, understood to be a Negative Declaration.
 The project will not require obtaining any permits from environmental regulatory agencies.  The project will occur completely within the public right-of-way, on City-owned property, or within City-owned easements. No right-of-way services to obtain easements or acquisition of real property is included in this Scope of Services.
 Storm drainage system assumptions include the following:
o For the purposes of this Scope of Services, storm drain infrastructure outside of the existing paved roadway of Lake Street is considered “offsite.” We assume no offsite upstream or downstream storm drain improvements; existing upstream and downstream offsite storm drain are assumed adequate or will be improved as part of a separate City project. o Hydrology: Rational Method within an approximate 30 acre local watershed. Design storm analysis shall match the current Mt Shasta Stormwater Improvement project (10yr, 20yr, 100yr) lead by Progression Engineering.
o Hydraulics: Hydraflow Storm Sewers utilizing Manning’s equation. Hydraulic design shall match the current Mt Shasta Stormwater Improvement project (approximately 10 yr capacity) lead by Progression Engineering.
o We assume the existing storm drain main within the project limits shall remain in o Place. Proposed storm drain design will be limited to up to four (4) curb catch basins and storm drain laterals connecting to the existing storm drain mains, with 6”-8” high curbs, even if the Hydrology and Hydraulics analysis shows deficiencies. The Kimley-Horn team and City assume the project is intended to be a roadway reconstruction project and not a storm drain upgrade project.
o The project is exempt (i.e., non regulated project) from post construction stormwater treatment (e.g., bioretention, pervious pavements, treatment of 85th percentile, hydromodification) for Phase 2 permittees: pavement grinding and resurfacing of existing roadways and parking lots; construction of new sidewalks, pedestrian ramps, or bike lanes on existing roadways; or routine replacement of damaged pavement such as pothole repair or replacement of short, non-contiguous sections of roadway 179
Deliverables:
 Pre-design photos and/or video
 65% Plans and Estimate (PDF only)
 90% and Draft 100% PS&E (PDF only)
 Final, signed 100% PS&E (PDF only) ready for public advertisement  Response to comments matrix
 Draft and final hydrology and hydraulics memorandum for new drainage work Task 5: Utility Coordination
The Kimley-Horn team will coordinate with pertinent utility owners to clear the project for construction.

Utility coordination will include:

Task 5.1: Facility Mapping
Kimley-Horn will request from known utility owners mapping of overhead and underground utilities (i.e., ‘A’ Letter). Utility-furnished mapping will be shown in the project plans. Utility design is not included in this Scope of Services but could be provided for additional scope and fee. ‘A’ Letters will be submitted to the following utility owners as listed by USA North 811: AT&T, Hunter Communications, Inc., Northland Cable TV, and Pacific Power and Light Company. Kimley-Horn assumes the City will provide facility maps for Cityowned water, sanitary sewer, and storm drain infrastructure within the project area.

Task 5.2: Utility Designating
Kimley-Horn, through its utility locating partner T2ue, will identify and designate underground utilities within the project limits. T2ue will sweep the project area using tandem passive induction, radio and power signature scanning, and ground penetrating radar. Utilities will be marked in the field with pink paint or flags as appropriate. Marked or located utilities will be shown in the project plans.

Task 5.3: Utility Potholing
Not included in this Scope of Services.

Task 5.4: Utility Conflict Resolution
Upon completion of the 65% PS&E submittal, Kimley-Horn will coordinate with impacted utility owners by submitting written notification (i.e., ‘B’ Letters). We will submit a conflict map and request a claim letter with determination of liability for who is financially responsible for the utility work.

While federal funding is not part of this project, Kimley-Horn will prepare draft utility packages following the process established in Chapter 14, Utility Relocations, of the Caltrans Local Assistance Procedures Manual. The utility packages will consist of the following documents:
 Notice to Owner (LAPM Exhibit 14-D)
 Report of Investigation (LAPM Exhibit 14-E)
 Utility Claim Letter
 Engineer’s Cost Estimate for the Utility Work
 Utility Agreement (LAPM Exhibit 14-F)
Kimley-Horn will provide communication with utility owners to seek resolution to impacted facilities with a relocation plan by their respective owner. Once the City and utility owners agree upon liability, Kimley-Horn will issue the final utility notifications (i.e., ‘C’ Letters) in the form of the Notice to Owner. Each utility company shall then be responsible for relocating their facilities to meet the project schedule. 180
We assume that all utility communication will be electronic, and as such, no in-person meetings are included in this Scope of Services for on-site utility coordination meetings. We also assume full utility packages will be prepared for up to two (2) of the four utility providers listed in the Facility Mapping section above. Should additional utility packages be required, Kimley-Horn will provide such at additional scope and fee.

Our Scope of Services includes up to 40 hours to complete utility conflict resolution. Time required to complete utility conflict resolution beyond the time identified in this paragraph can be provided for additional scope and fee.

Deliverables:
 Utility coordination consisting of ‘A,’ ‘B,’ and ‘C’ Letters with supporting utility packages Task 6: Stormwater Pollution Prevention Plan (SWPPP)
Kimley-Horn will designate a staff member as the Qualified SWPPP Developer (QSD) for the project. The QSD will lead and review the preparation of one Storm Water Pollution Prevention Plan (SWPPP) report for the proposed project as required by the California State Water Resources Control Board (SWRCB) Construction General Permit (CGP) Order 2022-0057-DWQ (with amendments), effective date September 1, 2023. The SWPPP will be based on the City-furnished topographic survey and consultant-provided project grading plan, included within the approved improvement plans, to address the following objectives:

1. Address pollutants and their source including sources of sediment associated with construction, construction site erosion, and other activities associated with construction activity

2. Identify Best Management Practices (BMPs) relevant to the project

3. Provide Erosion Control Plans to show BMP locations
Kimley-Horn will upload the required documents to the State Water Boards Storm Water Multi-Application and Report Tracking System (SMARTS) for the Notice of Intent (NOI). This includes the following Permit Registration Documents (PRDs): the SWPPP document, Erosion Control Plans, and post-construction compliance documents.

Kimley Horn will assist in filing the NOI, submitting the Project Required Documents (PRDs), and creating the governing construction SWPPP files. We assume that the City will supply all the necessary construction documents, including scaled drawings, Title Report (if applicable), and other site information necessary to successfully create and submit the PRDs to the satisfaction of the reviewing agency.

The City is obligated to certify the necessary paperwork (NOI, Notice of Termination, etc.) with the SWRCB or other jurisdictions to comply with any applicable laws. Kimley-Horn is not responsible for implementation of the SWPPP, BMP selections made in the field, stormwater sampling, or fees related to permitting. The effort for this task also assumes the Regional Water Quality Control Board (RWQCB) will not require any additional storm water pollution prevention measures or processes beyond those required by the CGP.

The Legally Responsible Person (LRP), or the City as the LRP designated representative, will be required to sign the appropriate applications, waivers, and agreements that are part of the LRP and SWPPP document process. Qualified SWPPP Practitioner (QSP) services, required inspections, annual reports, and filing of the 181
Notice of Termination (NOT) are not included in this Scope of Services as they are typically provided by the City’s construction contractor.

Kimley-Horn assumes the following related to the SWPPP:
 The contractor will hire their own QSD and a change of QSD will take place prior to construction.

No site inspections are included as part of this Scope of Services.  The project will be a Risk Level 1 or 2.
 NOI fees will be paid by the City.
 No dewatering activities will be anticipated.
 It is not anticipated that SWPPP document amendments will be required.

Deliverables:
 Stormwater pollution prevention plan
Task 7: Bidding Assistance
Kimley-Horn will provide support to the City during the bidding phase by attending one pre-bid meeting (assumes in-field meeting), reviewing and responding to bidders’ questions and requests for information (RFIs), providing addenda to the construction documents, as needed, and reviewing bids for responsiveness and reasonableness subject to the allocated budget for this task. Our Scope of Services includes up to 30 hours for bidding assistance.

Deliverables:
 Attendance at pre-bid meeting
 Attendance at bid opening meeting (if needed)
 Responses to RFIs and preparation of addenda (if needed)  Review bids for responsiveness and reasonableness
Task 8: Design Services During Construction
Not included in this Scope of Services.
182
197.39% Overhead%
Hunter
Young
196.29% Overhead% w/o FCCM Category/Title Project
Manager
14% Fee% Direct Rate $79.34 $116.52 $102.89 $88.11 $75.98 $62.88 $54.23 $47.49 $37.05 Billing Rate $268.86 $394.85 $348.66 $298.58 $257.47 $213.08 $183.77 $160.93 $125.55 Task 1 82 4 30 15 0 0 0 35 5 171 $ 44,824.82

1.1 20 2 35 5 62 $ 12,427.20

1.2 20 10 30 $ 8,362.99

1.3 30 5 35 $ 9,558.69

1.4 12 12 $ 3,226.32

1.5 QA/QC at Plan Submittals 2 30 32 $ 11,249.62
Task 2 8 0 2 0 0 0 0 2 5 17 $ 3,797.82

2.1 8 2 2 5 17 $ 3,797.82
Task 3 25 0 0 25 0 0 0 0 10 60 $ 15,441.49

3.1 10 10 10 30 $ 6,929.90

3.2 15 15 30 $ 8,511.58
Task 4 82 4 0 18 24 30 185 460 5 808 $ 150,224.93

4.1 20 10 10 40 $ 10,200.68

4.2 5 5 40 70 120 $ 21,025.57

4.3 12 5 9 10 50 125 5 216 $ 39,099.74

4.4 90% PS&E 20 3 5 40 130 198 $ 35,609.98

4.5 Constructability Review 0 $ -

4.6 15 2 10 5 30 95 157 $ 29,264.15

4.7 10 2 5 5 15 40 77 $ 15,024.81
Task 5 17 0 0 0 0 0 30 12 5 64 $ 12,642.62

5.1 3 10 13 $ 2,415.88

5.2 4 2 5 11 $ 2,025.06

5.3 0 $ -

5.4 10 30 40 $ 8,201.69
Task 6 5 0 0 0 13 0 30 0 0 48 $ 10,204.55

6.1 5 13 30 48 $ 10,204.55
Task 7 5 0 0 0 0 10 10 5 0 30 $ 6,117.46

7.1 5 10 10 5 30 $ 6,117.46
Task 8 0 0 0 0 0 0 0 0 0 0 $ -

8.1 0 $ -
224 8 32 58 37 40 255 514 30 1,198
$60,224.63 $3,158.82 $11,157.25 $17,317.58 $9,526.53 $8,523.27 $46,861.23 $82,717.84 $3,766.55 $ 243,253.69 $ 106,071.15
$ 7,936.15
$ 2,000.00
$ 500.00
$ 34,025.00
$ 29,960.00
$ 29,650.00
$ -
$ 2,000.00
TOTAL COST: $ 349,324.84
Sr.

Professional II
Sr.

Professional III
Project Meetings - Virtual
Geotechnical Engineering
Geotechnical Report (Draft / Final)
T2 Utility Engineers (Utility Potholing - OPTIONAL TASK) Public Outreach / Stakeholder Coordination
Stakeholder Coordination - In-Person

CITY OF MOUNT SHASTA
Design Services for Roadway Reconstruction of Lake Street Kimley-Horn and Associates, Inc.

Project
Support
TOTAL

HOURS TOTAL COST
Analyst II Analyst I
Project Management and Coordination
Project Administration
Project Meetings - In-Person
Design Services During Construction
Professional II Professional I Sr.

Professional I
Project Schedule (Quarterly)
Design Services During Construction
Stakeholder Coordination - Virtual
Plans, Specifications, and Estimate
Site Visit
30% Plans
65% Plans and Estimate
Draft 100% PS&E
Final 100% PS&E
Utility Coordination
Facility Mapping (A Letters)
Utility Designating
Utility Potholing (OPTIONAL TASK)
Utility Conflict Resolution (B & C Letters)
Stormwater Pollution Prevention Plan (SWPPP)
SWPPP Development
Bidding Assistance
Bid Support During Advertisement
T2 Utility Engineers (Utility Designating)
NDS (Traffic Counts)
Outside Printing/Courier Services
Shannon and Wilson (Geotech)
Progression Engineering (Drainage/Constructability Review)

TOTAL HOURS
Subtotal Labor:

Other Direct Costs
Escalation
Travel/Mileage
Rate Schedule Used
183
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
Prepared for:

Prepared by:

CITY OF

MOUNT SHASTA
184
kimley-horn.com 555 Capitol Mall,Suite 300, Sacramento, CA 95814 916.858.5800 i
October 9, 2025
Todd Juhasz | City Manager
City of Mount Shasta
305 N. Mount Shasta Boulevard
Mount Shasta, California 96067
RE: Qualifications for Design Services for Roadway Reconstruction of Lake Street Dear Mr. Juhasz and Members of the Selection Committee:

The City of Mount Shasta (City) desires to make significant investments through prioritizing multimodal improvements meeting the needs of the one—the one school child traveling to class, the one business owner hoping for additional foot traffic, and the one cyclist enjoying a leisure ride around town. All of these “ones” desire a multifaceted transportation system that meets their unique, personal needs. To achieve these individualized needs, while delivering exceptional client service along the way, the City needs only one consultant partner, and Kimley-Horn is the one!
Kimley-Horn is a full-service engineering, planning, and environmental consulting firm providing services to public and private sector clients nationwide. Since our founding in 1967, Kimley-Horn has grown from a small group of traffic engineers and transportation planners to a nationwide firm, including 15 offices in California.

We are passionate about complete streets projects, which has contributed to Engineering News-Record ranking our firm 8th overall among the nation’s top 500 design firms for 2025.

As you consider our comprehensive response to this solicitation, please note the following key aspects and separators we provide:
“City Engineer” Perspective. Our Project Manager, Hunter Young, PE, has 18 years of experience managing complex bicycle, pedestrian, and roadway projects. Having spent 13 years as a public works engineer, including twice as a City Engineer, he brings unparalleled knowledge of municipal engineering. Through his unique experience, Hunter will be your day-to-day partner and will be able to more easily and proactively anticipate the project’s needs. Others are simply unable to match his qualifications and Kimley-Horn’s advantageous position to be your consultant partner.
» Kimley-Horn’s Advantage to the City. Hunter understands how municipalities function, the demands on limited staffing levels, and need to complete milestones on time for successful reporting not only to the State but to elected officials and the City Manager’s office. He’s keenly aware of how politics plays into the decision-making process at all levels of a project recognizing that the right engineering decision may not always be the best decision for the City at large.

Broad Complete Streets Expertise. Kimley-Horn provides extensive experience in complete streets projects. Many consultants can speak to the engineering elements and their ability to prepare construction documents, but what sets Kimley-Horn apart is our ability to provide you with deep insights and a proven track record of leading projects all the way through to construction. Our approach to these projects is informed by our wide portfolio of successful complete streets, roundabout, and multimodal projects throughout Northern California. You are collaborating with a team that knows how to make this project a success and make its delivery seamless. » Kimley-Horn’s Advantage to the City. We understand the delicate balance between technical experience and the soft skills necessary to meaningfully engage the community and stakeholders during the design phase resulting in a well-informed project.

As trusted advisors, we can act as an extension of City staff saving you time and preventing frustration.

Sacramento
Oakland Pleasanton
San Jose
Monterey
Los Angeles
Orange
Coachella Valley
San Diego
Riverside
Pasadena
Temecula
Escondido
Santa Clarita
San Mateo
Long Beach
Kimley-Horn Northern California Office Locations
185
kimley-horn.com 555 Capitol Mall,Suite 300, Sacramento, CA 95814 916.858.5800 ii
Institutional Knowledge. Key Kimley-Horn team members, including Darryl dePencier, AICP, GISP, RSP2B and Darren Choy, PE, ENV SP, of Progression Engineering, are currently providing professional services for the City of Mount Shasta related to safe streets for all (SS4A) and drainage analyses, respectively. They understand current City practices and have developed relationship with stakeholders. » Kimley-Horn’s Advantage to the City: Knowledge is power, and the Kimley-Horn team’s institutional knowledge and understanding of prior work and current studies under development allow our team to hit the pavement running on day one.

Leveraging existing relationships and project goals will result in a short learning curve.

As you will note, our comprehensive team proudly includes three subconsultant firms with whom we frequently work, and they will help deliver the project’s breadth of services to you: Progression Engineering (Progression) for storm drain design/constructability review, Shannon and Wilson (S&W) for geotechnical investigations, and T2 Utility Engineers (T2ue) for utility investigation and potholing. With Kimley-Horn, you are collaborating with a team that regularly works together to deliver high-quality services and, most importantly, is highly invested in your success. Separately, we recommend the City contract with our construction management partner, Psomas, for resident engineer and field inspection services.

Kimley-Horn is confident that our qualifications are unmatched. Should you have any questions about our proposal or require any additional information, our project manager and contact person authorized to represent our team, Hunter Young, PE, can be reached directly at 916.573.7285, [email protected], or the address listed on the previous page. Thank you for your consideration.

Sincerely,
KIMLEY-HORN AND ASSOCIATES, INC.

Hunter Young, PE Matthew D. Weir, PE, TE, PTOE, RSP1
Project Manager Principal-in-Charge/Senior Vice President* *As Senior Vice President of Kimley-Horn, Matt is the authorized individual to contractually bind the firm.

Kimley-Horn agrees to be bound by our submittal for 60 days from the submittal due date of October 9, 2025.

Kimley-Horn confirms that we have no impermissible conflicts of interest.

Kimley-Horn verifies the receipt of the Questions & Answers, received via email on October 3, 2025.

Kimley-Horn acknowledges the insurance and indemnification requirements outlined in Appendix C of the City’s Request for Qualifications (RFQ) and confirms our ability to comply with these requirements subject to the exceptions identified below:

Contract Exceptions
After reviewing the RFQ and Sample Agreement for Services, Kimley-Horn requests the following proposed modifications with the City:

11. RESPONSIBILITY: INDEMNIFICATION
[…Any injury to persons or property that may occur, or that may be alleged to have occurred, arising from the performance of this Agreement by the CONSULTANT to the extent caused by a negligent act or omission or willful misconduct of the CONSULTANT or its employees, subcontractors, subconsultants or agents; and…The CONSULTANT further agrees to defend any and all such actions, suits or claims and pay all charges of attorneys and all other costs and expenses of defense as they are incurred. If any judgment is rendered against THE CITY or any of the other individuals enumerated above in any such action, the CONSULTANT will, at its expense, satisfy and discharge the same. This indemnification will survive termination or expiration of the Agreement. In no event shall the cost to defend charged to the Consultant exceed the Consultant’s proportionate percentage of fault.
186
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  iii

TABLE OF CONTENTS
Letter of Introduction...........................................................................................................................................i

1. Team Organization and Management Plan.....................................................................................................1 Organization Chart............................................................................................................................................1 Subconsultants .................................................................................................................................................2 Program Management – Approach...................................................................................................................3 Project Understanding and Approach ...............................................................................................................4 Scope of Services ............................................................................................................................................9 Schedule.........................................................................................................................................................14

2. Company QualifiCations, Experience, and References ................................................................................15 Experience and Qualifications .......................................................................................................................15 Capability to Provide the Scope of Services ...................................................................................................15 Knowledge and Understanding of Applicable Regulations and Codes/Familiarity With Local Conditions Related to Project Scope and Work ...............................................................................................................15 Accounting Systems .......................................................................................................................................15 Quality Assurance System ..............................................................................................................................16 Professional Licenses to Perform Work ..........................................................................................................16 References and Experience with Similar Projects..........................................................................................16

3. Qualifications and Experience of Key Personnel..........................................................................................18 Resumes .........................................................................................................................................................18

4. Cost Proposal (submitted separately)..........................................................................................................19

5. Levine Act .....................................................................................................................................................19

6. Licenses and Certifications .........................................................................................................................19

7. Conflicts of Interest ......................................................................................................................................19 187
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  1

1. TEAM ORGANIZATION AND MANAGEMENT PLAN
Kimley-Horn has assembled an exceptional team of professionals who possess experience providing traffic engineering services, have proven project management capabilities, and are committed to providing the City with timely and highquality deliverables. The members of our key personnel and overall project team were selected using two criteria: their experience with similar scopes of service and their availability to assume major technical and project management responsibilities for this contract. Our Project Manager, Hunter Young, PE, will have direct and continued responsibility for our team’s services provided to the City. He will be the City’s first point-of-contact on all matters dealing with the services our team offers, and he will handle day-to-day activities through to completion.

Hunter, who recently re-joined Kimley-Horn after serving most recently as the City Engineer for the City of Rocklin, will lead our team using his 18 years of experience delivering capital improvement projects. He is well versed in managing small-to-large sized complete streets projects that balance the community’s desires with funding constraints.

Organization Chart
Our organizational chart showing the roles and proposed relationships between all key personnel and support staff expected to participate on this project is as follows:

Roadway/ADA Curb Ramps
Hunter Young, PE
Jose Rivas
Storm Drain Design/
Constructibility Review
Darren Choy, PE, ENV SP1
Geotechnical
Callan Yu, PE, GE2
Utility Investigation
Arthur Glen Robison, PE3
Pavement Design
Tim Miller, PE
Stakeholder Coordination/
Planning Continuity
Darryl dePencier, AICP, GISP,
RSP2B
Surface Water/SWPPP
Casey Jumanan, PE, QSD
QC Manager
Ali Zalghout, MSC, PE
Principal-in-Charge
Matt Weir, PE, TE, PTOE, RSP1
Project Manager
Hunter Young, PE
Subconsultants:

1. Progression Engineering

2. Shannon & Wilson

3. T2 Utility Engineers

4. Psomas*

CITY OF

MOUNT SHASTA
Complete Streets Support
Molly Tremblay
Construction Management
Justin Seufert, PE, QSD/QSP4
Ronald Sousa4
*While the Kimley-Horn team identifies Psomas in the organizational chart as the proposed construction management team member, Kimley-Horn is unable to contract directly with Psomas for these professional services. If selected, Kimley-Horn will require the City of Mount Shasta to contract directly with Psomas for construction management, resident engineer, and field inspector services. As included in this proposal, Kimley-Horn’s scope of services during construction will be limited to the services expressly identified in the Design Services During Construction task. As such, Kimley-Horn will not direct the construction contractor to perform work in connection with the design services included in this proposal. 188
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  2
Subconsultants
In an effort to provide the City with the depth of resources necessary to seamlessly deliver services for the project, Kimley-Horn has teamed with skilled and experienced subconsultants to supplement our in-house team. Not only are these firms talented from a technical standpoint, they also have an understanding of the local environment and strong working relationships with members of the Kimley-Horn team, as they have supported us on other projects. Below we have provided our subconsultants’ locations, key personnel (resumes are located in section 3.

Qualifications and Experience of Key Personnel), and qualifications.

Progression Engineering (Storm Drain Design/Constructability Review) Location: 18682 W. Cavendish Drive, Castro Valley, CA 94552 | new Oakland office coming soon: 409 13th Street, Suite 600, Office 312, Oakland, CA 94612)
Key Personnel: Darren Choy, PE, ENV SP
Firm Profile/Qualifications: Progression Engineering is a California civil engineering design firm dedicated to delivering infrastructure solutions. Their team has 17+ years of experience designing and managing infrastructure and site development projects for multiple public works agencies in Northern California, Southern California, and Hawaii. Their Principal, Darren Choy, PE, ENV SP, also served as an oncall consultant plan checker for the City of Carlsbad, City of Escondido, and City of Poway, and a Project Engineer Staff Augmentation for the County of San Diego – Darren understands the roles of both agencies and consultants and can anticipate effective design, cost, and communication to deliver projects.

Progression offers full civil engineering and project management services for all phases of a project: Concept, Specific Plan, Master Plan, CIP Development, Grant Funding, Public Outreach, Stakeholder Engagement, Schematic Design, Cost Estimating, Project Scheduling, Construction Documents, Permit Processing, Quality Control, Design Services Through Construction, Construction Administration.

Their civil engineering project experience and expertise includes: Complete Streets, Active Transportation, Trails; Americans with Disabilities Act (ADA); Green Infrastructure, Low Impact Development (LID); Hydrology and Hydraulics, Stormwater Management; Utilities – water, sewer, storm, coordination with franchise utilities; Site Development Plans, Grading and Earthwork; and Project Management: Reporting, Oversight, Scheduling, Stakeholder Engagement, QC, and Plan Checking.

Shannon & Wilson (Geotechnical)
Location: 4085 Nelson Avenue, Suite A, Concord, CA 94520 | 4153 Northgate Boulevard, Suite 6, Sacramento, CA 95834
Key Personnel: Callan Yu, PE, GE
Firm Profile/Qualifications: Since 1954, Shannon & Wilson has provided geotechnical and environmental engineering services and construction testing and inspection services to private clients, and federal, state, and local governments. Today they maintain offices across the country, including their California offices in the Bay Area, Los Angeles, and Sacramento. They combine their local experience with the specialized expertise and resources of their nationally recognized engineering services to deliver successful projects for their clients. They provide geotechnical design services on a range of projects, from the technically complex with major capital improvement costs to smallerscale projects with limited budgets. Regardless of size, they give each project the same attention to technical excellence, quality control, and responsiveness.

Shannon & Wilson has over 30 years of experience serving California. With their combined California offices, they offer over 30 technical staff in the state. Their goal is to be the leader by providing innovative geotechnical and geologic design that provides value to their clients through reduced construction costs and sound engineering solutions. The roots of their office are in local public works sectors, schools, and commercial and industrial developments. Specifically, they focus their client base to serve rail, transit, airport, federal, and energy projects. 189
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  3
T2 Utility Engineers (Utility Investigation and Potholing) Location: 3295 Monier Circle Unit C, Rancho Cordova, CA 95742 Key Personnel: Glen Robison, PE
T2 UES, Inc. d/b/a T2 Utility Engineers (T2ue) provides a full range of utility engineering services, including subsurface utility engineering (SUE), advanced geophysics, test holes/potholing, surveying, and utility coordination to support infrastructure projects in the US and Canada.

Recognized as a leader in managing the risks associated with above-ground and sub-surface utilities, T2ue staff have the experience and expertise with managing projects of all sizes, from small development jobs to large-scale billion-dollar infrastructure projects for public and private clients. T2ue has 30+ offices and about 300 employees across the US and Canada and can quickly mobilize resources for your project.

They retain a vast array of geophysical and designating equipment and one of the largest fleets of SUE vehicles within the West. T2ue’s SUE crews and field technicians are available to respond quickly to your project needs.

Psomas (Construction Management)
Location: 1410 Rocky Ridge Drive, Suite 300, Roseville, CA 95661 Key Personnel: Justin Seufert, PE, QSD/QSP; Ronald Sousa Founded in 1946, Psomas is a California Corporation which provides services from offices throughout California, Arizona, Utah, and Washington. Dedicated to using their talents and passions to improve the environment for humankind, Psomas services public and private sector clients with top-notch staff who can deliver award-winning projects through innovation, creativity, and cutting-edge technical expertise.

Psomas provides “third party” or “agency” construction management and inspection services and will serve as your advocates in the field as well as commit to acting responsibly with public funds. Through their staff and utilization of web-based software, they can provide the Cutt with a full range of contract administration, quality control inspection, cost and schedule control, document management, change order negotiation, and dispute resolution services.

With one of the largest construction management groups in California, Psomas has delivered services on over 400 projects, including roadway improvements, freeway interchanges, water and sewer improvements, and bridge construction. their approach is modeled on Caltrans Construction and Structures Manuals, maintaining compliance and successful project delivery.

Psomas’ Resident Engineers and Construction Inspectors are highly qualified, following Caltrans and Local Assistance procedures to deliver projects that meet audit requirements and maintain funding eligibility. They provide complete construction management, administrative oversight, and full project documentation in accordance with Caltrans procedures and the Local Assistance Procedures Manual (LAPM).

Their seasoned construction inspection staff provide support to their Resident Engineers and the project documentation. Their construction inspectors conduct checks of the quality and quantity of the work performed by all trades and verify that the provisions of the contract documents are fulfilled. Psomas inspects construction methods, materials, techniques, and sequences to evaluate the contractor’s compliance with the construction documents, provides observation of material testing, and reviews all construction prior to burial. Construction inspectors also monitor traffic control for adherence to approved traffic control (TC) plans, assist with monthly progress payments, and provide daily reports documenting the day’s construction activities.

Program Management – Approach
We know that the City will require a consultant who has the relevant project understanding, staff expertise, skill sets, and capabilities to support the City on this contract quickly without compromising on quality. Kimley-Horn has built a reputation for providing a multidisciplinary and proactive team who is responsible when called upon by clients and moves quickly to get tasks completed. We have recent experience on various projects, performing project and program management, concept development, initial planning, project initiation, project development, project approval and environmental document, design, construction support, implementation, and operations of the facilities.

Project Manager Hunter Young, PE, will work closely with City staff upfront to understand the scope and schedule needs to complete the tasks in an efficient and cost-effective manner. Our team will plan, direct, and coordinate the work of the project team and provide progress updates throughout each project’s duration. The administration of the project will include supervising and monitoring the effort, providing QC/QA review and preparing deliverables for conformance with the City’s standards, policies, and expectations. We will follow up and will be available to meet and exceed your expectations. We will have a high sense of urgency and commitment to technical excellence. 190
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  4
Project Understanding and Approach
A Complete Streets Approach
The City of Mount Shasta desires to retain a highly qualified engineering team to deliver professional engineering services in connection with the Lake Street Roadway Reconstruction Project (Project). The Project will rehabilitate East Lake Street/Everitt Memorial Highway between Mount Shasta Boulevard and Rockfellow Drive, a distance of nearly 0.6 miles. As a gateway into Downtown Mount Shasta as well as safe routes to school corridor to multiple campuses, the City desires to rehabilitate the roadway while also installing an array of complete streets elements, including ADA curb ramps, infill sidewalk gap closures, bike lanes, traffic calming strategies, pedestrian bulb-outs, pedestrian-scale street lighting, community gateway features, and public transit enhancements.

Removal of barriers to entry for those who desire to walk, bike, or roll is vital to the quality of life for residents, businesses, and students traveling to school. Kimley-Horn understands the importance of complete streets projects to a community and, as demonstrated throughout this proposal, has extensive experience delivering similar projects of various sizes throughout Northern California.

With one Project terminus in Downtown Mount Shasta, it is imperative to understand that community gatherings are the heart and soul of foothill communities; however, they also may generate significant traffic and challenges associated with parking. The Kimley-Horn team desires the Lake Street Roadway Reconstruction Project to complement, not detract, from the ambiance and small-town charm present on Mount Shasta Boulevard.

Existing conditions on Lake Street present unique challenges for the City, as depicted in Figure 1.

Pavement Preservation
In 2021, the Siskiyou County Local Transportation Commission, which serves as the designated Regional Transportation Planning Agency, released the Siskiyou County Regional Transportation Plan (Plan). The Plan serves as a visionary document guiding transportation investments across Siskiyou County. The Plan also identifies a common theme among many public agencies, which is a downward trend in the pavement condition index (PCI). Table 2.15 of the Plan indicates that the City of Mount Shasta has followed this general trend with an average PCI value below

49. Consequently, the Plan identifies the current Lake Street Roadway Reconstruction Project as a “short term” improvement to reconstruct Lake Street between Mount Shasta Boulevard and Rockfellow Drive resulting in a multimodal project for users of all ages and abilities. The existing asphalt pavement on Lake Street has reached the end of its useful life and includes large areas of alligator cracking and other high-severity distresses. The pavement failure is likely attributed to multiple factors, including but not limited to, freeze/thaw cycles, base failure, and drainage challenges.

Kimley-Horn team members conducted a site visit and observed existing conditions noting the potential for performing both traditional pavement rehabilitation (i.e., pavement section reconstruction) and alternative options, including full-depth reclamation (FDR) rehabilitation techniques.

Popular downtown events include:
» 4th of July Celebration
» Art, Wine, and Brewfest
» Blackberry Music Festival
» Mount Shasta Summer Concert Series
191
Qualifications for
Design Services for Roadway Reconstruction of Lake Street City of Mount Shasta  RSCASACR010793.2025  5
LEGEND
Project Limits
E Lake St
Everitt Memorial Highway
Rockfellow Dr
E Lake St
N Mt Shasta BlvdChestnut StAlder St
Failed asphalt pavement
Shallow catch basins may not allow for proper
drainage during rain events
Limited to no street lighting at school zone crosswalks Wide travel lanes may increase speeding
Non-compliant ADA ramps throughout the corridor Gaps in existing pedestrian network Downtown Sisson Meadow
Mount Shasta
Mount Shasta
High School
FIGURE 1 - EXISTING CONDITIONS
192
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  6
Other Considerations
The Kimley-Horn team conducted extensive research to
understand the project area. We are aware of the winter 2017 flooding and the concerns the City has with increased flooding due to climate change. Our proposed road geometry and pavement design will incorporate surface runoff, drainage improvements, and freeze depths to provide the City with a reliable and resilient roadway while offering pedestrians and cyclists safe facilities to reach schools, parks, and shopping districts. Kimley-Horn understands the need for connectivity between where residents live to desired destinations. As such, we will review the Lake Street Complete Streets Plan to implement direct connections that may not necessarily lead pedestrians to travel along Lake Street if alternative pathways are viable solutions, including pedestrian facilities through Sisson Meadow immediately west of Lake Street.

Our team is aware of the current Cold Creek drainage modeling and improvement projects. The initial modeling prepared by our team member, Progression Engineering, under a separate project indicates there is no street flooding per the included images. However, we are aware that the City’s storm drain system is very old and a replacement as a part of this project could be cost-effective for the City. Our project team is prepared to design storm drain replacements/upgrades within Lake Street.

In June 2024, the City received a biological study report (Report) prepared by Enplan for the South Downtown Infrastructure Improvements Project. The Report’s study area includes the entirety of the proposed roadway reconstruction work on East Lake Street between Mount Shasta Boulevard and Rockfellow Drive, and identifies proposed infrastructure upgrades to replace outdated sanitary sewer and water main facilities. The Report also identifies the potential for wetlands along East Lake Street between Birch Street and Magnolia Street. Depending on the timeline of these utility improvements, the City may give consideration to designing and constructing these upgrades concurrent with the roadway rehabilitation project to: 1) avoid trenching into new asphalt thereby reducing the life of the new roadway; 2) take advantage of economies of scale for the best construction pricing; and 3) minimize impact to residents as a result of additional construction noise, dust, and traffic. Taking a holistic approach to complete streets design will lead to wise investments on the part of the City.

Future Potential
The signalized intersection of Mount Shasta Boulevard
at Lake Street is a core intersection controlling not
only vehicular traffic but also regulating the safe
passage of pedestrian foot traffic. Based on decades
of leading complete streets projects, Kimley-Horn
believes this signalized intersection has the potential for future conversion to a mini or moderately sized
roundabout that prioritizes non-motorized traffic and
enhances operational efficiency of vehicular travel.

Figure 2 conveys a conceptual roundabout layout for the intersection of Mount Shasta Boulevard at Lake Street
that could be studied for a future enhancement to the
downtown business district.

Existing Condition Floodplain Modeling as a part of Progression Engineering’s Stormwater System Improvement Projects contract with the City.

Source: City of Mt Shasta from Progression Engineering
LEGEND
Bike Path
Sidewalk
Raised Median / Truck Apron
E Lake St E Lake St Mount Shasta Blvd Mount Shasta Blvd Figure 2 - Conceptual roundabout layout
193
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  7
To successfully deliver the Project, the Kimley-Horn team will develop working relationships with stakeholders and act as a true extension of City staff. During his 13 years in public service, our Project Manager, Hunter Young, PE, managed dozens of roadway rehabilitation projects through various stages of project development. Kimley-Horn’s philosophy is best summarized in one word—communication. Our team is successful because we communicate with our clients in the ways with which they want to communicate, resulting in increased awareness of project challenges, deliverable schedules, and funding constraints. Our team is also familiar with design standards applicable to the Project, including City and Caltrans’ Standard Plans and Specifications.

Potential Challenges and Resolutions
Kimley-Horn anticipates the Project will have barriers that must be quickly identified and addressed to be successful. Based upon our site visit to study the Project location, the following are a sample of challenges we anticipate and how we plan to resolve them—proactively.

Design
Challenge: The City of Mount Shasta desires to rehabilitate Lake Street/Everitt Memorial Highway to obtain a design life of at least 20 years. Based on field observations and prior experience, the Kimley-Horn team understands that multiple environmental factors, including, but not limited to, freeze/thaw cycles and potentially poor surface drainage, are contributing factors to the existing pavement conditions.

The pavement includes extensive alligator cracking, longitudinal and transverse cracking, and rutting as shown in Figure 3. We anticipate poor roadway base and subbase conditions have exacerbated the rate at which the roadway has failed, in part to water intrusion. Identifying the proper rehabilitation means and methods is critical to the long-term success of the project and maintaining a high PCI along the corridor.

In addition to pavement rehabilitation, the intersection of Lake Street at Rockfellow Drive may have striping and other improvements outside the boundary of the City-furnished topographic survey.

Resolution: In concert with our team’s geotechnical engineering partners and Kimley-Horn’s internal pavement management experts, the proposed pavement can include an enhanced crown to promote positive drainage as well as subsurface drainage improvements both of which are key elements to pavement longevity. The Kimley-Horn team believes a grind and overlay will not achieve the 20-year lifespan without substantial improvements to the subbase. For this reason, consideration should be given to full-depth reclamation using cement (FDR-C) as a cost-effective method for pavement rehabilitation. Consideration should also be given to collecting supplemental topographic survey should design work occur north of Rockfellow Drive. Kimley-Horn assumes the City could provide supplemental survey should the need arise.

Environmental
Challenge: Protecting the City’s natural waterways and creeks is vitally important to wildlife and the proper discharge of surface water. With complete streets projects, our experience has informed us that the pavement section is not the only consideration when scoping a project.

Frequently public agencies neglect to consider the damage done to the environment, or roadway itself, when rusted corrugated metal pipes (CMP) conveying storm drain water fail. Failed CMP can result in flakes of rusted steel breaking away from storm drain pipes polluting waterways and creating the potential for sink holes. In addition to failed CMP, joints in other types of storm drain pipe, including reinforced concrete pipe (RCP), can be a source for infiltration of water into the road base.

Truly understanding where water challenges originate and where water desires to discharge will inform proper design and environmental approaches.

Resolution: Kimley-Horn understands the need to address storm drain infrastructure prior to pavement rehabilitation. As such, we have partnered with Progression Engineering, whom the City has retained under a separate contract to perform a full review of the existing storm drain system, a catch basin of which is shown in Figure 4. We will leverage Progression’s institutional knowledge of the City’s system and incorporate improvements where appropriate with the singular focus of extending the life of the new pavement system while protecting potential wetlands as identified in the City’s June 2024 biological study report for the South Downtown Infrastructure Improvements Project.

Figure 3: Failed pavement conditions on Lake Street
Figure 4: Need to protect potential wetlands on the west side of Lake Street
194
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  8
Right-of-Way (ROW)
Challenge: ADA curb ramps in a downtown business district can often be difficult to construct. For example, the curb ramps on Lake Street at Mount Shasta Boulevard, as shown in Figure 5, present unique challenges, including, but not limited to, pedestrian safety from of a lack of detour options; constrained working spaces; and impacts to operating businesses during peak busy season as a result of noise, fugitive dust, and temporary loss of parking stemming from construction vehicles. These issues often result in less foot traffic for business owners and frequent phone calls to the City Manager’s office.

Resolution: Kimley-Horn understands the Project will require frequent and ongoing communication with private property owners. Such communication is key to understanding concerns and achieving mutually-agreed upon action items. For example, in 2016, our Project Manager, Hunter Young, PE, provided in-house Resident Engineer services during construction of similarly challenging curb ramps in Downtown San Rafael, Marin County. After meeting with an adjacent property owner of a very busy fast casual restaurant, the City and construction contractor partnered with the property owner to schedule a continuous sequence of activities allowing for back-to-back shifts for demolition and installation of a new ADA curb ramp over an 18-hour period before opening the sidewalk to pedestrian traffic. Proactive coordination with property owners can alleviate the greatest construction impact, lack of information! Utility Coordination
Challenge: Based upon our site reconnaissance and field-observed USA markings, as shown in Figure 6, the Project corridor includes various underground utilities. With the potential to utilize pavement rehabilitation techniques reaching a depth of approximately 12-18”, understanding the depth of existing utilities is crucial to avoiding contractor delays with a crew mobilized on site. To clear the project for construction, the City must demonstrate it has properly coordinated with impacted utility owners via the ABC Letter process, including the adjustment of manhole covers, gas/water valve covers, monuments, and other utility covers.

Resolution: Avoiding utility conflicts is important to maintaining the project schedule and reducing project costs. As such, Kimley-Horn’s team includes an optional tasks of a private utility locator to verify the horizontal alignment of wet and dry utilities increasing the level of confidence during the design phase. This reduces the potential for costly contract change orders during construction. If utility conflicts arise that cannot be avoided, Kimley-Horn will proactively work with the City and utility owners to resolve utility impacts. Our experience has shown that utility coordination can be solely responsible for delaying projects entering construction. We recommend starting utility coordination early and host recurring check-in meetings to keep utility partners abreast of the project status.

Inappropriately assuming that utility owners are actively working on the City’s project after initial notification could result in significant delays.

Construction
Challenge: Kimley-Horn understands that construction plans are prepared in 2-D CAD files, however, they must be implemented in a 3-D real-world environment.

While public agencies avoid dictating the means and methods of how a contractor may prosecute construction, the contract documents must adequately address major constraints that bidding estimators need to accurately price projects.

Examples of frequently overlooked constraints include, but are not limited to, traffic control/lane closure requirements, working hour constraints, holiday moratoriums, staging and/or laydown areas, business owner communication, public outreach requirements, environmental mitigation requirements, and how to keep the public moving during an extended construction season.

Figure 5: Impacts to businesses can be mitigated through coordination with owners and resequencing of construction activities Figure 6: Utility adjustments will be required for roadway rehabilitation and necessitate advance notice and coordination with utility owners 195
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  9
Additionally, the technical specifications must reference the City’s Quality Assurance Program (QAP), including, but not limited to, proper testing of materials permanently incorporated during construction and submittal of Certificates of Compliance. For this project, attention must be given to when work is performed as a result of climate constraints at certain times of the year. While not a federally funded project subject to the requirements of the Caltrans Local Assistance Procedures Manual (LAPM), our Project Manager, Hunter Young, PE, attended the Caltrans Resident Engineer Academy to hone his construction-related experience while serving as a Principal Civil Engineer for the City of Citrus Heights.

Resolution: Kimley-Horn will provide quality control/quality assurance (QC/QA) at each milestone for the project following the Kimley-Horn QC/QA manual to ensure quality work deliverables are provided to the City. Additionally, Kimley-Horn’s team includes Progression Engineering to provide a constructability review of the contract documents with an eye toward identifying construction challenges and considering at each stage “how will the contractor actually build this project?”. This will ensure that contractor pricing is the most competitive for the Project and will minimize the potential for contract change orders.

Scope of Services
Kimley-Horn has reviewed the City’s Scope of Services included in the RFQ, and we have developed a detailed scope that provides a clear and concise outline of actions and milestones that seeks to meet the goals and objectives of the Project. Our scope below will draw upon KimleyHorn’s diverse technical expertise, design experience, and effective construction document production to provide City staff and decisionmakers with the information needed to construct the desired improvements.

Task 1: Project Management
Upon receipt of the Notice to Proceed, Kimley-Horn will coordinate and attend one in-person project kick-off meeting. The primary purpose of this coordination meeting will be to define key challenges, establish communication channels, review the scope of services and grant requirements, confirm stakeholders, identify project development team (PDT) members, and establish a mutually acceptable project schedule.

This task also includes general project administration, including management of project staff, quality control, and project accounting. KimleyHorn will attend monthly PDT meetings (assumed to be virtual via Microsoft Teams or Zoom) to discuss the project, present design concerns, identify resolutions, schedule updates, and cost considerations. For this Scope of Services, we have assumed the following:
• A 13-month project duration (notice to proceed to public advertising) for a total of 11 virtual meetings and up to two in-person meetings • The Bidding Assistance and Design Services During Construction tasks have a combined 12-month duration. No scheduled meetings are included in these tasks, however, each respective task budget may include project meetings as-needed at the request of the City up to the budgeted amount for this task.
• Stakeholder meetings beyond those of the monthly PDT meetings with City staff are included in Task 3: Public Outreach/Stakeholder Coordination discussed elsewhere in this Scope of Services.

Deliverables:
• Project schedule and monthly updates
• Meeting agendas, minutes, and action items for design and coordination meetings Task 2: Geotechnical Engineering
Kimley-Horn, utilizing its geotechnical engineering partner Shannon & Wilson (S&W), will provide the following geotechnical engineering services:

Project Management: S&W will attend the project kick-off meeting and monthly PDT meetings, coordinate with the project team, and prepare monthly invoices, track budgets and project completion, and manage design team deliverables, including coordination with KimleyHorn’s design team for project progression.

Subsurface Explorations: S&W will advance up to six (6) soil borings, approximately 500 feet on center in alternating lanes, to a depth of 5 feet below ground surface to obtain disturbed representative soil samples for visual classification and later soil laboratory testing. Soil sampling will be performed using driven split barrel samplers with continuous sampling. Where penetrated, the existing asphalt will be cored using a 6-inch thin wall core barrel to recover pavement cores for visual inspection and measurement. S&W will obtain multiple (between 4 and 6) asphalt concrete, base material, and subgrade samples at each boring location to a depth of 20 inches to use in the Full Depth Recycling with Cement (FDR-C) mix designs.

Data Development and Analyses: S&W will prepare boring and vicinity maps, pavement section recommendations, soil parameters for street light and/or Caltrans overhead sign structure foundation design, and infiltration design parameters for infiltration basin design. S&W will perform an FDR-C study which will develop unconfined compressive strength verses percent Type II Portland Cement strength curves for different subgrade soil conditions along the project alignment general following the Guide for Partial- and Full-Depth Pavement Recycling in California Manual developed by UCPRC.

Full-Depth Reclamation using Cement (FDR-C) Study: S&W will develop up to four (4) strength verses percent Type II Portland Cement curves for the project alignment using cement percentages to develop between 300 and 400 pounds per square inch (psi) target strength of chemically stabilized subgrade materials. We will provide HMA/FDR-C structural pavement sections for the design Traffic Indices (TI’s). S&W will discuss the use of Rubberized Hot Mix Asphalt (RHMA) and if chosen, aid the City in applying for a CalRecycle grant for reimbursement of the difference in cost between HMA and RHMA. The information in this study will be included in the Geotechnical Design Report identified below.

Deliverables:
• Draft and Final Geotechnical Report
Task 3: Public Outreach/Stakeholder Coordination
Kimley-Horn will support the City with preparation of public outreach and educational materials. Kimley-Horn will prepare an informational flyer for distribution by City staff. Kimley-Horn will translate the flyer into Spanish. Kimley-Horn will assist with stakeholder coordination and facilitate design review meetings to receive input on design elements.

We assume that two (2) team members from Kimley-Horn will attend in-person at up to one (1) public workshop and/or stakeholder coordination meeting related to the Project. We also assume up to five (5) virtual meetings for stakeholder coordination.

Our Scope of Services includes up to 80 hours for stakeholder coordination and development of one flyer.

Deliverables:
• Up to one graphic and/or flyer for City distribution (English and Spanish) • Attendance for two team members at up to one (1) in-person outreach/stakeholder coordination meeting • Attendance at up to five (5) virtual meetings
Task 4: Plans, Specifications, and Estimate (PS&E)
Task 4.1: Site Visit
We assume the City will provide existing records prior to the project kick-off meeting, and Kimley-Horn will review existing records, maps, and data including project records, as-built drawings, studies, reports, maps, and any other documents relevant to the limits and scope of this project.

Kimley-Horn will perform two (2) site visits with up to two (2) staff and will provide a one-time photographic record or video recording of the existing site conditions.
197
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  11
Task 4.2: 30% Plans
Based on information received in the City-furnished topographic survey, Kimley-Horn will prepare 30% level design documents, inclusive of construction plans and opinion of probable construction cost (i.e., cost estimate) for City review and comment. The 30% plans will incorporate critical design elements on the following sheets: cover sheet, cross sections, layout plans, drainage plans, and signing and striping plans. The existing right-of-way, easements, and other pertinent elements will be shown on the plans if included in the City-furnished topographic survey.

Task 4.3: 65% Plans and Estimate
Following receipt of one set of consolidated, non-conflicting City redlines on the 30% plans, Kimley-Horn will advance the design to the 65% level, inclusive of plans and cost estimate for review and comment. We assume this submittal will include the following sheets:
• Cover Sheet – 1 sheet
• General Notes/Abbreviations/Legend – 1 sheet
• Typical Sections – 1 sheet
• Horizontal/Vertical Control – 1 sheet
• Key Map – 1 sheet
• Demolition Sheets – 3 sheets
• Layout Plan/Pavement Rehabilitation Sheets – 3 sheets • Construction Curb Ramp Details – 4 sheets
• Utility/Drainage Plans – 6 sheets
• Erosion Control and Details – 4 sheets
• Signing and Striping Plans – 3 sheets
• Summary of Quantities – 1 sheet
• Stage Construction Plans – 6 sheets
• Traffic Control Plans – 6 sheets
Total Sheet Count – 41
Task 4.4: 90% PS&E
Based upon one set of consolidated, non-conflicting City redlines, Kimley-Horn will prepare and submit a 90% level design, inclusive of plans, specifications, and cost estimate for City review and comment. We will prepare project technical specifications following Caltrans 2025 format, or the latest version available at the time of production. Kimley-Horn will prepare a response-to-comments matrix for City comments stemming from the 65% review.

Task 4.5: Constructability Review
The Kimley-Horn team will submit the 90% PS&E package to Progression Engineering to provide a constructability/quality control review.

Progression Engineering will provide an independent review of the construction plans, specifications, and cost estimate to identify challenges and concerns with how the construction contractor will implement the proposed improvements, verify quantities used in the bid documents, and recommend changes to improve the accuracy of the plans taking into account the means and methods that may be used by the contractor. Progression Engineering will provide one set of redline comments on the 90% PS&E package.

Task 4.6: Draft 100% PS&E
Based upon one set of consolidated, non-conflicting City redlines as well as comments from the constructability review, Kimley-Horn will prepare and submit Draft 100% design documents, inclusive of plans, specifications, and cost estimate for City review and comment. KimleyHorn will prepare a response-to-comments matrix for City comments stemming from the 90% review.

Task 4.7: Final 100% PS&E
Based upon one set of consolidated, non-conflicting City redlines comments from their review of the Draft 100% design documents, KimleyHorn will prepare and submit Final 100% design documents, inclusive of plans, specifications, and cost estimate. Kimley-Horn will prepare a response-to-comments matrix for City comments. It is anticipated that this Final 100% PS&E review will be an ‘over-the-shoulder’ review with minimal comments. Upon verification that mutually agreed upon outstanding comments have been addressed, Kimley-Horn will submit plans, specifications, and cost estimate signed by the engineer in responsible charge ready for public advertisement. Additional revisions to the Final PS&E package will be considered additional scope and can be performed for an additional fee.

Deliverables:
• Pre-design photos and/or video
• 65%, 90%, and Draft 100% PS&E in electronic format
• Final 100% PS&E signed in electronic format ready for public advertisement • Response to comments matrix
198
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  12
Task 5: Utility Coordination
The Kimley-Horn team will coordinate with pertinent utility owners to clear the project for construction. Utility coordination will include:

Task 5.1: Facility Mapping
Kimley-Horn will request from known utility owners mapping of overhead and underground utilities (i.e., ‘A’ Letter). Utility-furnished mapping will be shown in the project plans. Utility design is not included in this Scope of Services but could be provided for additional scope and fee. ‘A’ Letters will be submitted to the following utility owners as listed by USA North 811: AT&T, Hunter Communications, Inc., Northland Cable TV, and Pacific Power and Light Company. Kimley-Horn assumes the City will provide facility maps for City-owned water, sanitary sewer, and storm drain infrastructure within the Project area.

Task 5.2: Utility Designating
Kimley-Horn, through its utility locating partner T2ue, will identify and designate underground utilities within the Project limits. T2ue will sweep the Project area using tandem passive induction, radio and power signature scanning, and ground penetrating radar. Utilities will be marked in the field with pink paint or flags as appropriate. Marked or located utilities will be shown in the project plans.

Task 5.3: Utility Potholing (Optional Task)
T2ue will positively locate underground utilities within the Project limits by means of potholing for up to ten (10) test holes. Additional potholing can be provided for additional scope and fee should project conditions require additional test holes.

We assume that all utility communication will be electronic, and as such, no in-person meetings are included in this Scope of Services for onsite utility coordination meetings. We also assume full utility packages will be prepared for up to two (2) of the four utility providers listed in the Facility Mapping section above. Should additional utility packages be required, Kimley-Horn will provide such at additional scope and fee.

Our Scope of Services includes up to 45 hours to complete utility conflict resolution. Time required to complete utility conflict resolution beyond the time identified in this paragraph can be provided for additional scope and fee.

Deliverables:
• Utility coordination consisting of ‘A,’ ‘B,’ and ‘C’ Letters with supporting utility packages • Potholing results
Task 6: Stormwater Pollution Prevention Plan (SWPPP)
Kimley-Horn will designate a staff member as the Qualified SWPPP Developer (QSD) for the project. The QSD will lead and review the preparation of one Storm Water Pollution Prevention Plan (SWPPP) report for the proposed project as required by the California State Water Resources Control Board (SWRCB) Construction General Permit (CGP) Order 2022-0057-DWQ (with amendments), effective date September 1, 2023. The SWPPP will be based on the City-furnished topographic survey and consultant-provided project grading plan, included within the approved improvement plans, to address the following objectives:
199
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  13

1. Address pollutants and their source including sources of sediment associated with construction, construction site erosion, and other activities associated with construction activity

2. Identify Best Management Practices (BMPs) relevant to the project

The Legally Responsible Person (LRP), or the City as the LRP designated representative, will be required to sign the appropriate applications, waivers, and agreements that are part of the LRP and SWPPP document process. Qualified SWPPP Practitioner (QSP) services, required inspections, annual reports, and filing of the Notice of Termination (NOT) are not included in this Scope of Services as they are typically provided by the City’s construction contractor.

Kimley-Horn assumes the following related to the SWPPP:
• The contractor will hire their own QSD and a change of QSD will take place prior to construction. No site inspections are included as part of this Scope of Services.
• The project will be a Risk Level 1 or 2.
• NOI fees will be paid by the City.
• No dewatering activities will be anticipated.
• It is not anticipated that SWPPP document amendments will be required.

Deliverables:
• Stormwater pollution prevention plan
Task 7: Bidding Assistance
Kimley-Horn will provide support to the City during the bidding phase by attending one pre-bid meeting (assumes in-field meeting), reviewing and responding to bidders’ questions and requests for information (RFIs), providing addenda to the construction documents, as needed, and reviewing bids for responsiveness and reasonableness subject to the allocated budget for this task. Our Scope of Services includes up to 45 hours for bidding assistance.

Deliverables:
• Attendance at pre-bid meeting
• Attendance at bid opening meeting (if needed)
• Responses to RFIs and preparation of addenda (if needed) • Review bids for responsiveness and reasonableness
200
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  14
Task 8: Design Services During Construction (DSDC)
Kimley-Horn will provide support to the City during the construction phase. While not exhaustive, the following list of services may be provided:

1. Prepare the Resident Engineer Pending File

2. Attend the pre-construction meeting (assumes in-person meeting)

3. Review and respond to RFIs, which may include revisions and clarifications of design details and specifications

4. Review and respond to material submittals

5. Review and respond to proposed substitutions, if any, for conformance to the contract documents

6. Attend periodic construction progress meetings as directed by the City

7. Review and respond to proposed changes to the contract (Request for Quotations and Contract Change Orders)

8. Prepare Record Drawings based upon redlines provided by the contractor and field reviews performed by the City’s construction management team. Kimley-Horn will not inspect the contractor’s work. Record drawings will only be provided if sufficient budget remains following completion of construction.

Our Scope of Services includes up to 125 hours for design services during construction regardless of the tasks completed as enumerated above. Time required to complete design services during construction beyond the time identified in this paragraph can be provided for additional scope and fee.

Limitation of Responsibilities
Kimley-Horn will not be responsible for the acts or omissions of any contractor, or of any of their subcontractors, suppliers, or of any other individual or entity performing or furnishing the work. Kimley-Horn will not have the authority or responsibility to stop the work of any contractor.

Deliverables:
• Responses to contractor-furnished RFIs, submittals, and revised details, plans, or specifications • Record drawings prepared in PDF
Schedule
Kimley-Horn understands that time is money – hard-earned taxpayer funding. For this reason, we will work diligently toward project completion to minimize soft cost and maximize project value. Based upon our experience delivering similar roadway projects, we have developed an initial schedule as shown in the following graphic.

Task Description Responsible Team Member 2025 2026 2027 Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Task 1 - Project Management Kimley-Horn
Project Management NTP
Task 2 - Geotechnical Engineering Shannon and Wilson
Field Investigations
Geotechnical Report (Draft and Final) w/ City Review
Task 3 - Public Outreach / Stakeholder Coordination Kimley-Horn Public Outreach and Engagement
Task 4 - Plans, Specifications, and Estimate Kimley-Horn / Progression Engineering Site Visit
30% Plans w/ City Review
Prepare 65% PS&E Package w/ City Review
Prepare 90% PS&E Package w/ City Review
Constructability Review
Prepare Draft 100% PS&E Package w/ City Review
Prepare Final 100% PS&E Package w/ City Review
Task 5 - Utility Coordination Kimley-Horn / T2ue
A Letters and Gather As-builts
Utility Designating
Utility Potholing
B & C Letters / Claim Letters / Utility Packages / NTO
Task 6 - SWPPP Kimley-Horn
SWPPP Development and Approval
Task 7 - Bidding Assistance Kimley-Horn
Bid Support During Advertisement / Council Award Award
Task 8 - Design Services During Construction Kimley-Horn Contract Execution / Bonds
RFIs / CCOs / Material Submittals
Field Construction
Record Drawings
201
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  15

2. COMPANY QUALIFICATIONS, EXPERIENCE, AND REFERENCES
Experience and Qualifications
Kimley-Horn is a full-service engineering, planning, and environmental consulting firm providing services to public and private sector clients nationwide. Since our founding in 1967, Kimley-Horn has grown from a small group of traffic engineers and transportation planners to a firm of over 10,000 employees in 145 offices nationwide, including 15 in California. Our continued growth and stability over the past 58 years is the direct result of our commitment to integrity and dedication to providing quality services to our clients. According to Engineering News-Record, our firm ranked 8th overall among the nation’s top 500 design firms for 2025. We attribute our continued growth as the result of our commitment to integrity and dedication to providing quality services.

Capability to Provide the Scope of Services
Kimley-Horn has the capability to provide the scope of services outlined in the City’s RFQ. We have been at the forefront of providing roadway design and engineering services since 1967, including pavement management services and complete streets since 1991. Our extensive experience with implementing and updating pavement management systems, developing capital improvement programs (CIPs), and integrating prior studies into current standards, criteria, and technologies make Kimley-Horn well-suited to partner with the City on this important project. The Kimley-Horn team is comprised of engineers with not only exceptional pavement engineering and complete streets experience, but also professionals experienced in working with clients to identify, integrate, and deliver practical solutions to improve critical transportation infrastructure.

Knowledge and Understanding of Applicable Regulations and Codes/Familiarity With Local Conditions Related to Project Scope and Work The Kimley-Horn team has experience working in and around Siskiyou County and is familiar with the applicable regulations and codes dictated by the local conditions related to project scope and work.

Accounting Systems
Budget and cost management comprise the estimation of costs, the setting of an agreed budget, and management of actual and forecast costs against that budget. The budget is used as a baseline against which the progress on the project can be measured as the basis for earned value. Kimley-Horn’s Project Manager, Hunter Young, PE, is provided a budget and cost report, which is an accounting tabulation of the Project’s costs, twice monthly as timesheet and subconsultant invoices are processed. The cost report is automatically updated in KimleyHorn’s Costpoint Accounting Software to reflect the new cost-to-date figures and balances. By using this technique, the budget control is current, as the cost report displays the latest information as new charges are processed.

Our accounting system is highly automated, with online time recording capability and on-the-spot capability for Hunter to review charges to the project and review current project status and costs. We are confident that all of our accounting, invoicing, and reporting systems will meet the City’s needs.
58YEARS
145OFFICES
10,000+

EMPLOYEES
202
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  16
Quality Assurance System
Our approach to project management is based on developing a team-oriented atmosphere that involves the City early and often in decision-making. Our Project Manager, Hunter Young, PE will provide oversight for the project team and will be responsible and accountable for ensuring adequate resources are available to complete the project on time and within budget, in addition to planning for upcoming work.

Kimley-Horn’s quality control starts with experienced professionals who know how to implement innovative, cost-saving ideas and employ proven project management practices. At KimleyHorn, quality is essential to all phases of the project life-cycle, from start-up and planning to execution and delivery.

Simply put, Kimley-Horn measures the success of projects by the following quality metrics:
• Client satisfaction
• Project delivery within schedule and budget
To achieve these metrics, we actively implement firmwide QC/QA policies and procedures on our project to meet the specific needs of the City, and include the following elements:
• Quality of Scope and Schedule: Quality starts with a mutual understanding of project goals and deliverables. Our team includes technical experts who provide senior-level review of the scope of work, budget, and schedule before they are presented to the client. We will review the scope and schedule internally before submitting to the City and we will confirm they meet City’s goals for the project. • Quality of Planning and Coordination: We listen and tailor our project to the requirements of the end user. To do so, we coordinate closely with the City throughout the life of the project. Our team’s focus on the project’s ultimate goals is the key to a successful project. KimleyHorn’s proximity to the City will support the proactive communication and coordination required to help this project succeed.

Professional Licenses to Perform Work
Kimley-Horn maintains all the required professional licenses to perform work for our clients.

References and Experience with Similar Projects
Kimley-Horn has the capability to deliver the project in partnership with the City as our team has experience working on similar complete streets and pavement rehabilitation projects. Below are relevant examples showcasing recent projects.

Complete Streets
Complete streets projects are the hallmark of Kimley-Horn’s team. Bringing together a comprehensive team that balances non-motorized traffic enhancements for bicyclists and pedestrians while not negating the underlying pavement rehabilitation is key to success. We are able to advise City staff on critical decision points that result in a well-informed and thoughtful approach to project delivery.

City of Davis, Anderson Road Complete Streets, Davis, CA The City of Davis desires to improve Anderson Road between Amherst Drive and Radcliff Drive to improve bicycle and pedestrian facilities and perform roadway pavement rehabilitation. These improvements include the construction of sidewalks, curbs, gutters, ADA-compliant curb ramps, transit enhancements, Class II buffered bike lanes, traffic signal modifications, and pavement rehabilitation. Kimley-Horn is providing preliminary engineering and concept development, traffic analysis and simulation, environmental clearance, public outreach support, ROW support, final design, and design support services.

Timeframe the services were provided: 2024 – Present
Client Contact Information: Melody Eldridge, Principal Civil Engineer | 530.747.5845 | [email protected] 203
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  17
City of Seaside, Design Professional Services for Broadway Avenue Complete Street Corridor Improvements Project, Seaside, CA
Kimley-Horn is currently in the final design for a road diet on Broadway Avenue from Fremont Boulevard to General Jim Moore Boulevard. The road diet will transform a four-lane roadway to a two-lane roadway with seven roundabouts at key intersections. Other improvements include curb extensions, adding Class II and Class IV bike facilities, and safe routes to school improvements, including off-set sidewalk, rectangular flashing beacons, and accessibility improvements. The PS&E phase is expected to be completed in early 2025. Kimley-Horn previously supported the City of Seaside to complete a citywide Intersection control evaluation (ICE) report and assist with grant writing in which the City was awarded $11 million for infrastructure costs and $1 million for non-infrastructure costs in ATP Cycle 5. One of the most challenging aspects of the project was gaining community consensus regarding the use of roundabouts. As part of the community outreach process, we worked to gain community input and buyoff for these roundabout designs by arranging additional one-on-one meetings with the affected residents as well as informing elected officials of the project benefits.

Timeframe the services were provided: 2018 – Present
Client Contact Information: Leslie Llantero, Assistant Engineer | 619.272.7191| [email protected] Pavement Rehabilitation
Kimley-Horn knows pavement. Each year, we perform pavement condition assessments on thousands of roadway miles and hundreds of parking lots using a variety of technologies and software systems. We understand pavement materials, pavement failure mechanisms, and strategies for addressing unique local challenges. Kimley-Horn is committed to helping agencies build and maintain resilient infrastructure.

With specialties in pavement management, pavement engineering, roadway maintenance, roadway rehabilitation, and CIP development, we pride ourselves in transforming pavement management data into information that can drive decision-making. In bringing a combination of national and local pavement management experience to the City, we’ve seen it all when it comes to pavement data collection, pavement management software implementation, and pavement rehabilitation.

City of Folsom, Blue Ravine Road Pavement Condition Investigation and Rehabilitation Analysis, Folsom, CA Kimley-Horn completed a value engineering analysis to determine that a Cold-in-Place Recycling (CIR) method is an appropriate strategy to rehabilitate a badly deteriorated arterial roadway. Additionally, we provided pavement analysis and PS&E development for the project, which included geotechnical analyses, inertial profiling, and structural testing using non-destructive test methods.

Timeframe the services were provided: 2022 – Present
Client Contact Information: Ryan Chance, Engineering Manager | 916.461.6713 | [email protected] City of Menlo Park, Sand Hill Circle Full-Depth Reclamation (FDR) Project, Menlo Park, CA The City of Menlo Park tasked Kimley-Horn with delivering a FDR project on Sand Hill Circle, which required special attention to geometry constraints and protection of adjacent heritage tree roots. The project involves reclaiming the existing pavement to a depth of 10 inches, stabilizing the recycled material with cement, and repaving with new asphalt to restore a durable roadway surface. Kimley-Horn is completing the pavement design, reviewing geotechnical information and soil laboratory testing results, preparing plan sheets and technical specifications, and providing construction costs estimates. FDR was chosen because it provides significant cost savings and sustainability benefits by reusing in-place materials, reducing the need for imported aggregate and asphalt, limiting hauling and disposal, and producing a strong, uniform pavement section while accommodating the unique site constraints.

Timeframe the services were provided: 2025 – Present
Client Contact Information: Jordan Chu, Assistant Engineer | 650.330.6782 | [email protected] 204
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  18

3. QUALIFICATIONS AND EXPERIENCE OF KEY PERSONNEL
Resumes
Kimley-Horn’s key personnel will be available for the duration of the engagement and will not be substituted by Kimley-Horn without prior written approval by the City. We acknowledge that substitution of key personnel without prior written approval by the City will constitute a breach of the Agreement.

Our team will be fully available and our team’s resources mobilized to maintain the project schedule. We are committed to expediting this contract and provide the City with the highest quality services and resources to be able to successfully perform the scope of services.

We have provided resumes that highlight the experience and qualifications of our team members on the following pages. 205
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  iv
Professional Credentials
• Master of Science, Civil and
Environmental Engineering,
Brigham Young University
• Bachelor of Science, Civil and
Environmental Engineering,
Brigham Young University
• Professional Civil Engineer in
California #76228
Hunter is a civil engineer with nearly two decades of experience working on complete streets, pedestrian/ bicycle, safe routes to school (SRTS), and similar transportation projects with a variety of agencies locally and throughout Northern California. Having recently worked for the City of Rocklin, he brings unique agency experience to this project and will lead the Kimley-Horn team. Hunter is well versed in delivery of projects with complete streets elements, including bicycle and pedestrian enhancements, curb extensions, storm drain design, utility coordination, and rectangular rapid flashing beacon (RRFB) design.

RELEVANT EXPERIENCE
• City of Davis, Anderson Road Complete Streets, Davis, CA – Project Manager. Kimley-Horn is retained by the City to provide preliminary engineering, traffic analysis, and public outreach services for the proposed improvements on Anderson Road between Amherst Drive and Radcliffe Drive to improve bicycle and pedestrian facilities and perform roadway pavement rehabilitation. The preliminary engineering and traffic analysis includes modifications to the adjacent Cesar Chavez Elementary School parking lot. Pedestrian improvements at the signalized intersection of Anderson Road at Rutgers Road will include a pedestrian scramble phase to safely convey students to campus. The final project design will include a modified lane merge, improved signal installation at Rutgers Road and Villanova Drive, and off-street and on-street parking for school staff and parents dropping the students. • City of Lincoln, Ferrari Ranch Road Improvements Project, Lincoln, CA– Deputy Project Manager. Ferrari Ranch Road between Lincoln Boulevard and McBean Park Drive is a major collector adjacent to the Sun City development in Lincoln. The City selected Kimley-Horn to perform Intersection Control Evaluations (ICE) at the intersections of Ingram Parkway as well as Sun City Boulevard to ascertain what traffic control devices the City should consider. Upon completion of the ICE study, Kimley-Horn is advancing the design and environmental document to construct single lane roundabouts at each intersection. Additionally, the design will include pavement rehabilitation, utility iron adjustments, signing, and striping between Ingram Parkway and McBean Park Drivex`. • City of Seaside, Broadway Avenue Complete Streets, Seaside, CA – Project Engineer. Kimley-Horn is currently in the final design for a road diet on Broadway Avenue from Fremont Boulevard to General Jim Moore Boulevard. The road diet will transform a four-lane roadway to a two-lane roadway with seven roundabouts at key intersections. Other improvements include curb extensions, adding Class II and Class IV bike facilities, and safe routes to school improvements, including off-set sidewalk, rectangular flashing beacons, and accessibility improvements. The PS&E phase is expected to be completed in early 2025. Kimley-Horn previously supported the City of Seaside to complete a citywide ICE report and assist with grant writing in which the City was awarded $11 million for infrastructure costs and $1 million for non-infrastructure costs in ATP Cycle 5. One of the most challenging aspects of the project was gaining community consensus regarding the use of roundabouts. As part of the community outreach process, we worked to gain community input and buyoff for these roundabout designs by arranging additional one-on-one meetings with the affected residents as well as informing elected officials of the project benefits.
• City of Citrus Heights, Auburn Boulevard Complete Streets Project: Phase 2, Citrus Heights, CA – Project Manager.* As the project manager for the City, Hunter supported the City’s design team on this $35 million construction budget project to reinvent the Auburn Boulevard corridor into a vibrant complete streets project. The project includes undergrounding of overhead utilities, installation of bicycle and pedestrian facilities, traffic signal modifications, pavement rehabilitation, and landscaping for the nearly one-mile-long corridor. Hunter was instrumental in the establishment of an underground utility district and also facilitated complex coordination with Caltrans Office of Local Assistance as well as the California Transportation Commission (CTC) in response to the various federal fund types supporting the project.
*Prior to joining Kimley-Horn
Hunter Young, PE
Project Manager; Roadway/ADA Curb Ramps
206
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  v
Professional Credentials
• Master of Science, Civil
Engineering (Transportation
Systems), Georgia
Institute of Technology
• Bachelor of Science,
Civil Engineering,
Clemson University
• Professional Civil Engineer in
California #70216
• Professional Traffic Engineer
in California #TR2424
• Professional Traffic
Operations Engineer #2827
• Road Safety
Professional #571
Matt is a civil/traffic engineer with more than 27 years of focused traffic engineering experience in ITS planning and design, traffic signal design, signal timing development and implementation, traffic impact studies, safety studies, and parking and access studies. Matt has a deep resume of traffic and ITS project experience throughout the Sacramento Region and Northern California.

RELEVANT EXPERIENCE
• Nevada County, Rough and Ready Intersection Improvement, Nevada County, CA – Project Manager. Rough and Ready Highway is a primary route through unincorporated Nevada County terminating at the City of Grass Valley. The intersections of Rough and Ready Highway at Ridge Road and Rough and Ready Highway at Adams Avenue are offset by approximately 200 feet. To improve safety and enhance the flow of traffic at this key junction, Kimley-Horn will provide environmental (CEQA/NEPA) and construction documents (PS&E) services. The County desires to realign Ridge Road to intersect Rough and Ready Highway at Adams Avenue, and install a single lane roundabout.l • City of Roseville, Washington Boulevard at All America City Boulevard Roundabout Project, Roseville, CA – Project Manager Kimley-Horn was selected by the City of Roseville to prepare final design and construction documents for this important intersection improvement project. This intersection, located just north of downtown, serves as the gateway to the downtown core, and has critical interaction with Woodbridge Elementary, @ the Grounds, the Los Cerritos Neighborhood, and Washington Square. The Washington Boulevard corridor, Lincoln Street, and the adjacent Catalyst Site complete the diverse picture of challenges and opportunities. Kimley-Horn designed a modern, multi-lane roundabout anticipated to reduce vehicle and pedestrian delay, and improve safety. This project includes additional Kimley-Horn services to assist with obtaining environmental clearance, developing streetscape concepts for application at this and the adjacent Oak Street roundabout, and inclusion of street lighting and intelligent transportation systems (ITS) infrastructure for future use. • County of Butte, Road Safety Signing Audit, Oroville, CA – Project Manager. Butte County aims to address roadway safety along 136 centerline miles that provide vital access and connectivity throughout the County. Through a Highway Safety Improvement Program (HSIP) grant, this project proactively focuses on enhancing roadway safety, particularly emphasizing sign improvements along critical transportation routes. The Kimley-Horn team collected sign locations and other key attributes for each of the study segments by driving 24 project roadways in both directions using a mobile LiDAR scanner mounted on a scan vehicle. Simultaneously, ball-bank data was collected using an electronic ball-bank indicator mounted in the scan vehicle. The study confirmed a total of 1,549 existing signs—521 regulatory, 1,028 warning, school, and object marker signs. This RSSA project allows the County to avoid “spot treatments,” which often miss similar conditions present elsewhere in the network. Identifying these situations through the RSSA process will enable the recommendation of similar safety solutions for other locations with equal potential for collisions that may not have occurred yet. • City of Lincoln, East Joiner Parkway Widening and Roundabout Project, Lincoln, CA – Principal-in-Charge The East Joiner Parkway Widening Project widened a 1-mile corridor along East Joiner Parkway between Twelve Bridges Drive and the Lincoln/Rocklin border. This critical and award-winning project improved the operations, safety, and multimodal access along a vital corridor with significant congestion that connects the cities of Lincoln and Rocklin. A roundabout was determined to be the most appropriate intersection control at one of the corridor locations, and the team implemented a unique roundabout design solution to provide sufficient capacity and traffic operations, while also creating improved facilities for bicycles and pedestrians. The project improvements have resulted in significant benefits for the surrounding community, students, and residents by improving accessibility along the corridor while also increasing vehicular capacity and operations. The addition of bike lanes and sidewalk on the west side of East Joiner Parkway allows for greater multimodal connectivity along the corridor, while the raised, landscaped median provides for an aesthetically pleasing project.

Matt Weir, PE, TE, PTOE, RSP1
Principal-in-Charge
207
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  vi
Professional Credentials
• Masters, Civil and
Environmental Engineering,
Arizona State University
• Bachelor of Engineering
in Civil and Environmental
Engineering, American
University of Beirut
• Engineer-in-Training in
California #184632
• Professional Engineer
in Arizona #84542
and Nevada #034627
• American Society of Civil
Engineers (ASCE), Member
• MTC Pavement
Inspector Certification
• PAVER Levels I & II
Training Certification
• Pavement Inspector
Certification, certified by
Orange County Transportation
Authority (OCTA)
Ali is a pavement engineer with more than seven years of experience encompassing pavement design, management, evaluation, and construction, with a focus on sustainable practices like asphalt recycling and fiber-reinforced mixtures. He has successfully managed diverse projects for airports, local municipalities, and private sector stakeholders ensuring precision and cost-effectiveness. Ali has contributed significantly to the field with over 10 publications and is actively involved in advancing pavement engineering through his role at the National Academy of Sciences, Engineering, and Medicine Transportation Research Board (TRB) AKN19 Committee, Standing Committee on Pavement Asset Management.

RELEVANT EXPERIENCE
• City of Menlo Park, Pavement Cold-In Place Recycling (CIR) Design and Construction Support, Menlo Park, CA – Pavement Engineer. The City of Menlo Park tasked Kimley-Horn with supporting Cold In-Place Recycling (CIR) project that involved recycling 3.5 inches of the existing asphalt surface and overlaying it with 2 inches of new hot-mix asphalt. As part of my role, I completed the pavement design, reviewed geotechnical information and soil laboratory testing results, reviewed plan sheets, prepared technical specifications, and supported the City during construction by responding to contractor questions. CIR was selected because it provides substantial cost savings by reusing in-place materials, reducing the need for imported aggregate and asphalt, limiting trucking and disposal, and ultimately producing a durable, high-performing pavement section at a lower overall cost. • County of San Benito, Union Road Pavement Rehabilitation Project, Hollister, CA – Pavement Engineer. The County of San Benito tasked Kimley-Horn with designing a Full-Depth Reclamation (FDR) project along Union Road that involved recycling the existing pavement structure in place and stabilizing it with cement before placing a new asphalt overlay. In my role, I completed the pavement design, reviewed geotechnical information and soil laboratory testing results, prepared plan sheets and technical specifications, and provided construction cost estimates. FDR was selected because it provides substantial cost savings and long-term performance benefits by reusing the existing roadway materials, reducing the need for imported aggregate and asphalt, minimizing trucking and disposal, and creating a stronger, more uniform pavement foundation to support future traffic demands. • City of Menlo Park, Sand Hill Circle Full-Depth Reclamation (FDR) Project, Menlo Park, CA – Pavement Engineer. The City of Menlo Park tasked Kimley-Horn with delivering a FDR project on Sand Hill Circle, which required special attention to geometry constraints and protection of adjacent heritage tree roots. The project involves reclaiming the existing pavement to a depth of 10 inches, stabilizing the recycled material with cement, and repaving with new asphalt to restore a durable roadway surface. My role included completing the pavement design, reviewing geotechnical information and soil laboratory testing results, preparing plan sheets and technical specifications, and providing construction costs. FDR was chosen because it provides significant cost savings and sustainability benefits by reusing in-place materials, reducing the need for imported aggregate and asphalt, limiting hauling and disposal, and producing a strong, uniform pavement section while accommodating the unique site constraints. • City of Newport Beach, Pacific Coast Highway Pavement Evaluation and Design, Newport Beach, CA – Analyst*. The project involved a comprehensive pavement evaluation of Pacific Coast Highway for the City of Newport Beach. The work included conducting a detailed surface condition assessment, identifying and marking pavement coring locations, and managing the coring program along with associated traffic control. Responsibilities also included reviewing the coring results, preparing a coring information map and summary table, and assigning as well as reviewing laboratory testing such as R-Value, maximum density, Atterberg limits, and sulfate content.

Pavement deflection testing and analysis were performed to support pavement engineering evaluations, which led to the development of rehabilitation strategies and identification of areas requiring full-depth repair. All findings and recommendations were documented in a final pavement evaluation report prepared for the City.
*Prior to joining Kimley-Horn
Ali Zalghout, MSC, PE (AZ, NV)
QC Manager
208
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  vii
Professional Credentials
• Master of Science, Civil and
Environmental Engineering,
University of Wisconsin
• Bachelor of Science, Civil and
Environmental Engineering,
University of Wisconsin
• Professional Engineer in
California #82327 and
Massachusetts #52588
• Metropolitan Transportation
Commission (MTC) and
Orange County Transportation
Authority (OCTA) Pavement
Rater Certification
• PAVER Level II
Advanced Certification
Tim is an experienced project manager who brings a deep pavement engineering and pavement management background to the City. Throughout his 18-year professional career, Tim has focused on pavement condition evaluation and pavement management system implementation for a diverse group of clients including public agencies of all sizes. Having conducted hundreds of pavement condition assessments and implemented pavement management programs (PMPs) for dozens of clients, Tim is acutely aware of how pavement condition data drives the decision-making process.

Tim is a national leader in providing pavement engineering services and currently serves on the Transportation Research Board’s Committee on Pavement Condition Evaluation (AKP10) and the ASTM E17 industry working group charged with improving pavement data collection methods, including efforts to update standards for automated data collection systems. Tim is committed to delivering high-quality pavement condition data and impactful pavement management programs.

RELEVANT EXPERIENCE
• City of Monterey, Pavement Management Program and CIP Update, Monterey, CA – Project Manager. Kimley-Horn developed a PMP update that included: a network-level evaluation of approximately 103 miles of pavement to reflect any new pavement maintenance and repairs completed in the past 5 years; a PCI assessment of the City’s network’s pavement and 3.9 miles of the Monterey Peninsula Regional Trail; a determination of current network, branch, and section PCI values; and a project report. We conducted the PCI assessment in accordance with Metropolitan Transportation Commission (MTC) standards and relied on the experience of MTC-certified pavement inspectors
• City of Folsom, Blue Ravine Pavement Rehabilitation Program, Folsom, CA – Project Manager. Kimley-Horn is preparing plans, specifications, and estimates for a major thoroughfare in the City of Folsom. Kimley-Horn completed a value engineering analysis to determine that a CIR method is an appropriate strategy to rehabilitate a badly deteriorated arterial roadway in Folsom. Kimley-Horn provided pavement analysis and PS&E development for the project, which included geotechnical analyses, inertial profiling, and structural testing using non-destructive test methods.
• City of Hollister, Pavement Condition Assessment, Hollister, CA – Project Manager. Kimley-Horn conducted an inventory of all roads within the City of Hollisters roadway network and assessed approximately 128 miles of roadway and alleyway pavement. KimleyHorn created a roadway inventory and used publicly available geographic information systems (GIS) data to verify roadway extents. After collecting and processing condition data, an image log was created showing roadway conditions at 10-foot intervals and PCI values were developed based on observed conditions. This project included maintenance and repair scheduling and budgeting, City Council and stakeholder presentations, and pavement section redesign. This work led to a comprehensive pavement improvement program that includes preventive maintenance treatments such as cape seals as well as a citywide rehabilitation and reconstruction program of selected roadways and alleyways.
• City of Palm Springs, PMP Support, Palm Springs, CA – Project Manager. The City tasked Kimley-Horn to enhance and reconcile its roadway PMP, which spans nearly 250 miles. Our comprehensive approach involved evaluating the City’s current StreetSaver pavement management database and comparing it to the City’s GIS geodatabase to identify and address discrepancies. We assessed the existing data, reviewed linear segmentation, and identified and adjusted discrepancies. Based on our evaluation, we provided recommendations for improving data consistency and integrating the databases more effectively. Our services included implementing the approved changes, updating the databases, and training City personnel to leverage these enhancements and use StreetSaver effectively. • City of Artesia, Pavement Management Survey, Artesia, CA – Project Manager. The City of Artesia selected Kimley-Horn to perform pavement management and drainage study services for the City’s PMP. Kimley-Horn reviewed roadway conditions and developed PCI values based on functional conditions. Kimley-Horn performed budgetary analysis and analyzed various funding scenarios to help the City determine annual funding levels. Priority streets were integrated into the City’s CIP, which Kimley-Horn is helping to execute over the next five years by providing civil design and planning services.

Tim Miller, PE
Pavement Design
209
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  viii
Professional Credentials
• Master of Science, Urban
Spatial Analytics, University
of Pennsylvania
• Bachelor of Arts, Geography,
Carleton University
• Certificate of Geographic
Information Systems,
Algonquin College
• Geographic
Information Systems
Professional #59317
• American Institute of Certified
Planners #026552
• Road Safety
Professional 1 #279
• Road Safety
Professional 2B #17
Darryl has more than 19 years of experience assisting on and leading transportation planning and engineering projects. He uses data driven approaches to assess transportation system performance for operations, safety, equity, and other factors as needed. As a GIS Professional, Darryl often uses GIS to efficiently assess existing conditions and to analyze project alternatives. He has supported the development and implementation of GIS analysis methods for transit and traffic performance assessment, traffic safety analysis, ADA transition plans, and other transportation planning functions.

Darryl is experienced with bringing diverse databases together into a geo-enabled environment including spatial transformations, data conversions, overlays, raster/vector interactions. When applicable, Darryl makes use of big data sources to supplement available localized data from both commercial and locally kept sources. He develops custom tools, macros, models, and scripts to work with out-of-the-box tools and applications as needed to work with existing data sources to better inform the planning team and decision-makers.

RELEVANT EXPERIENCE
• StanCOG, REAP 2.0 Community Enhancement Zone Plans, VMT Mitigation Strategy, and SCS Bicycle and Pedestrian Plans, Modesto, CA – Project Planner. Kimley-Horn is working with the Stanislaus Council of Governments (StanCOG) to update its Regional Transportation Plan (RTP). To implement the RTP, Kimley-Horn has been selected to lead the Community Enhancement Zone (CEZ) Pilot Project to identify and mitigate the barriers to implementing transit-oriented development and missing middle housing. The team is preparing a vision plan to identify catalytic housing sites, prepare concepts for mobility improvement projects to support anticipated growth, and develop an implementation plan with cost estimates, funding sources, zoning reforms, and entitlement strategies to unlock housing investment across the region. Kimley-Horn is also preparing a CEZ toolkit to profile current best practices for innovative multi-family and MMH housing projects. The process will be guided by a robust public engagement process, including a developer roundtable and week-long design charrette with immersive virtual reality (VR) visioning tools. The process will help participants shape their communities, understand the barriers and trade-offs necessary to implement multi-family housing, and build consensus across a broad coalition of stakeholders. • Monterey County, Regional Vision Zero Action Plan, Monterey, CA – Project Planner. Kimley-Horn is part of the team developing a regional safety action plan (SAP) for the Transportation Agency for Monterey County (TAMC) region in Monterey County. This plan involves developing detailed safety analyses for the regional roadway system, and for each of TAMC’s member agencies that do not have an existing qualified SAP. The plan also involves extensive stakeholder and public outreach to better understand traffic safety concerns throughout the County. The goal is to identify a series of safety initiatives that can be implemented at both the regional and local level to reduce traffic injuries in the County and to make it easier for agencies to prioritize safety improvements that will provide the most benefit for the investment in the near, mid, and longer terms.
• City of Bakersfield, Active Transportation Plan, Bakersfield, CA – Project Manager. Kimley-Horn is working with the City of Bakersfield to develop a comprehensive ATP that will inform the City’s Capital Improvement Program for the next 10 years. The plan will support development of a long-term vision for a citywide bicycle and pedestrian system, identify gaps in the current system, and prioritize improvements to enhance multimodal transportation opportunities and provide a more equitable transportation system. One activation that has taken place since implementing this plan was the Bakersfield Active Transportation Summit and Festival Spotlight where Kimley-Horn was able to draw in a diverse crowd to were able to provide information ATP as well as engage with local community organizations and stakeholders. • City of Palmdale, Sustainable Transportation Plan, Palmdale, CA – Project Manager. Kimley-Horn is developing a Sustainable Transportation Plan for the City of Palmdale that is focused on improving roadway safety and reducing vehicle miles traveled to help the City achieve its sustainability goals. The project includes a robust review of historical traffic safety, identification of trends and patterns in traffic crashes, and development of a toolbox of safety improvements that the City can draw from to eliminate higher risk roadway conditions as resources allow. The study also includes a review of existing travel patterns and trip lengths to determine which portions of the City generate the most VMT, and what methods and tools the City can use to make its development more sustainable. The study also includes an assessment of equity to help the plan provide equitable benefits to all Palmdale residents.

Darryl dePencier, AICP, GISP, RSP2B
Public Outreach/Stakeholder Coordination
210
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  ix
Professional Credentials
• Bachelor of Science, Civil
Engineering, San Diego
State University
• Professional Engineer in
California #88842
• Qualified SWPPP Developer/
Practitioner #27154
Casey has 10 years of civil engineering experience on a mix of private and public sector projects throughout California. His experience includes designing and managing projects, subconsultants, budgets, and bidding and construction phase support. His project experience includes ADA design, parks, roadway and traffic calming improvements, site development/grading, stormwater design and reporting, and utility design and coordination.

RELEVANT EXPERIENCE
• LPC Acquisition Company, Arrowhead Area I - Industrial Warehouse & Water Main Extension San Bernardino, CA – Project Manager. The Arrowhead project is a proposed 337k square foot industrial building on a 17-acre lot in the City of San Bernardino. The project will include industrial space with tractor trailer parking stalls, loading docks, passenger vehicle parking spaces, underground storm water storage tanks, and utility infrastructure. Kimley-Horn provided mapping, environmental, civil and constructions services for the entirety of the project. An offsite water main extension was coordinated with San Bernardino Municipal Water Department to service the proposed site. The Arrowhead project was the first step to build out San Bernardino’s new industrial planning area. • Sansone Group, Banning Logistics, Banning, CA – Project Engineer. The Banning Logistics Project is approximately 1,320,000 square feet of industrial space with loading docks, tractor trailer parking stalls, passenger vehicle parking spaces and landscape on approximately 130.72 acres in the City of Banning. Kimley-Horn is providing survey, environmental, and civil services for the project to provide an Environmental Impact Report (EIR), precise grading and improvement plans, Hydrology Report, Water Quality Management Plan (WQMP), and erosion control plans for the overall onsite and offsite development. The project lies within FEMA Flood Zone A, which Kimley-Horn is processing the Hydrology Report/CLOMR through the Riverside County Flood Control and Water Conservation District. • Sunroad Harbor Island, San Diego, San Diego, CA – Project Engineer. Sunroad Harbor Island is a new 450-key tri-brand hotel that will open on a 7.55-acre site at 851 Harbor Island Drive in 2025. The hotel will add to East Harbor Island’s many offerings including several restaurants and proximity to San Diego International Airport. Amenities open to the public will include a walk-up restaurant and bar area, public parking spaces, and a 15-foot-wide waterfront promenade. Kimley-Horn’s services include site topographic survey, grading and drainage design, stormwater quality management design, hydrology/hydraulics, site utility design, permit processing, and value engineering/cost estimates.
• City of Oceanside, Coast Highway Corridor Design, Oceanside, CA – Project Engineer. Coast Highway, also known as the US Historic Route 101, traverses Oceanside in a north-south direction a few blocks east of the beach and serves as a local roadway as well as a pass-through arterial for I-5 traffic. The City of Oceanside’s vision for the corridor includes several core objectives, including revitalizing the corridor, enhancing mobility for all modes using and crossing the corridor, and incorporating infrastructure that improves safety and comfort for all user groups by means of a road diet and traffic calming features. Although this project is not a road widening project, the complexities of designing in a built-out downtown as well as the project’s environmental components introduced substantial challenges that have to be carefully navigated, from ADA compliance to ROW and utility impacts. This phase of design includes 1.5 miles of a road diet and traffic calming features along Coast Highway that include reducing the number of lanes from four to two (one lane in each direction), five mid-block crosswalks with bulb-outs, two traffic signal modifications, five roundabouts, a raised median, drainage improvements to mitigate existing flooding conditions, streetscape features that will create a space in the public right-of-away for bicycle facilities, pedestrian safety lighting, sidewalks, and additional landscaping. This project includes coordination with the North County Transit District (NCTD) for bus stop relocations and consolidations as well as designing for NCTD’s bus routes so the roundabouts can be accommodated, San Diego Gas & Electric coordination for power pole relocations, ROW acquisitions, and the entitlement and permitting process with the California Coastal Commission.

Casey Jumanan, PE, QSD
Surface Water/SWPPP
211
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  x
Professional Credentials
• Bachelor of Science, Civil
Engineering, Minor Business
Management, University of
California Irvine
• Professional Civil Engineer
in California #82708
and Hawaii #20961
• Envision Sustainability
Professional #10289
• Asian American
Architects and Engineers
(AAAE) - Northern CA,
Membership Committee
• CA State Parks 2026 Trails
and Greenways Conference –
Local Host Committee
• CareerVillage.org –
Volunteer Mentor
Darren brings a diverse, 17+ year civil engineering background of multimodal transportation, green infrastructure, C.3 stormwater, drainage-hydrology- hydraulics, ADA compliance, utilities, public works, and land development experience from his time working in Northern and Southern California and Hawaii. Darren is a specialist at multiple elements of roadway and drainage projects. Darren has also served as staff augmentation, consultant plan checker, and program support for several agencies in San Diego County – he understands project delivery, review, and approval from both consultant and agency perspectives. Darren is currently working with the City of Mount Shasta for storm drainage improvements in the McCloud Avenue/Washington Drive/Mount Shasta Boulevard area.

RELEVANT EXPERIENCE
• City and County of Santa Cruz, Santa Cruz Coastal Rail Trail Segments 7 PH1, 7 PH2, 8-9, 10-11, Santa Cruz, CA – Civil Engineering Project Manager. With Darren as the lead civil engineer and engineering manager, RRM prepared the trail design construction documentation and is overseeing implementation of critical segments of the corridor including Segment 7 and 8-9 for the City of Santa Cruz and Segments 10-11 for the County of Santa Cruz. Project includes: class I multiuse trail system with support of class II and class IV facilities that are ADA compliant; prefabricated pedestrian and bicycle bridges and viaducts at creek crossings and environmental sensitive areas; an extensive soldier pile retaining wall; stormwater treatment and urban drainage improvements; utility coordination, relocation, and protection. Construction of the 1.3-mile first phase of Segment 7 was completed in 2020 and the 0.8-mile long second phase completed in 2025. RRM is currently preparing construction documents for Segments 8 (0.6 miles), 9 (1.6 miles), 10 (1.5 miles), and 11 (3.2 miles) for the City and County. • City of Oakland Street, Rehabilitation and Complete Streets Improvements, Oakland, CA – Project Manager. Darren served as a Project Manager for Michael Baker International, the City of Oakland’s on-call consultant. Darren and his project team conducted pavement rehab evaluations and designed a variety of quick build and traditional design features such as signing and striping, utility relocations, raised bus platforms, bike and scooter lanes, ADA ramps, pavement rehabilitation, traffic signal modifications, pedestrian wayfinding, and urban drainage. Darren also supported the City with GPS-GIS data collection and asset management. Darren facilitated coordination among various City departments and AC Transit to integrate innovative design components, reduce conflicts, develop practical solutions, and create consistent bid documents. Darren worked closely with City staff for the Construction Document phases for Telegraph Avenue, Park Boulevard, and Lakeside Drive. City of San Jose, 280 Almaden Supportive Storage and Complete Streets, San Jose, CA – Civil Engineering Project Manager.

Darren led the design for this City of San Jose-Caltrans partnership beautification project to improve safety and aesthetically enhance the Route 280 underpass corridor by Almaden Boulevard near the city center. Planned enhancements include completing sidewalk gaps, upgraded curb ramps, greenscaping, Class IV Bikeways and Class II Bike lanes, community garden and safe, secure storage for the unsheltered community.

Project will connect to existing and future bike lanes and provide an RRFB enhanced pedestrian crossing for the storage facility. • City of Carlsbad, Park Drive (Drainage Master Plan BCA Implementation), Carlsbad, CA – Deputy Project Manager. While working for Michael Baker International, Darren designed a new urban storm drain system that was identified for implementation in the City’s Drainage Master Plan. The new storm drain system consists of approximately 3,200 feet of pipe with 12 curb inlets, 17 cleanouts, two large main junction structures, and multiple sewer lateral relocations. Trash capture devices were strategically placed for optimal trash capture and maintenance accessibility. Coordination with multiple City departments and utility owners, ultimately resulted in a project that complied with City standards, but also fit within budget limitations. Work products consisted of improvement plans, cost estimate, specifications, hydrology & hydraulics report, SWPPP, water quality documentation, and construction support. • King City, King City Downtown Plaza, King City, CA – Civil Engineering Project Manager. Darren served as the civil engineering manager for RRM on the Prop 68 grant-funded project, intended to increase access to parks and open space facilities. The Downtown Park/Plaza project is in the heart of downtown at the vacant property on the northeast corner of Broadway St/Vanderhurst Ave, helping revitalize the downtown and providing a place for the public to eat, play, enjoy events, and relax while visiting downtown. It features grass and brick open space areas, outdoor seating and tables, a stage area, trees and landscaping, interactive art features, a mural and sculpture, a public restroom and parking improvements.

Darren Choy, PE, ENV SP
Storm Drain Design/Constructability Review
212
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  xi
Professional Credentials
• Bachelor of Science, Civil
Engineering, University of
California, Davis, 2007
• Master of Science, Civil
Engineering, University of
California, Los Angeles, 2010
• Professional Civil Engineer in
California #77899
• Professional Geotechnical
Engineer in California #3117
Callan brings more than 18 years of experience as a consulting geotechnical engineer with a specialization in bridge foundations and transportation infrastructure. He has directed subsurface investigations, conducted deep foundation analyses, and developed geotechnical design for a variety of transportation projects. His experience spans deep foundation design, slope stability and settlement analyses, seismic hazards, retaining wall systems, and preparation of geotechnical recommendations for earthwork and bridge abutments in challenging soil conditions. Callan is recognized for delivering practical, constructible solutions that balance safety, performance, and cost-effectiveness on complex transportation projects. Callan excels at scope development, staying on schedule, managing project resources and budgets, communicating with key stakeholders, and assessing risks to meet the goals and desired outcomes of each project he manages. He has an excellent track-record and possesses sound judgement, technical competency, and patience/temperament that is required to effectively manage projects and programs.

RELEVANT EXPERIENCE
• City of Lincoln, East Joiner Parkway and Del Webb Boulevard Intersection Improvements, Lincoln, CA – Geotechnical Engineer.

The project will upgrade the existing four-leg all-way stop-controlled (AWSC) intersection to a modern roundabout to improve traffic flow, reduce vehicle delays, and enhance safety for all users. Callan led the geotechnical investigation including the subsurface explorations, analyses, and reporting.
• Golden Gate National Parks Conservancy, NPS Muir Woods Plaza and Bridges, Marin County, CA – Project Manager and Geotechnical Engineer. This on-going project consists of final design, permitting and construction administration for improvements to the entry plaza, buildings, four pedestrian trail bridges, and a new 135-foot span bridge across the Redwood Creek. The design phase will continue through 2025 with construction anticipated in 2026. Callan is leading the geotechnical investigation including the evaluation of building structures and bridge abutments.
• Yuba County, SR-70/Plumas Lake Boulevard Interchange Improvements, Yuba County, CA – Geotechnical Engineer. Callan is a geotechnical engineer for two bridge foundation reports associated with the SR-70/Plumas Lake Boulevard Interchange project consisting of a three-span PC/PS Bulb tee girder bridge over the UPRR and a ten-span slab bridge on pile extensions over the WPIC drainage. The project will improve traffic safety and accommodate existing and projected increases in traffic volume. • City of Lincoln, Ferrari Ranch Road Improvements, Lincoln, CA – Geotechnical Engineer. The project consists of approximately

0.5 miles of roadway improvements including widening the existing roadway from two to four lanes and upgrading the two existing stop intersections to roundabout intersections to meet traffic demands. Callan led the geotechnical investigation including the subsurface explorations, analyses, and reporting.
• East Davis Crossovers, Davis, CA – Geotechnical Engineer. The project consists of raising the existing rail track for CCJPA and widening the existing roadway along 2nd Street in Davis, California. A retaining wall consisting of soldier pile and lagging will be constructed to retain the raised track along the edge of the roadway. Callan led the geotechnical investigation to perform subsurface explorations and provide design criteria for the project.

Callan Yu, PE, GE
Geotechnical
213
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  xii
Professional Credentials
• Bachelor of Science,
Civil Engineering (Cum
Laude), California State
University, Long Beach
• Professional Engineer in
California #78222
• NASSCO P / M / LACP:

U-0120-70308258
• American Public Works
Association (APWA), Member
• American Society of Civil
Engineers (ASCE), Member
Glen has more than 20 years of civil engineering, due diligence, design, and project management experience. His specialized knowledge is in Subsurface Utility Engineering (SUE), land development, site design, water quality management plans, road widening and rehabilitation, storm drain and drainage, water and sewer facilities, signing and striping, retaining walls and traffic handling services for a variety of private and municipal agencies. Glen is well versed in all aspects of utility investigations including research, mapping, field investigations, survey, design, and deliverable production. As a California Registered Professional Engineer, Glen certifies and seals deliverables against negligent errors and omissions and assures the standards of care for all utility investigations are achieved.

RELEVANT EXPERIENCE
• Port of Long Beach, Pier D Street Realignment, Long Beach, CA – Project Manager for SUE services for the Pier D Street Realignment Project. Project responsibilities included utility locating, trenching, potholes, soil management and disposal, and deliverable production.
• Orange County Sanitation, Project No. 2-49, Orange, CA – Engineer-in-Charge for ASCE 38 compliant SUE services for the Taft Branch Sewer Improvement Project. Project responsibilities included review of geophysical utility designating, utility records reconciliation, deliverable production, traffic control plans for City Encroachment Permits, and SUE Plan submittals. • Orange County Sanitation, Project No. 5-67, Newport Beach, CA – Engineer-in-Charge for ASCE 38 compliant SUE services for the Bayside Sewer Pump Station and Dual Force Main Replacement Project. Project responsibilities included review of geophysical utility designating, utility records reconciliation, deliverable production, traffic control plans for City and Caltrans Encroachment Permits, and SUE Plan submittals.
• Los Angeles Community College District, Energy Efficiency/Utility Infrastructure, Subsurface Utility Engineering (SUE) Services, Los Angeles, CA – Engineer-in-Charge for ASCE 38 compliant SUE services for ten Los Angeles Community College Campuses. Scope includes providing geophysical utility designating, testholes (potholes), survey and deliverable production and submittals.

Also, manage and report review of subcontractor utility condition assessments and topographical survey. • Metropolitan Water District, Iron Mountain Pumping Plant, Sablon, CA – Project Manager. Performed design management and layout of existing subsurface and overhead utilities for the Iron Mounting Pumping Plant. • City of Long Beach, Large Potable Water Valve Replacement Project - Redondo Avenue and Kilroy Way, Long Beach, CA – Traffic Control Engineer for the design of traffic control plans for large valve replacements on miscellaneous domestic water pipelines, including a 650LF 36-in bypass water pipeline. As the Traffic Control Engineer, responsibilities included the creation of traffic control plans and detour plans that conformed to the California MUTCD for Streets and Highways and municipality standards. • South Coast Water District, Pacific Coast Highway (PCH) Recycled Waterline Upsizing, Laguna Beach, CA – Project Engineer* for the design of a new 16-inch HDPE recycled waterline to replace a deteriorated and undersized 10-inch line in Pacific Coast Highway and a new underground bypass vault for an adjacent pump station. Other responsibilities included the review of traffic control plans and obtaining a Caltrans District 12 Encroachment Permit.
• Atlas Disposal Biogas Project, Sacramento, CA – Engineer of Record* for the design and construction of a new compressed natural gas (CNG) fueling station which made use of bio-methane, supplied by a third party and/or utility supplied natural gas. Project responsibilities included the design of the CNG fueling facility, including civil, mechanical, and electrical systems, designed to City standards. Other responsibilities included permitting and construction assistance. • City of Laguna Beach, Circle Way Storm Drain and Site Improvement, Laguna Beach, CA – Project Engineer* for design to upsize an undersized storm drain system from 18-inch CMP to 60-inch RCP, beach outlet structure, and access stairway, and realigning an existing 8-inch sewer and associated utility service laterals to accommodate the larger storm drain. Other responsibilities included traffic control plans, Coastal Commission permitting, and construction assistance. *Prior to joining T2ue
Arthur Glen Robison, PE
Utility Investigation and Potholing
214
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  xiii
Professional Credentials
• Bachelor of Science,
Environmental Engineering,
California Polytechnic State
University, San Luis Obispo
• Professional Engineer in
California #73718
• CIPP Inspector/NASSCO/
CIPP-0717-0202140
• Qualified SWPPP Developer/
Practitioner/California
Stormwater Quality
Association/00194
• American Society of
Civil Engineers
Justin is a registered civil engineer and a Qualified Stormwater Developer with 24 years of experience leading complex public and private sector projects from initial planning through construction. His portfolio includes a broad range of transportation, wastewater treatment and conveyance, and land development projects. Justin’s experience includes providing project management, constructability reviews, value engineering, SWPPP development and review, traffic control plan review, staff development and contract administration. Justin has served in a variety of diverse roles including Staff Engineer, Project Manager, Resident Engineer, Assistant Resident Engineer, and Field Inspector. As a project manager/construction manager, he has successfully led construction management teams on a wide variety of construction projects for local agencies and special districts. A resident of Chico, Justin is a proactive project manager with a demonstrated track record of leading multidisciplinary teams, fostering team collaboration, and maintaining positive community engagement.

RELEVANT EXPERIENCE
• City of Chico 2024 On-Call Construction Management and Inspection Services, Chico, CA – Project Manager/Resident Engineer on this $5 million on-call contract which provides Resident Engineering, Office Engineering, and Construction Inspection services for over a dozen separate task orders. Projects have included a $20 million PCC roadway widening project, a roundabout in the SR 99 right of way, annual resurfacing projects, a bikeway project, and two pedestrian/bicycle bridge projects. Justin is managing a team of between five and eight personnel from our office in Chico and is also providing support for Caltrans District 3 personnel working in the northern part of District 3 (Chico/Marysville).
• Town of Paradise On-System Road Rehabilitation - Skyway Phase 1, Paradise/Butte County, CA – Resident Engineer for this $5.1 million roadway rehabilitation project in Paradise. As a result of the devastating 2018 Camp Fire, the Town of Paradise is rehabilitating all roadways within the Town. This was the first roadway rehabilitation administered, which included approximately 3 miles of roadway along their main thoroughfare, Skyway. The project consisted of utility coordination to underground overhead facilities, removal and replacement of concrete flatwork (sidewalks, curb & gutter, and curb ramps), cold planing existing asphalt roadway, Full-Depth-Reclamation - Cement, HMA paving, new signage and striping. Due to the unique conditions of the Town having been lost in the Camp Fire, field conditions were constantly changing and required effective presence onsite to communicate with all stakeholders and deliver the project on-time and under budget.
• Town of Paradise 2023 On-System Road Rehabilitation, Paradise, CA – Resident Engineer for construction management and inspection services on the On-System Road Rehabilitation - 2023 (Phase 2). Work inspected consists of sidewalk repairs, curb ramps, cold planing asphalt, pulverizing, full-depth-reclamation, and placement of new HMA surfacing for the scope of work identified in the project limits.
• Town of Paradise 2023 Off-System Road Rehabilitation, Paradise, CA – Resident Engineer for this $5.7 million federally funded roadway rehabilitation project in Paradise. As a result of the devastating 201 8 Camp Fire, the Town of Paradise is rehabilitating all roadways within the Town, undergrounding overhead utilities, and replacing water services. This project included rehabilitating approximately 12 miles of local roadways, removal and replacement of concrete flatwork (sidewalks, curb and gutter, and curb ramps), cold planing existing asphalt roadway, pulverized roadbed, HMA paving, new signage, and striping. • Town of Paradise 2024 On-System Roadway Rehabilitation - Phase 3 Project, Paradise, CA – Project Manager for this $4.8 million, 7-mile rehabilitation project spanning 11 separate collector and arterial roads in the Town of Paradise. This project utilized cold plane, full-depth reclamation with cement, and new hot mix asphalt to rehabilitate some of Paradise’s heavily trafficked roads after the historic Camp Fire with HSIP and FHWA Emergency Relief funds. • Town of Paradise 2024 Off-System Roadway Rehabilitation Project, Paradise, CA – Project Manager for this $7.6 million federally funded roadway rehabilitation project for 60 separate local roads in Paradise. This project included rehabilitating approximately 14 miles of local roadways using multiple treatments including pulverizing, cold plane, and full depth reclamation with cement.

Justin Seufert, PE, QSD/QSP
Construction Management
215
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  xiv
Professional Credentials
• Coursework/
Construction Management
• Cal/OSHA 10-
Hour Construction
• CPR/First Aid
• OSHA 10-hour Safety
• Temporary Pedestrian Access
Routes Training Caltrans,
Division of Construction
Ron has over 50 years of relevant experience in roadway construction. A resident of Cottonwood, Ron’s highway and roadway experience includes over 100 bridges, multi-level interchanges, steel girder structures, structure retrofits, soil nail, MSE, and retaining walls, and box culvert structures. He has managed emergency repairs and replacements within the Caltrans right-of-way. Ron has managed multiple projects within Caltrans right-of-way and/or to Caltrans Construction Records and Procedures requirements and has experience coordinating with Caltrans Oversight personnel.

RELEVANT EXPERIENCE
• Town of Paradise 2024 Off-System Roadway Rehabilitation Project, Paradise, CA – Lead Inspector for this $7.6 million federally funded roadway rehabilitation project for 60 separate local roads in Paradise. This project included rehabilitating approximately 14 miles of local roadways using multiple treatments including pulverizing, cold plane, and full depth reclamation with cement. Ron provided on-site inspection, and management for this project during Paradise’s rebuild after the historic Camp Fire. In addition to the roadway improvements, the project also included curb ramps, curb, gutter, and sidewalk replacements, drainage improvements, and constant coordination with other contractors and the Town’s residents and businesses. • Town of Paradise 2024 On-System Roadway Rehabilitation - Phase 3 Project, Paradise, CA – Lead Inspector for this $4.8 million, 7-mile rehabilitation project spanning 11 separate collector and arterial roads in the Town of Paradise. This project utilized cold plane, fulldepth reclamation with cement, and new hot mix asphalt to rehabilitate some of Paradise’s heavily trafficked roads after the historic Camp Fire with HSIP and FHWA Emergency Relief funds. Ron provided on-site inspection services during the project and resolved countless field conflicts involving utilities, drainage, traffic control, business coordination, and property access management. The project also involved ADA upgrades, traffic delineation, and extensive coordination with the adjacent 2024 Off-System Project. • Thornton Road Widening Project, Stockton, CA – Construction Inspector on this $12 million road widening project. The project widened approximately 1.5 miles of Thornton Road on each side. Constructed in stages, the project included removal and replacement of curb, gutter and sidewalk; conforming driveways, modification of existing signalized intersections and installation of new signalized intersections, roadway drainage, extensive utility relocations and coordination, extension of a box culvert; coordination with San Joaquin County; coordination with adjacent residents and businesses; and installation of new landscaping and irrigation. The project was challenged by a high volume of unidentified utility conflicts resulting in wholesale revisions to the road structural section, electrical and drainage systems during construction.
• Rancho Vista Boulevard Offramp SR-14 Widening (Measure R), Palmdale, CA – Construction Inspector for this $12 million Measure R Project. The project relieved traffic congestion on SR-14 between Palmdale Boulevard and Rancho Vista Boulevard and was an operational improvement project. Major components on the project included the addition of one acceleration lane by widening south bound SR-14, Avenue Q bridge widening, construction of 2,000 foot long retaining wall, the widening of an off-ramp to increase storage for both left-turn and right-turn traffic, and realignment of off-ramp terminus to minimize skew at the Rancho Vista intersection. • Caltrans District 3 On-Call Construction Inspection Contract #03-A3008 TO #2-Chico/Orville, Chico, CA – Assistant Resident Engineer on SR-70 widening project Segment #3. Work on this project included roadway excavation, import borrow, HMA, new 7 span bridge over Hon Cut Creek, drainage systems, MBGS systems, landscape, erosion control, rock slope protection, this project was two years long, two to five lanes with traffic staging with K rail and traffic crossovers.

Ronald Sousa
Construction Management
216
Qualifications for
Design Services for Roadway
Reconstruction of Lake Street
City of Mount Shasta  RSCASACR010793.2025  19

4. COST PROPOSAL
In accordance with the RFQ, Kimley-Horn’s cost proposal is provided in a separate PDF and separate email. We welcome the opportunity to discuss our fee with the City of Mount Shasta and are flexible to adjustments and refinements as necessary to accommodate the City’s needs for this project.

5. LEVINE ACT
Kimley-Horn complies with the Levine Act (Government Code 84308), part of the California Political Reform Act of 1974.

6. LICENSES AND CERTIFICATIONS
Kimley-Horn and all proposed key personnel hold and will maintain during the course of the contract including any option extensions, appropriate professional licenses to perform the work specified in this RFQ. We have listed all relevant licenses and/or certifications and the name of the issuing entity in the resumes. We understand that copies or proof of such licensure and/or certification may be requested by the City.

7. CONFLICTS OF INTEREST
In accordance with the RFQ, we have provided below a list of our current contracts that involve work with the City, including our relationship to the City, and a brief description of the jobs under the contract.

Contract/Project Relationship to the City Brief Description of Project Safe Streets for All (SS4A) Application Prime Consultant Preparation of an SS4A Supplemental Planning and Implementation
grant application
Safe Streets and Roads for All (SS4A)
Comprehensive Safety Action Plan
Prime Consultant Preparation of an SS4A Comprehensive
Safety Action Plan Project
To the best of our knowledge, neither Kimley-Horn nor any of its employees has any potential conflicts of interest that may compromise our delivery of unbiased work product, or due to any other clients, contract, or property interests arising from this on-call contract. As is our standard procedure when task orders are assigned under such contracts, we will evaluate the scope of each assignment for any potential conflicts of interest and immediately notify the City in the event such conflicts exist or may appear to exist.

Kimley-Horn represents and warrants that no director, officer, or employee of the City is in any manner interested directly or indirectly in the submittal or in the Agreement that may be made under it or in any expected profits to arise therefrom, as set forth in Article 4, Division 4, Title I (commencing with Sec. 1090) of the Government Code of the State of California. Kimley-Horn warrants and represents that it presently has no financial interest and agrees that it will not acquire any financial interest which would present a conflict of interest under California Government Code Sections 1090 et seq. or Sections 87100 et seq. during the performance of services under this Agreement. Kimley-Horn further covenants that it will not knowingly employ any person having such an interest in the performance of this Agreement. Violation of this provision may result in this Agreement being deemed void and unenforceable 217

CONTACT
Hunter Young, PE
[email protected]
916.573.7285
555 Capitol Mall, Suite 300,
Sacramento, CA 95814
www.kimley-horn.com The entirety of this proposal, including text and images, is the property of Kimley-Horn and Associates, Inc., protected under US copyright law. Copyright © 2025 Kimley-Horn and Associates, Inc. 218
197.39% Overhead%
Hunter
Young
196.29% Overhead% w/o FCCM Category/Title Project
Manager
14% Fee% Direct Rate $79.34 $116.52 $102.89 $88.11 $75.98 $62.88 $54.23 $47.49 $37.05 Billing Rate $268.86 $394.85 $348.66 $298.58 $257.47 $213.08 $183.77 $160.93 $125.55 Task 1 82 4 30 15 0 0 0 35 5 171 $ 44,824.82

1.1 20 2 35 5 62 $ 12,427.20

1.2 20 10 30 $ 8,362.99

1.3 30 5 35 $ 9,558.69

1.4 12 12 $ 3,226.32

1.5 QA/QC at Plan Submittals 2 30 32 $ 11,249.62
Task 2 8 0 2 0 0 0 0 2 5 17 $ 3,797.82

2.1 8 2 2 5 17 $ 3,797.82
Task 3 25 0 0 25 0 0 0 0 10 60 $ 15,441.49

3.1 10 10 10 30 $ 6,929.90

3.2 15 15 30 $ 8,511.58
Task 4 82 4 0 18 24 30 185 460 5 808 $ 150,224.93

4.1 20 10 10 40 $ 10,200.68

4.2 5 5 40 70 120 $ 21,025.57

4.3 12 5 9 10 50 125 5 216 $ 39,099.74

4.4 90% PS&E 20 3 5 40 130 198 $ 35,609.98

4.5 Constructability Review 0 $ -

4.6 15 2 10 5 30 95 157 $ 29,264.15

4.7 10 2 5 5 15 40 77 $ 15,024.81
Task 5 17 0 0 0 0 0 30 12 5 64 $ 12,642.62

5.1 3 10 13 $ 2,415.88

5.2 4 2 5 11 $ 2,025.06

5.3 0 $ -

5.4 10 30 40 $ 8,201.69
Task 6 5 0 0 0 13 0 30 0 0 48 $ 10,204.55

6.1 5 13 30 48 $ 10,204.55
Task 7 5 0 0 0 0 10 10 5 0 30 $ 6,117.46

7.1 5 10 10 5 30 $ 6,117.46
Task 8 0 0 0 0 0 0 0 0 0 0 $ -

TOTAL HOURS
Subtotal Labor:

Other Direct Costs
Escalation
Travel/Mileage
T2 Utility Engineers (Utility Designating)
NDS (Traffic Counts)
Outside Printing/Courier Services
Shannon and Wilson (Geotech)
Progression Engineering (Drainage/Constructability Review) Bidding Assistance
Bid Support During Advertisement
Stormwater Pollution Prevention Plan (SWPPP)
SWPPP Development
Utility Coordination
Facility Mapping (A Letters)
Utility Designating
Utility Potholing (OPTIONAL TASK)
Utility Conflict Resolution (B & C Letters)
Site Visit
30% Plans
65% Plans and Estimate
Draft 100% PS&E
Final 100% PS&E
Stakeholder Coordination - Virtual
Plans, Specifications, and Estimate
Professional II Professional I Sr.

Professional I
Project Schedule (Quarterly)
Design Services During Construction

CITY OF MOUNT SHASTA
Design Services for Roadway Reconstruction of Lake Street Kimley-Horn and Associates, Inc.

Project
Support
TOTAL

HOURS TOTAL COST
Analyst II Analyst I
Project Management and Coordination
Project Administration
Project Meetings - In-Person
Design Services During Construction
TOTAL COST:

Sr.

Professional II
Sr.

STAFF REPORT
TO: City Council
FROM: Cory Burns, Fire Chief
DATE: December 15, 2025
SUBJECT: Fire Engineer Side Letter

DESCRIPTION
Staff recommend the approval of the fire engineer side letter and authorized positions.

SUMMARY
After approval and signature of side letter for the addition for fire engineer position to the fire MOU.

RECOMMENDATION
To approve of side letter and authorized positions.

ATTACHMENTS:

Side Letter
220

SIDE LETTER OF AGREEMENT
Between
CITY OF MT. SHASTA
and
TEAMSTERS LOCAL 137
Re: Addition of Fire Engineer Classification
I. PARTIES
This Side Letter of Agreement (“Agreement”) is entered into by and between the City of Mt.

Shasta (“City”) and Teamsters Local 137 (“Union”), representing the Mt. Shasta City Employees Unit.

II. PURPOSE
The purpose of this Agreement is to memorialize the parties’ mutual understanding and agreement regarding the addition of a new classification: Fire Engineer, and to specify how this classification will be incorporated into the existing Memorandum of Understanding (MOU) between the City and the Union.

III. BACKGROUND
The City and the Union have met and conferred in good faith concerning the creation of the Fire Engineer position to support fire operations and ensure adequate staffing, safety, and operational efficiency within the Mt. Shasta Fire Department.

IV. AGREEMENT

1. Creation of Classification
The City establishes a new classification titled Fire Engineer, effective 11/10/2025.

2. Job Description
The Fire Engineer shall perform duties as described in the official job description attached hereto as Attachment A and incorporated by reference. o Salary Placement
The Fire Engineer classification shall be placed at salary range, which is 11.69% 221
below the Fire Captain classification Fire Engineer base salary: $28.48– $31.44 per hour.
o This placement reflects internal equity and external market alignment. o The amendment of section 4.2 benchmark classification of the fire MOU.

3. Representation
The Fire Engineer position shall be included in the Teamsters Local 137 Fire Unit bargaining unit and covered by all terms and conditions of the existing MOU, unless otherwise specified herein.

4. Amendment to MOU
This Agreement shall serve as an amendment to the current MOU and shall remain in effect for the duration of that MOU, unless modified by mutual agreement of the parties.

Attachment B

5. No Precedent
The parties agree that this Agreement shall not serve as precedent for future classifications, negotiations, or compensation determinations.

6. City of Mt Shasta Authorized Positions 07/01/2025-06/30/2026 Attachment C
V. SIGNATURES
For the City of Mt. Shasta:

Name: ___________________________
Title: ___________________________
Date: ___________________________
For Teamsters Local ___:

Name: ___________________________
Title: ___________________________
Date: ___________________________
Attachment A: Fire Engineer Job Description
Attachment B: Fire MOU
Attachment C: Authorized Positions
222
CITY COUNCIL AGENDA ITEM #12
MEETING DATE: December 15, 2025
TO: Mayor and City Council
FROM: Todd Juhasz, City Manager
SUBJECT: WBC Campaigns
RECOMMENDATION:

Staff recommend that Council approve the continuation of WBC Campaign’s work to help ensure that the City is able to pass a tax measure in support of public safety.

Background:

In early 2025, an in-house audit revealed that prior projections were based on faulty assumptions, indicating that the predicted reserves for 2025 and 2026 would not materialize.

The review identified that the City was deficit spending by approximately $500,000. Based on this information, all departments immediately implemented significant cuts, including a hiring freeze on vacant and key positions in the Fire and Police Departments.

WBC Campaigns Contract Continuation
WBC Campaigns is a specialized firm that conducts statistically valid voter surveys, analysis, and targeted communication regarding local measures. WBC's current contract with the City of Mt Shasta expires at the end of December 2025.

To maintain momentum toward placing a sales tax measure on the November ballot, staff recommend extending the contract. The scope of work will include:
• Additional town hall meetings.
• Utility bill inserts.
• Meetings with previously identified citizens, business owners, and neighborhood groups. • Maintaining an active online presence to field public questions about city services, the budget, and the proposed measure.

X Regular Session
Special Session
Emergency
Session
Closed Session
223
Requested Funding
The total funding request is $27,747. This figure is comprised of:
• $22,000 for the continuation of services through the November election. • $5,747 to cover project costs incurred by the consultant that exceeded the original contract's Not to Exceed (NTE) amount.
224
-
City of Mount Shasta
Potential Sales Tax Measure
Education & Outreach Efforts
November 2026
Inform • Engage • Involve
Building an Informed Community
Purpose & Legal Guardrails.

This plan provides a neutral, informational framework to help Mount Shasta residents understand:
• Why the City is evaluating a local sales-tax increase, • What the proposed 1.5-cent measure would do,
• How accountability mechanisms would operate, and
• How residents can participate, ask questions, and access factual information.

Legal Context.

Under California law (e.g., Stanson v. Mott 1976; Vargas v. City of Salinas 2009), a public agency may inform but not advocate. All content, timing, tone, and distribution must remain educational—never urging a “Yes” or “No” vote.

Compliance Checklist.
☐ City Attorney review of outward communication
☐ Neutrality statement on all materials
☐ Balanced presentation of facts and alternatives
☐ Citation of sources (budget reports, audits, service data) 225
Audiences & Goals.

Primary audiences: 2,313 local Mount Shasta voters, residents, business owners, seniors, parents, civic and service organizations, public-safety volunteers.

Communications and Platforms.

Between now and November 2026, the City of Mount Shasta can continue informing and educating its voters about the potential local sales tax measure.

Opportunities include
o Microsite on the City’s webpage with information about the tax measure o Two Town Hall meetings
o Bi-weekly content for the City website
o Content for newsletters
o Content for utility bill inserts
o Content for City social media pages
o Intergovernmental communications
o Posters around downtown
o Bi-weekly communications with Mount Shasta Influentials o Community listening sessions with business and neighborhood groups. o Online question form and printed comment cards.
226
Key Informational Messages.
• Mount Shasta is a special community. Our families, businesses, and visitors count on the security of knowing that when there’s a fire, a medical emergency, or a call for help, trained professionals will be there—quickly and effectively. • But without new, stable sources of revenue, that certainty is at risk. • That is why the City of Mount Shasta is researching and considering placing a local revenue measure on an upcoming ballot.
• The City has already cut its budget and has not filled several positions. • Unless we act, Mount Shasta will face firefighter layoffs, reduced wildfire prevention, slower 911 response times, and cuts to law enforcement and other city services.
• A 1.50% increase in the local sales tax is being considered a crucial measure to protect public safety, preserve vital city services, and prevent devastating losses.

What’s at Stake if Additional Revenue
is not secured:
• Firefighter layoffs and service cuts: Without new funding, our Fire Department will be forced to eliminate positions. That means fewer firefighters available to stop fires before they spread and threaten homes, businesses, and lives, and slower 911 response times.

Why is a 1.50% local sales tax being
considered?
• After years of belt-tightening—reducing overhead, delaying maintenance, and squeezing every efficiency—the next "cuts" won't be to paperwork. They will include people and programs, such as fewer firefighters on duty, slower 911 response times, and reduced capacity to prevent minor incidents from escalating into large, dangerous fires.
227
What the measure would do:
• Prioritize Fire & Public Safety: Prevent cuts and maintain full staffing for firefighters; fund wildfire prevention (defensible space, fuel reduction, equipment); and protect current emergency response times. • Support law enforcement & essential services: Keep patrols, investigations, and community safety programs stable—while sustaining basic City services that residents see and use.
• Keep funds local: Every dollar is legally required to stay in Mount Shasta—not the State or county. Annual independent audits and a Citizens Oversight Committee ensure funds are spent as promised.

Without new, stable revenue,
Mount Shasta faces:
• Layoffs of firefighters and police officers.
• Longer 911 response times—seconds and minutes that can mean the difference in medical and fire outcomes.
• Cuts to wildfire prevention—reduced fuel management and community riskreduction work, raising the odds that small fires become major incidents.

Safeguards you can see:
• Citizens Oversight Committee: Residents will review spending and issue public reports.
• Annual independent audits: Transparent accounting you can verify. • All funds are locked to Mount Shasta to address local needs, as required by law.

The State cannot take the funds—it all stays in Mount Shasta. 228
Cost and who pays:
• A 1.50% local sales tax equals $1.50 on a $100 purchase and $15.00 on $1,000.

Because Mt. Shasta hosts visitors, a meaningful share of the revenue is paid by tourists and non-residents, easing the burden on locals while protecting local services. Voters identified this as a key benefit.
• Deliverables Summary.

Below is a comprehensive list of deliverables William Berry Campaigns will provide throughout the project term. These deliverables align with the City of Vacaville's RFP and will be informed by survey data and community needs. o Ballot Language and Resolution
o Ballot Arguments and Rebuttals
o Two Town Hall meetings
o Core Message Document (internal use)
o Public FAQs on City services, budget, and proposed tax measure o Fact Sheet: City Finances & Revenue Needs
o One-page Flyers summarizing ballot measure facts
o PowerPoint Deck for workshops and presentations
o Social Media Toolkits for Facebook, Instagram, Nextdoor o Email Newsletter Copy
o Web Content for the City webpage
o Aiding in the Planning of Community Workshops
o Stakeholder Briefings
o Staff and Council Presentation Materials
o Final Report to City Council
229
Channel Plan & Cadence.

Channel Frequency Description
Website Hub Weekly updates Primary source of truth for FAQs, documents, and recordings.

Email Bulletins Monthly →
biweekly Short neutral updates linking to the hub.

Social Media 2–3 posts per
week
“How to participate” and “how to vote” reminders
only.

Utility Inserts Spring & Fall
2026 One-page neutral flyers in bills.

Town Halls / PopUps 4 events Sept + Oct public meetings and market pop-ups.

Budget Outline.

William Berry Campaigns $22,200
January 1-August 31st 2026
2 Payments of $11,100
230
Legal Quick Reference & Deadlines.

August 7, 2026 Deadline to deliver resolution placing measure on the ballot.

August 7, 2026 FILING PERIOD CLOSES - CANDIDATE NOMINATION August 8, 2026 Candidate filing period extended.

August 13, 2026 Secretary of State to conduct Random Alpha Draw for candidate name order on ballot
August 14, 2026 Primary ballot measure argument filing deadline August 21, 2026 Rebuttal ballot measure argument filing deadline September 7, 2026 Filing Period - Candidate Nomination Papers for Candidates September 24, 2026 Voter Information Guide mailing period October 5, 2026 Voting period opens. Ballots were mailed to all voters.

October 18, 2026 48-Hour Late Contribution Reporting Period begins.

October 19, 2026 Last Day to Register to Vote for the 11/3/2026 election October 20, 2026 Close of write-in candidate filing period at 5:00 p.m.

October 22, 2026 Second Pre-Election Campaign Statement due.

October 27, 2026 Campaign contributions list published online November 3, 2026 Election Day
231
CITY COUNCIL AGENDA ITEM #13
MEETING DATE: December 15, 2025
TO: Mayor and City Council
FROM: Todd Juhasz, City Manager
SUBJECT: Revocation of the LOGE’s business license after repeated failures to pay back TOT
RECOMMENDATION:

Staff suggests Council approve scheduling a public hearing for the first meeting in January to consider the revocation of the LOGE's business license.

BACKGROUND:

The City has repeatedly filed civil cases against the owners of the LOGE Mt Shasta (now the Summit View Inn) due to their habitual delinquency in paying Transient Occupancy Tax (TOT).

The entity has been in arrears three times, sometimes owing up to six months of back TOT.

While the owners promptly pay the outstanding amount and cover the City's legal costs after a civil case is filed, they are currently three months delinquent. Given this third offense, the City is initiating another civil filing, as it is now evident that the entity is not willing to consistently comply with State law.

X Regular Session
Special Session
Emergency
Session
Closed Session
232
City Council Agenda Item #14
Staff Report
Meeting Date: December 15, 2025
To: Mayor and City Council
From: Malisa Dodd, Finance Director
Subject: Approval of hiring bonuses for staff
Recommendation:

Staff requests Council to authorize hiring bonus structure and budget adjustment for Fiscal Year 25-26.

Background & Summary:

In Fiscal Year 21-22 a hiring bonus structure was approved by City Council for the purposes of recruitment and retention. This hiring bonus structure was to be reviewed and approved annually. Hiring bonuses were provided in fiscal year 23-24 and 24-25 but were not included in the budget and the review of the structure was not approved annually. Approval is needed to process hiring bonuses to three staff.

Financial Impact:

The fiscal impact for fiscal year 25-26 is $7,000 and for fiscal year 26-27 is $5,750.

Attachments:

CCR 22-16
Budget Adjustment 25.26.05
X Regular
Consent
Closed
Presentation
233

RESOLUTION CCR XX-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MT. SHASTA

RE-AUTHORIZING THE HIRING BONUS STRUCTURE

FOR POLICE OFFICERS AND DISPATCHERS
WHEREAS, On May 23rd, 2022, the City Council of the City of Mount Shasta approved a hiring bonus structure; and
WHEREAS, the City Council of the City of Mount Shasta approved the use of Covid-19 retention and hiring funds for the purpose of a hiring bonus; and WHEREAS, the City Council of the City of Mount Shasta requires resolution CCR-22-16 be reviewed annually for approval or denial of the continuation of the hiring bonus structure.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Mt. Shasta does hereby reauthorize the hiring bonuses for sworn police officers and dispatchers:

1. S. Hopkins hired 10/2/2023 with a bonus of $15,000

2. L. Cardiel hired 3/13/2024 with a bonus of $8,000

3. J. Trompczynski hired 12/9/2024 with a bonus payment of $1,250 at six months and $1,250 upon final check.

BE IT FURTHER RESOLVED that a general fund budget adjustment for fiscal year 25/26 for $7,000 worth of hiring bonuses is approved with this resolution.

The foregoing resolution was approved this 15th day of December 2025 by the following AYES:

NOES:

ABSENT:

ABSTAIN:

DATED:
234
CITY OF MT. SHASTA:
____________________________
ATTEST: John Redmond, Mayor
_________________________________
Rachel Agron, Deputy City Clerk
235
City of Mt Shasta
Budget Adjustment Request
2025/2026-05
FUND/

DEPARTMENT

ACCOUNT
NUMBER

CURRENT BUDGET ADJUSTMENT
AMOUNT

ADJUSTED
BUDGET
10/600 - Police Dept 6045 $0 $7,000 $7,000
NET ADJUSTMENT $7,000
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.
15-Dec-25

CCR-XX-XX
Budget Adjustment Number:

RESOLUTION NUMBER:

COUNCIL MEETING DATE:

Appropriation authority is needed as it had expired with resolution CCR 22-16 that was to be reviewed annually for renewal. This amount represents the annual FY25-26 amount for 3 individuals. For FY26-27 $5,750 as one of the individuals is leaving employment with the City.

General Fund
X
236
237

Mount Shasta City CouncilDecember 15, 2025

Mount Shasta City Council
December 15, 2025