Redding City Council
April 5, 2022

Agenda
Regular Meeting
Redding City Council
Council Chambers (Doors open 30 minutes prior)
777 Cypress Avenue, Redding, CA
April 5, 2022
6:00 PM
The City Council Chambers are fully open to the public in compliance with current guidelines from the California Department of Public Health regarding indoor meetings.

1. CALL TO ORDER - MAYOR KRISTEN SCHREDER
A. Pledge of Allegiance
B. Invocation - Lynda Manoli, Redding Police and Fire Departments' Chaplain C. Roll Call

2. PRESENTATIONS
2A. Mayor’s Proclamation presented to First 5 Shasta declaring April 2-9, 2022, as Week of the Young Child in the City of Redding.
2B. Mayor's Proclamation presented to Pathways to Hope for Children declaring April 2022 as Child Abuse Prevention Awareness Month in the City of Redding.
2C. Presentation regarding the City of Redding’s Volunteer Program in recognition of National Volunteer Appreciation Week in the City of Redding.

3. PUBLIC COMMENT - for non-agendized matters within the city’s jurisdiction.

PURSUANT TO THE BROWN ACT, CITY COUNCIL CANNOT TAKE ACTION ON PUBLIC

COMMENT ITEMS
The City Council will allocate up to a maximum of three minutes per speaker for 30 minutes total, at the beginning of the meeting for Public Comment for non-agendized matters within the City’s jurisdiction.

The Mayor will determine the order of the speakers. If 30 minutes is not adequate to accommodate all of the individuals who have submitted a Speaker Request Form to the City Clerk, the Council will trail this item to the end of the open session agenda. The remaining speakers will address the City Council at that time.

If anyone wishes to address the City Council on any item considered at this meeting before or during Council’s consideration of that item, please fill out a blue Speaker Request Form, located in the lighted alcoves at the back of the Council Chambers, and submit it to the City Clerk. The City Council will allocate up to a maximum of three minutes per speaker for each agenda item.

Staff reports are available on-line at the City’s web site at www.cityofredding.org or in the Public View binder located on the podium at the north side of the Chambers.

PLEASE SILENCE YOUR CELL PHONES. THANK YOU.

Redding City Council April 5, 2022

4. CONSENT CALENDAR
The Consent Calendar contains items considered routine and/or which have been individually scrutinized by City Council Members and are anticipated to require no further deliberation. If a member of the public wishes to address an item on the Consent Calendar, please fill out a Speaker Request Form and submit it to the City Clerk before the Consent Calendar is considered. It shall be the prerogative of any Council Member, before the Consent Calendar is acted upon, to: (1) comment on an item; (2) respond to any public comment on an item; (3) request the record reflect an abstention or nay vote on an item; or (4) remove an item and place it on the Regular portion of the agenda for delivery of a staff report and/or an extended discussion or deliberation. 4(b). Accept City of Redding Accounts Payable Register No. 17; and Payroll Register Nos. 18 and 19.
4(c). Accept the City of Redding Treasurer’s Report for the month of February 2022. 4(d). Accept City of Redding Proof of Cash reconciliation and ACR133 report for the month of February 2022.

4.1(a). Approve the contract with Youth Violence Prevention Council of Shasta County dba Youth Options Shasta for an annual amount of $30,000 from May 1, 2022, through June 30, 2024, with the option of two one-year extensions to manage youth programming efforts for the City of Redding including formation of a Youth Action Council and other opportunities for civic engagement by Redding’s youth; and authorize the Mayor to execute the contract.

4.1(b). Approve and ratify the submittal of a grant application in the amount of $3,120,368, due by March 28, 2022, to the California Natural Resources Agency Urban Greening Fund Program, for assistance with the completion of the California Street Cycle Track Project in Downtown Redding.

4.1(c). Authorize the submission of a grant application to the United States Department of Transportation Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant program for $22,000,000 for the South Bonnyview Divergent Diamond Interchange and Corridor Capacity Improvement Project.

The RAISE grant program has made $1,500,000,000 of funding available due to increased funding from the 2021 Infrastructure Investment and Jobs Act.

4.5(a). Authorize the following actions for the Redding Electric Utility Capital Improvement Plan Medium Impact Program Development:
(1) Approve the Master Service Agreement and Proposal with Archer Energy Solutions, LLC, in an amount not to exceed $366,520; and (2) Authorize the City Manager, or designee, to execute the agreement and any associated documents and amendments necessary to complete the work.

4.5(b). Authorize award of Bid Schedule No. 5271, Padmount Distribution Switches, to Electro-Mechanical, LLC, in the amount of $247,892.29, for the Redding Electric Utility.

Redding City Council April 5, 2022

4.6(a). Authorize the following relative to the Building Forward Library Infrastructure Program:
(1) Authorize staff to apply for the Building Forward Library Infrastructure Program grant administered by the California State Library on behalf of the Shasta Public Libraries, for an amount up to $3,000,000; and (2) Authorize the City Manager to execute all documents necessary to apply for the grant, appropriate funds should the grant be awarded, and execute any agreements necessary to implement the grant if awarded.

4.6(b). Accept property donation of the 25-acre parcel along the Sacramento River adjacent to the Kapusta Open Space from the Redding Foundation; and authorize the City Manager to execute the necessary documents to transfer title of Assessor’s Parcel No. 050-090-026.

4.11(a). Authorize the following actions relative to Bid Schedule No. 5249 (Job No. 2612) Shasta Street Railroad Crossing Improvements Project:
(1) Award to S.T. Rhodes Construction Inc. in the amount of $281,719; (2) Approve an additional $75,000 to cover the cost of construction administration and inspection fees; and $126,000 for project development costs;
(3) Approve $28,000 to provide construction contingency funding; (4) Authorize the City Manager to approve additional increases in either the construction management or construction contingency amounts up to a total of $15,000;
(5) Find that the Project is categorically exempt from review under the California Environmental Quality Act Guidelines Section 15301(c) - Existing Facilities;
(6) Authorize the City Manager to execute necessary contract amendments to the Agreement (C-7416) with California Department of Transportation (Caltrans) to obtain additional grant funding; and
(7) Authorize the City Manager to budget additional grant funds provided from Caltrans for this project.

4.11(c). Authorize the following actions relative to Request for Proposals (RFP) No. 5264, to provide engineering and right of way services for the Stillwater Business Park Phase 2 Projects:
(1) Award to Dokken Engineering Inc. in an amount not to exceed $857,370; (2) Authorize the Mayor to execute the Consultant and Professional Services Contract with Dokken Engineering Inc.; and
(3) Authorize the City Manager to approve contract amendments not to exceed $90,000.

4.11(d). Approve increases to the project budget in the amount of $250,000 for the completion of Bid Schedule No. 5201, West Street Area School Safety Improvement Project as outlined below for additional improvements:
(1) Increase of $80,000 to the construction management budget, bringing the construction management total to $365,000; and
(2) Increase of $170,000 to the construction contingency budget, bringing the construction contingency total to $380,000.

Redding City Council April 5, 2022

4.11(e). Adopt Resolution approving and adopting the 35th Amendment to City Budget Resolution No. 2021-078 appropriating $409,130 in City of Redding Storm Drain funds for the East Cypress Box Culvert Project.

4.11(f). Approve the following actions relative to the City of Redding (City) Public Works Department vehicle leasing program:
(1) Adopt a Resolution approving and adopting the 36th Amendment to City Budget Resolution No. 2021-078 transferring $20,000 for Fiscal Year 2021-22 and $20,000 for Fiscal Year 2022-23 to facilitate the payment of capital vehicle leases;
(2) Authorize the City Public Works Department to add additional vehicles to the existing Master Equity Lease Agreement (C-8192) with Enterprise Fleet Management for the purpose of leasing vehicles to the Engineering/Construction Divisions; and
(3) Authorize adding the Public Works Director as an Authorized Signer to the Lease Agreement.

4.11(g). Authorize the Mayor to execute an Indemnity Agreement as requested by Superior California Investments, LLC, to facilitate a Permit to Enter and Construct associated with the California Alley Utility Improvement Project for the completion of City of Redding Waste Water Utility improvements.

RECOMMENDATION: ACCEPT, ACKNOWLEDGE, ADOPT, APPROVE,
AND/OR AUTHORIZE ALL ITEMS ON THE CONSENT CALENDAR.

9. REGULAR CALENDAR: REPORTS & COMMUNICATIONS OF DEPARTMENTS,

BOARDS, COMMISSIONS AND COMMITTEES
City Manager

9.1(d). Consider placement of a ballot measure on the November 8, 2022, General Municipal Election ballot to appoint the City Clerk and City Treasurer of the City of Redding rather than elect.

Recommendation:

Accept the report and consider directing staff to draft necessary documents to place a ballot measure on the General Municipal Election ballot to consider appointing the City Treasurer and City Clerk rather than electing.

Assistant City Manager

9.2(a). Consider implementation of vegetation management regulations and other wildfire mitigation measures for the City of Redding.

Recommendation:

Approve the following actions relative to wildfire mitigation measures:
(1) Authorize staff to meet with stakeholders to receive input on proposed vegetation management standards; and
(2) Provide direction to staff on other possible wildfire mitigation measures in the following areas of the Redding Municipal Code, and determine if the measures will apply City-wide or only in the Wildland Urban Interface:
(a) Building Code; (b) Fire Code; (c) Subdivision Code; (d) Zoning Code.

Redding City Council April 5, 2022

Public Works

9.11(b). Consider the Operational Needs Assessment for the City of Redding's parking needs, and adoption of a Resolution re-establishing the Redding Police Department's parking enforcement personnel in Downtown Redding.

Recommendation:

Authorize the following actions relative to the City of Redding (City) Downtown Parking Strategy as outlined in the Operational Needs Assessment (Assessment) and summarized below:
(1) Accept the Assessment outlining the status of parking in Downtown Redding and providing recommendations for parking solutions;
(2) Approve the implementation of the Assessment recommendations, including the user-paid parking system in Downtown Redding utilizing multi-space pay stations and rates up to $1.00 per hour depending on location and demand.

Staff will return to the City Council for subsequent specific actions to amend parking ordinances and establish increased parking rates as needed to complete implementation of the Assessment; and
(3) Adopt a Resolution approving and adopting the 37th Amendment to City Budget Resolution No. 2021-078 re-establishing one full-time Parking Enforcement Officer position within the Redding Police Department utilizing capital funds from the Traffic Mitigation fund.

Personnel

9.15(a). Consider adoption of two Resolutions amending the Executive Management Pay-For-Performance Salary Schedule and approving the creation of six additional positions for the Redding Electric Utility (REU).

Recommendation:

Authorize the following actions relative to proposed organizational changes within REU:
(1) Adopt the Resolution amending the Executive Management Pay-ForPerformance Salary Schedule effective April 3, 2022; and (2) Adopt the Resolution approving and adopting the 38th Amendment to the City Budget Resolution No. 2021-078 authorizing the creation of six additional positions for REU related to the Five-Year Capital Improvement Plan.

11. COUNCIL TRAVEL REPORT(S)
City Council Member attendance at conference/meetings reimbursed at City expense. {Requirement of Assembly Bill 1234}
[A-050-060]
Information Only
Redding City Council April 5, 2022

12. SUGGESTIONS FROM COUNCIL MEMBERS RELATIVE TO POTENTIAL TOPICS

FOR FUTURE CITY COUNCIL MEETINGS

13. ADJOURNMENT
Pursuant to the Brown Act, non-confidential materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available for inspection during normal business hours at the Office of the City Clerk, 3rd Floor, City Hall, 777 Cypress Avenue, Redding, California.

City Council Meetings will be televised live on Shasta Community Access Channels via Charter/Spectrum Cable channel 181, and will be rerun on Thursday at 12:30 p.m. during the week in which the meeting is held. Additionally, the meeting can be viewed online at the following: http://scac.cablecast.tv:8080/CablecastPublicSite/watch/4?channel=1. Video of the City Council meetings can also be viewed on the City’s web site at http://www.cityofredding.org/. Open the City’s meetings and agendas portal; Click on tab named "Meetings Videos" and select Redding City Council under “Available Archives 2022” select the desired date, then click on “video” to view the meeting.

In compliance with Title II of the Americans with Disabilities Act, the City of Redding will make available to persons with disabilities modifications or accommodations including auxiliary aids or services necessary to participate in public meetings. A person needing assistance should contact the Redding City Clerk by telephone at (530) 225-4447 or in person, or by mail at 777 Cypress Avenue, 3rd Floor, Redding, California 96001 at least three (3) working days in advance.

The City of Redding will ensure that no person shall be excluded from participation in, denied the benefits of, or otherwise be subjected to discrimination under any of its projects, activities, services, or business opportunities on the basis of race, color, national origin, age, sex, or disability, as afforded by Title VI of the Civil Rights Act of 1964 and related statutes as amended. All persons, regardless of their citizenship status, are covered under this regulation.

Questions, complaints, or requests for accommodations or additional information may be forwarded to the ADA & Title VI Coordinator at 777 Cypress Avenue, Attn: Personnel Dept., Redding, California 96001, Phone (530) 225-4065.

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Mayor’s Proclamation presented to First 5 Shasta declaring April 2-9, 2022, as Week of the Young Child in the City of Redding.

Attachments
Proclamation (available online)
MEETING DATE: April 5, 2022
ITEM NO. 2A
FROM:
***APPROVED BY***
[email protected]
SUBJECT: 2A--Mayor's Proclamation declaring April 2-9, 2022, as Week of the Young Child in the City of Redding
Pamela Mize, City Clerk
Packet Pg. 7

A PROCLAMATION OF THE MAYOR

OF THE CITY OF REDDING, CALIFORNIA,
PROCLAIMING APRIL 2-9, 2022 AS

WEEK OF THE YOUNG CHILD
WHEREAS, First 5 Shasta, in conjunction with the National Association for the Education of Young Children (NAEYC), are celebrating the Week of the Young Child™, April 2-9, 2022; and
WHEREAS, these organizations are working to promote and inspire high quality early childhood experiences for our county’s youngest citizens, that can provide a foundation of learning and success for children in Redding; and WHEREAS, teachers and others deserve thanks and recognition for the difference they make during their work with or on behalf of young children in Redding; and WHEREAS, paper dolls will be displayed in local businesses and the community as a reminder that young children are the future; and
WHEREAS, due to COVID-19, all Week of the Young Child activities will be compliant with state and local health guidelines. Activities this year will be contactless or virtual; and
WHEREAS, COVID-19 continues to impact our community, parents and care providers are encouraged to read the booklet Cope, Care, and Connect available on the First 5 Shasta website;
NOW, THEREFORE, as Mayor of the City of Redding, I do hereby proclaim April 2-9, 2022, as the Week of the Young Child in the City of Redding and encourage all citizens to work to support and invest in early childhood.

IN TESTIMONY WHEREOF, I HEREUNTO SET MY HAND AND CAUSE THE SEAL OF THE CITY OF REDDING TO BE AFFIXED THIS 5th DAY OF APRIL 2022.
___________________________________

KRISTEN SCHREDER, MAYOR
Packet Pg. 8
Attachment: Proclamation (available online) (2A--Mayor's Proclamation declaring April 2-9, 2022, as Week of the Young Child)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Mayor's Proclamation presented to Pathways to Hope for Children declaring April 2022 as Child Abuse Prevention Awareness Month in the City of Redding.

Attachments
Proclamation (available online)
MEETING DATE: April 5, 2022
ITEM NO. 2B
FROM:
***APPROVED BY***
[email protected]
SUBJECT: 2B--Mayor's Proclamation declaring April 2022 as Child Abuse Prevention Awareness Month in the City of Redding
Pamela Mize, City Clerk
Packet Pg. 9

A PROCLAMATION OF THE MAYOR

OF THE CITY OF REDDING, CALIFORNIA,
PROCLAIMING APRIL 2022 AS

CHILD ABUSE PREVENTION MONTH
WHEREAS, as a community, we have a responsibility to nurture and protect our children and help ensure they become healthy and productive adults; and WHEREAS, the Centers for Disease Control and Prevention ranks child abuse among America’s top public health crisis. In Shasta County substantiated cases of child abuse are on the rise; and
WHEREAS, Adverse Childhood Experiences (ACEs) such as physical, emotional, and sexual abuse, neglect, and parental illness or stress have a significant impact on a child’s future; and WHEREAS, scientific studies confirm a direct link between child abuse and a significantly greater risk later in life for substance abuse, criminal behavior, suicide, eating disorders, smoking, and premature death from chronic disease, cancer and other serious illnesses; and WHEREAS, everyone in the community should become more aware of the prevention of child abuse and neglect and engage in providing pathways to hope and healing for parents and caregivers so they can raise their children in a safe, nurturing environment; and WHEREAS, Pathways to Hope for Children (Shasta County’s Child Abuse Prevention Coordinating Council) strengthens families in our community by focusing on hope and building protective factors to ensure children are valued and supported by providing parents and caregivers opportunities to receive social connections, knowledge, and concrete support in times of needs, ensure all children will grow to their full potential; and WHEREAS, in City of Redding there are numerous committed agencies, schools, parents, relatives, volunteers, public policymakers, and professionals to increase hope in our community and eliminate child abuse and neglect to provide pathways to hope and healing for children and families; NOW, THEREFORE, as Mayor of the City of Redding, I do hereby proclaim April 2022, as Child Abuse Prevention Month in the City of Redding and urge all citizens to join the important efforts to serve children and families to work together to prevent child abuse and neglect and build healthy, safe, and nurturing families and communities.

IN TESTIMONY WHEREOF, I HEREUNTO SET MY HAND AND CAUSE THE SEAL OF THE CITY OF REDDING TO BE AFFIXED THIS 5th DAY OF APRIL 2022. ___________________________________

KRISTEN SCHREDER, MAYOR
Packet Pg. 10
Attachment: Proclamation (available online) (2B--Mayor's Proclamation declaring April 2022 as Child Abuse Prevention Awareness Month)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Presentation regarding the City of Redding’s Volunteer Program in recognition of National Volunteer Appreciation Week in the City of Redding.

Background/Analysis
The City of Redding Volunteer Program began in 1988 in the Police Department and has expanded to serve all departments. This program assists City departments in identifying and creating meaningful volunteer opportunities for citizens to enhance their understanding of the local government and to assist departments in their operations to broaden and enhance services and programs provided by the City.

Staff would like to recognize April 17th through the 23rd as National Volunteer Appreciation Week. Each year, strong communities like the City of Redding, take time to recognize and thank volunteers who lend their time, talent and voice to make a difference in their communities.

For the calendar year 2021, despite the COVID pandemic preventing some volunteering, the City of Redding Volunteer Program contributed over 29,561 hours of service to the City of Redding by volunteers. While it is difficult to determine an economic value on the time volunteers have donated to the City of Redding, using the national estimated value of volunteer time provided by Independent Sector, the value is over $843,000 dollars.

Volunteers have contributed their time and efforts to areas including the Redding airport, parks, Redding Library, student and adult tutoring, recreational programs, events, Police, Fire and other City departments. Partnerships in volunteering have included organizations such as Dignity Health Connected Living Retired and Senior Volunteer Program, Shasta Public Libraries, Smart Business Resource Center, and Shasta College. Staff would also like to acknowledge the Redding Police and Fire Chaplain Program for their contributions to public safety departments.

The City would like to thank and show appreciation for the contributions of all its volunteers MEETING DATE: April 5, 2022
ITEM NO. 2C
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 2C--Presentation regarding City of Redding's Volunteer Program Kelley Martinez, Interim
Personnel Director
Packet Pg. 11
Report to Redding City Council March 30, 2022
Re: 2C--City of Redding Volunteer Program Report For 2021 Page 2 who have helped to enhance the quality of life in the community and make the City of Redding a community of choice.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Packet Pg. 12

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept City of Redding Accounts Payable Register No. 17; and Payroll Register Nos. 18 and 19.

Fiscal Impact
There is no fiscal impact to accepting the registers.

Alternative Action
The City Council could choose to not accept the registers and provide direction to staff.

Background/Analysis
Attached are the Accounts Payable and Payroll Registers as follows:

Accounts Payable:
(1) Register Number 17 for the period March 1, 2022 – March 11, 2022, in the amount of $4,487,565.77.

Payroll:
(1) Register Number 18 for the period February 20, 2022 – March 5, 2022, in the amount of $3,623,792.43 and Register Number 19 for the period March 6, 2022 – March 19, 2022 in the amount of $3,598,998.08.

Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Attachments
Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) MEETING DATE: April 5, 2022
ITEM NO. 4(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4(b)--City of Redding Accounts Payable and Payroll Registers.

Allyn Feci Clark, Director of
Finance/City Treasurer
Packet Pg. 13
Packet Pg. 14
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 15
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 16
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 17
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 18
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 19
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 20
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 21
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 22
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 23
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 24
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 25
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 26
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 27
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 28
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 29
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 30
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 31
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 32
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 33
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 34
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 35
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 36
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 37
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 38
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 39
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 40
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 41
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 42
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 43
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 44
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 45
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 46
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 47
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 48
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 49
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 50
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 51
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 52
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll Packet Pg. 53
Attachment: Accounts Payable Register No. 17 and Payroll Register No. 18 & No. 19 (available online) (4(b)--Accounts Payable and Payroll

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept the City of Redding Treasurer’s Report for the month of February 2022.

Fiscal Impact
There is no fiscal impact to accepting the report.

Alternative Action
The City Council could choose to not accept the report and provide direction to staff.

Background/Analysis
Attached is the Treasurer’s Report for the month ended February 28, 2022, the February 2022 Portfolio Management Report, and a summary of the City of Redding’s (City) portfolio. For comparative purposes, prior month information is also reported.

The City’s portfolio meets the requirements of Investment Policy No. 408. Market values for securities are obtained from US Bank Institutional Trust and Custody Department. The Treasurer’s accountability total may be measured against the Finance Department ACR 133 cash reconciliation report for February 2022.

The effective monthly rate of return for City Treasurer-managed funds during February 2022 was 0.67 percent, a gain of seven basis points from January 2022. The Fiscal Year 2021-22 rate of return was 0.62. A basis point equals one one-hundredth of one percent, or 0.01 percent.

Investment activity in the portfolio during the month of February 2022 included the purchase of four Federal Agency Coupon Bonds. In addition, adjustments in the Local Agency Investment Fund (LAIF) and the money market accounts were made to accommodate cash flow.

MEETING DATE: April 5, 2022
ITEM NO. 4(c)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4(c)--City of Redding Treasurer's Report for February 2022.

Allyn Feci Clark, Director of
Finance/City Treasurer
Packet Pg. 54
Report to Redding City Council March 21, 2022
Re: 4(c)--Treasurer's Report - February 2022 Page 2
Treasurer’s Accountability changed from $295,039,388 to $298,851,698 which constitutes an increase of $3,812,310. During February, the City received an increase in wholesale energy sales proceeds.

The City Treasurer respectfully recommends the City Council accept the attached Treasurer’s Report for February 2022 noting a Total Treasurer’s Accountability of $298,851,698 and an organizational total of $319,991,637 which includes assets held by the City of Redding as Successor Agency to the Redding Redevelopment Agency, as well as Entity and Trustee accounts.

Council Priority/City Manager Goals
• This is a routine operational item.

Attachments
Treasurer's Report February 2022 (available online)
Packet Pg. 55
Packet Pg. 56
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 57
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 58
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 59
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 60
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 61
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 62
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 63
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 64
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 65
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 66
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 67
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 68
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 69
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 70
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 71
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 72
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 73
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 74
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 75
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022) Packet Pg. 76
Attachment: Treasurer's Report February 2022 (available online) (4(c)--Treasurer's Report - February 2022)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept City of Redding Proof of Cash reconciliation and ACR133 report for the month of February 2022.

Fiscal Impact
There is no fiscal impact to accepting the report.

Alternative Action
The City Council could choose to not accept the Proof of Cash reconciliation and ACR133 report and provide alternate direction to staff.

Background/Analysis
The City Council has requested a monthly report on pooled cash. The ACR133 report summarizes, by fund, the month-to-date pooled cash balances and transactions. The Proof of Cash reconciles the ACR133 report to the Treasurer’s monthly report.

Council Priority/City Manager Goals
• This is a routine operational item.

Attachments
ACR133, Current Cash Balance
Proof of Cash
MEETING DATE: April 5, 2022
ITEM NO. 4(d)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4(d)--ACR133 Report and Cash Reconciliation for the Month of February 2022.

Allyn Feci Clark, Director of
Finance/City Treasurer
Packet Pg. 77
ACR133 CITY OF REDDING KINGSSYS 14:49:06 3/04/2022
GENERAL ACCOUNTING DATED 3/04/2022
CURRENT CASH BALANCE - CITY COUNCIL REPORT PAGE 1
ENDINGBALANCE2/28/2022
111 GENERAL FUND 20,920,980.83120 ASSET SEIZURE FUND 53,725.45121 ENT ANDERSON GROUNDWATER 111,797.48-122 PARKING FUND 693,139.94123 GENERAL SPECIAL REVENUE 272,517.00124 IPSS SPECIAL REVENUE 1,133,257.55125 ROLLING STOCK REPLACEMNT 9,519,563.76126 SPECL GAS TAX ST IMPROVE 7,314,065.30127 LOCAL TRANSPORTATION 4,888,685.95128 DEVELOPMENT FUND 3,100,702.70129 LIBRARY 21,594.19130 BRANCH LIBRARIES 44,841.62134 MUNICIPAL AIRPORT FUND 2,209,975.03-140 TOURISM/CONVENTION FUND 353,551.45-142 ELECTRIC UTILITY FUND 77,830,843.55143 WATER UTILITY FUND 55,724,839.64145 WASTEWATER UTILITY FUND 45,005,885.31147 STORM DRAIN UTILITY FUND 6,051,749.90148 WEST CENTRAL LANDFILL 12,005,974.82149 SOLID WASTE COLLECTION 15,196,008.62150 MEDIA, COMMS & PR 97,695.61151 INFORMATION TECHNOLOGY 1,819,234.66153 FLEET MAINTENANCE 215,299.64154 BUILDING MAINT & CONSTR 1,256,062.06158 RECORDS MANAGEMENT 112,729.62160 EMPLOYER SERVICES 181,267.39162 RMU ADMINISTRATION 1,386,250.77165 GEOGRAPHIC INFO SERVICES 611,192.04166 COMMUNICATIONS 297,213.67168 REPROGRAPHICS 120,226.73169 VOLUNTEER SERVICES 18,268.47171 SPECIAL DEPOSITS FUND 19,143,213.98172 RISK MANAGEMENT 9,683,253.62173 EMPLOYEE BENEFITS P/R 148,603.71174 EMPLOYEE BENEFIT GRP INS 2,839,559.57175 GASB 45 TRUST FUND 39,161.10178 CAPITAL PROJECTS FUND 1,130,642.13191 CD BLOCK GRANT FUND 1,237,101.48193 HOUSING AUTHORITY 79,981.17-194 REDDING REDEVELOPMENT 64,811.08200 REDDING AREA BUS AUTHOR. 72,296.63-230 LOW/MOD INC HOUS ASSET 831,973.78300 SPECIAL ASSESSMENT DIST. 313,364.66400 LANDSCAPE DISTRICTS 424,796.87 FINAL TOTAL 298,922,697.01
ACR133 14:49:06 3/04/2022
Packet Pg. 78
Attachment: ACR133, Current Cash Balance (4(d)--ACR133 Report and Cash Reconciliation - February Sheet "D" February 2022

CITY OF REDDING

PROOF OF CASH
RECONCILIATION BETWEEN TREASURER'S REPORT AND ACR 133
As of February 2022
ACR133 TREASURER
END OF MONTH BALANCE 298,922,697.01 298,851,697.96
LESS OUTSIDE MANAGED FUNDS (297.89)
ACR133 Report
CASH ACCOUNTS NOT ON ACR133
LIBRARY MERCHANT DEPOSIT 100.00
BAD CHECKS 26.70

PAYROLL TIMING DIFFERENCE -
BANK CHARGES (68,323.36)

WIRE TRANSFER TIMING DIFFERENCE
OTHER ADJUSTMENTS (1,163,937.79)
BANK DR/CR (1,161,090.91)
TOTALS 297,690,435.86 297,690,435.86
Packet Pg. 79
Attachment: Proof of Cash (4(d)--ACR133 Report and Cash Reconciliation - February 2022)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve the contract with Youth Violence Prevention Council of Shasta County dba Youth Options Shasta for an annual amount of $30,000 from May 1, 2022, through June 30, 2024, with the option of two one-year extensions to manage youth programming efforts for the City of Redding including formation of a Youth Action Council and other opportunities for civic engagement by Redding’s youth; and authorize the Mayor to execute the contract.

Fiscal Impact
The contract with the Youth Violence Prevention Council of Shasta County dba Youth Options Shasta will cost $30,000 per year for two years and is an approved expenditure from the funds received through the American Rescue Plan Act. The contract provides the option for two oneyear extensions; each extension will cost $30,000 annually.

Alternative Action
The City Council (Council) could choose not to enter into this contract with Youth Options Shasta. In the event the Council wishes to provide youth programming, additional staff would likely be needed to adequately perform services for youth in an effective manner. The Council might alternately direct City of Redding (City) staff to pursue alternative contract terms or options for providing youth programs at the City.

Background/Analysis
The Council adopted, at its meeting on March 15, 2022, a resolution to approve the mid-year budget adjustments and the American Rescue Plan Act expenditures. The Council approved, by resolution, the allocation of funding to support youth programs centered on civic engagement and career pathway training for youth in Redding. Following Council direction, City staff negotiated an agreement with Youth Options Shasta to provide management and the MEETING DATE: April 5, 2022
ITEM NO. 4.1(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.1(a)--Contract with Youth Options Shasta for Services Related to Youth Programming
Janelle Galbraith, Economic
Development, Innovation &
Equity Manager
Packet Pg. 80
Report to Redding City Council March 28, 2022
Re: 4.1(a)--Contract with Youth Options Shasta Page 2
programmatic elements of a Youth Action Council and a series of related youth civic engagement and learning opportunities. Youth Options Shasta is a local non-profit corporation whose mission is to promote a safe and healthy community by providing positive options for youth. The Board of Directors is comprised of community leaders including representation from law enforcement, government, business, education, medical, and faith sectors of Shasta County.

It provides a number of educational programs to young people in and around the City of Redding, including administering the Shasta County Peer Court program.

The proposed scope of work for Youth Options Shasta includes developing training and programmatic elements that engage youth and teach them about local government processes. The vision of this effort is to create an opportunity for youth to actively participate in local government processes in a meaningful way, while learning about relevant and current issues and providing insight that is available and impactful for both the Council and City staff. Aspects of the program will include opportunities for participants to engage with elected officials, a variety of City staff, and other City partners and stakeholders as they explore various topics related to local government. Mentorship is a key component of this program and the scope of work calls for the program to develop program elements that help participants learn how to leverage their experiences and learning to prepare for their future in education, employment, or training. Youth Options Shasta will be responsible for leading the marketing and outreach related to this effort and will provide regular updates to the Council regarding program outcomes.

Youth Options Shasta will assist the participants of the Youth Action Council in the creation and maintenance of a web-page and social media pages and actively market these programs across various mediums including television, radio, and engagement with local schools. The scope of work currently calls for Youth Options Shasta to increase awareness of the City’s youth programs and career opportunities in local government by organizing “Careers in City Government” events either at schools or in the community at large.

Council Priority/City Manager Goals
• Communication and Transparency – “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Youth Options - COR Agreement (available online)
Packet Pg. 81
Packet Pg. 82
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 83
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 84
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 85
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 86
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 87
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 88
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 89
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 90
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 91
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 92
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Packet Pg. 93
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta) Exhibit A Scope of Work

1. Develop any application protocols (in consultation with the City Manager’s Office) as necessary, while considering equity and inclusivity of all area youth.

2. Communicate with schools and community organizations to publicize the program and include parents in the recruitment efforts.

3. Organize, plan, and conduct programmatic meetings. Provide all materials necessary to conduct monthly meetings.

4. Develop programming to engage youth in learning about local government processes. a. Develop training for the youth participating in the program including meeting management and protocols;
b. Collaborate with City staff and the City Council in determining items that might benefit from receiving input by youth;
c. Support participants in the youth action council in developing constructive input on City matters that reflects their insight;
d. Provide opportunities to connect youth with City staff, pairing youth and staff along interests and career aspirations when possible;
e. Develop a community wide educational program on a specific issue pertinent to youth;
f. Develop a website page and maintain an active social media presence to promote and serve as a resource for the youth program;
g. Organize or participate in activities organized by others to contribute to community service projects;
h. Provide mentorship to youth participants on how to maximize their learning from the program and apply the experience in future educational and career settings; i. Developing a resource publication focused on activities for youth; j. Conduct interviews with city officials and other community organizations for media presentations including radio and TV;
k. Attend City Council meetings at least once per year and other City department meetings as appropriate to increase knowledge of municipal functions, programming, and projects.
l. Organize a “Careers in City Government” day at local schools or in the community.

5. Maintain all information about the program in consultation with the City Manager’s Office, and provide regular bi-annual updates to the City Council of progress and activities. An annual financial report of expenditures shall be provided to the City Council.

6. Solicit funding and support from community organizations and partner with the City in writing and submitting grants for additional funding as available.

7. Ensure all guidelines and laws pertaining to working with and around youth and minors are strictly adhered to and followed.

Packet Pg. 94
Attachment: Youth Options - COR Agreement (available online) (4.1(a)--Contract with Youth Options Shasta)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve and ratify the submittal of a grant application in the amount of $3,120,368, due by March 28, 2022, to the California Natural Resources Agency Urban Greening Fund Program, for assistance with the completion of the California Street Cycle Track Project in Downtown Redding.

Fiscal Impact
If the grant application is successful, the City of Redding (City) could receive up to $3,120,368 with no required local matching funds. If the grant application is unsuccessful, the City will not receive the requested amount and staff will continue searching for additional funding sources for the subject projects.

Alternative Action
The City Council (Council) could choose not to ratify the grant application and staff will withdraw the application to the California Natural Resources Agency Urban Greening Fund (CNRAUG) Program.

Background/Analysis
In 2021, SB 170 allocated $50,000,000 from the State of California General Fund to the CNRAUG Program. The CNRAUG Program funds projects that reduce greenhouse gases while also transforming the built environment into places that are more sustainable, enjoyable, and effective in creating healthy and vibrant communities. These projects will establish and enhance parks and open space, using natural solutions to improve air and water quality and reduce energy consumption, while also creating more walkable and bike-able trails. The program emphasizes, and gives priority to, projects that are located within and benefit the State’s disadvantaged communities and those communities facing the most significant threat from extreme heat. The current round of CNRAUG Program offers $47,500,000 with an application deadline of March MEETING DATE: April 5, 2022
ITEM NO. 4.1(b)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 4.1(b)--Ratify submittal of the California Natural Resources Agency Urban Greening Fund Grant Application
Barry Tippin, City Manager
Packet Pg. 95
Report to Redding City Council March 30, 2022
Re: 4.1(b)--Approve and ratify Grant Application - CA Natural Resources Agency Page 2 28, 2022.

Downtown Redding is being revitalized through a variety of private and public development projects that also include creating a better connected and accessible downtown area through active transportation connections such as improved walking and bicycling facilities. One such project is the planned extension of the Class IV (two-way, separated) Cycle Track along California Street from Division Street south toward the intersection of California Street and Yuba Street (Cycle Track Project).

The City requested $3,120,368 from the CNRAUG Program to assist with funding gaps associated with each noted project that will re-introduce urban greening elements which had been cut from each project. CNRAUG funding would help provide the construction of the Class IV Cycle Track, including planters and vegetation that separate the cycle track from the roadway.

All of these improvements interface with the numerous bicycle themed amenities along California Street with emphasis on walkability in Downtown Redding moving in parallel with ongoing development. If awarded, these funds would help leverage other grant funding and private contributions to the downtown efforts thereby continuing to add to the revitalization of downtown.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Packet Pg. 96

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the submission of a grant application to the United States Department of Transportation Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant program for $22,000,000 for the South Bonnyview Divergent Diamond Interchange and Corridor Capacity Improvement Project. The RAISE grant program has made $1,500,000,000 of funding available due to increased funding from the 2021 Infrastructure Investment and Jobs Act.

Fiscal Impact
If selected, the United States Department of Transportation may award $22,000,000 (twenty-two million dollars) in grant funding to the City of Redding (City). Local required matching funds are variable depending on certain community characteristics specified in the notice of funding opportunity. The City has approximately $1,300,000 in Traffic Impact Fee program funds available to provide a local match for this project. City staff will bring any final award and required local match before the City Council (Council) for approval when it is known.

Alternative Action
The Council may choose not to authorize this grant application, in which case City staff will not apply to the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant program. The City would not be considered under this program and miss this opportunity to receive Infrastructure Investment and Jobs Act funding through a competitive grant program.

Background/Analysis
The Infrastructure Investment and Jobs Act was signed into law by the President of the United States in November 2021 and made additional funding for infrastructure, including roads, harbors, rail networks, and other transportation, available through a number of programs. The RAISE grant program has $1,500,000,000 (one-and-a-half billion dollars) of funding available; MEETING DATE: April 5, 2022
ITEM NO. 4.1(c)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 4.1(c)--Authorize Grant Application to the US Department of Transportation RAISE Grant Program
Barry Tippin, City Manager
Packet Pg. 97
Report to Redding City Council March 30, 2022
Re: 4.1(c)--Authorize Grant Application - US Department of Transportation Page 2 of which, each state may receive no more than $342,000,000 (three-hundred-forty-two million dollars) in funding for selected projects. Previously, under the American Recovery and Reinvestment Act, the RAISE program was known as TIGER grants which have included projects such as dedicated bus lanes, highway and bridge repair, dock replacements, and rail-totrail projects in a number of states. The RAISE program is the first discretionary funding program tapping into the Infrastructure Investment and Jobs Act to accept applications.

The City is requesting authorization to seek grant funding for $22,000,000 to complete the South Bonnyview Divergent Diamond Interchange and Corridor Capacity Improvement Project. The City has already made progress on portions of this project using existing funding, notably the roundabout on the western side of the project location. The remaining improvements include work on the ramps, the diverging diamond interchange itself, and another roundabout on the eastern side of the project area. These improvements are critical for serving the increased economic activity in the area and new housing inventory that will see more people living near and commuting through the area. This project also benefits from being innovative in the context of the California road network. While other diverging diamond interchanges exist throughout the United States, this project has the potential to be one of the first in the State of California.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding.” • Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Packet Pg. 98

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions for the Redding Electric Utility Capital Improvement Plan (CIP) Medium Impact Program Development:
(1) Approve the Master Service Agreement and Proposal with Archer Energy Solutions, LLC, (Archer) in an amount not to exceed $366,520; and
(2) Authorize the City Manager, or designee, to execute the agreement and any associated documents and amendments necessary to complete the work.

Fiscal Impact
The City Council appropriated compliance-related consulting funds under the Organizational Needs for Redding Electric Utility’s (REU) TO/TOP Registration at its regularly scheduled meeting on December 15, 2020. Adequate funding is available for this agreement.

Alternative Action
The City Council could choose not to authorize the agreement and provide alternative direction to staff.

Background/Analysis
On February 7, 2020, the North American Electric Reliability Corporation (NERC) directed REU to register as a Transmission Owner and Transmission Operator (TO/TOP) by November 30, 2022. Since then, REU has been working to meet the additional standards set forth by NERC and the Western Electricity Coordinating Council (WECC). Many of the procedures and systems necessary to meet compliance are new and unfamiliar to staff, particularly with Critical Infrastructure Protection (CIP) standards. Experienced and professional consulting resources are essential to avoid the risk of further implementation delays and potential monetary penalties.

MEETING DATE: April 5, 2022
ITEM NO. 4.5(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.5(a)--Approve the Master Service Agreement and Proposal with Archer Energy Solutions, LLC to aid in the completion of Redding Electric Utility's (REU) Critical Infrastructure Protection (CIP) Medium Impact Program Development.

Nick Zettel, Interim Director
of Redding Electric Utility
Packet Pg. 99
Report to Redding City Council March 30, 2022
Re: 4.5(a)--Purchase of Services with Archer Energy Solutions Page 2 REU staff has been working to meet the NERC CIP standards; however, with the final TO/TOP registration date approaching, additional expertise is required to ensure full compliance within the registration timeline. This expertise will be crucial in reviewing current systems and proposed designs for systems yet to be implemented, reviewing already created and implemented procedures, performing a gap analysis, and helping to address any inconsistencies or deficiencies.

Archer Energy Solutions, LLC has offered a comprehensive solution to ensure REU meets the new CIP standards required by the TO/TOP registration. Furthermore, Archer Energy Solutions, LLC is staffed by consultants with NERC CIP audit experience, providing valuable insight for REU staff and future preparation of audit requirements.

Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Attachments
City of Redding Electric Utility - Archer NDA - 3_23_2022 (available online) City of Redding Electric Utility - Archer MSA - 3_23_2022 (available online) City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online)
Previous Staff Report - 3.16.21 - 4.5 (b) Authorization to Sole-Source Purchases Contracts for TO-TOP Registration and Compliance (available online)
Packet Pg. 100
Packet Pg. 101
Attachment: City of Redding Electric Utility - Archer NDA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 102
Attachment: City of Redding Electric Utility - Archer NDA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 103
Attachment: City of Redding Electric Utility - Archer NDA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 104
Attachment: City of Redding Electric Utility - Archer MSA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 105
Attachment: City of Redding Electric Utility - Archer MSA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 106
Attachment: City of Redding Electric Utility - Archer MSA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 107
Attachment: City of Redding Electric Utility - Archer MSA - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 108
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 109
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 110
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 111
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 112
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 113
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 114
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 115
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 116
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 117
Attachment: City of Redding Electric Utility Archer Proposal - 3_23_2022 (available online) (4.5(a)--Purchase of Services with Archer Energy Packet Pg. 118 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 119 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 120 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 121 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 122 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 123 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 124 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 125 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 126 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 127 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 128 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 129 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 130 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 131 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 132 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)-- Packet Pg. 133 Attachment: Previous Staff Report - 9.5(e) - Organizational Needs for Redding Electric Utilitys TO_TOP Registration (available online) (4.5(a)--

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the City Manager, or designee, to sole-source the procurement of software, hardware, and service agreements relating to Redding Electric Utility’s operations as a Transmission Owner/Transmission Operator as recommended by the expert consultant assisting with implementation.

Fiscal Impact
There is no fiscal impact associated with the acceptance of this report. The approval of contracts in excess of departmental or City Manager authorization levels will remain with the City Council (Council).

The costs associated with Redding Electric Utility’s (REU) increased compliance obligations, including hardware, software, and contracts for the first twenty-four months, amount to approximately $3,200,000. These expenditures will be needed in order to implement the required mitigations to comply with the new regulations, including cyber and physical security. The annual costs for consultants, services, and maintenance of hardware and software will be at least $630,000. Initial expenditures in Fiscal Year 2020-21 will be funded by the Director’s contingency fund (unless otherwise approved as part of the Council’s action approving individual contracts). Initial and ongoing funding needs for subsequent years will be included in REU’s biennial budget requests.

Alternative Action
The Council could choose to not authorize the sole-source procurement of software, hardware, and contracts and provide alternative direction to staff.

Background/Analysis
MEETING DATE: March 16, 2021
ITEM NO. 4.5(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.5(b)--Authorize REU to Sole-Source Purchases and Contracts Related to TO/TOP Compliance and Operations
Daniel Beans, Director of
Electric Utility
Packet Pg. 134 Attachment: Previous Staff Report - 3.16.21 - 4.5 (b) Authorization to Sole-Source Purchases Contracts for TO-TOP Registration and Report to Redding City Council March 8, 2021
Re: 4.5(b)--Sole-Source Authorization for REU for TO/TOP Related Hardware, Software, & Contracts Page 2
On February 7, 2020, the North American Electric Reliability Corporation (NERC) directed REU to register as a Transmission Owner and Transmission Operator (TO/TOP). REU has since been working with the Western Electricity Coordinating Council (WECC) on filing the necessary implementation plans. With these new registrations, 147 new standards have been added to REU’s existing 115 requirements which require the utility to implement and report on a total of 262 standards. Additionally, the new registration status will cause REU to be subject to an onsite audit every three years instead of the former six-year cycle performed remotely.

REU is facing a deadline of May 31, 2021, specific to information technology needs. REU is required to be fully compliant as a TO in July 2022 and as a TOP by November 2022. In order to provide long-term efficient services to REU customers, contracted services and additional hardware and software are needed to meet the new and increasing federal requirements for Redding to own and operate its electric utility. The costs associated with the registration process include consultant services to develop and implement training and standard procedures and the purchase of additional equipment. These services ensure REU personnel and facilities meet the new requirements associated with being a TO/TOP.

REU staff will utilize the Purchasing Division’s Request for Proposal (RFP) and bid processes when possible. However, it is important for REU staff to have the ability to sole-source purchases and service agreements related to TO/TOP operations given the timelines required to meet milestones and the costs and fines associated with non-compliance.

Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Packet Pg. 135 Attachment: Previous Staff Report - 3.16.21 - 4.5 (b) Authorization to Sole-Source Purchases Contracts for TO-TOP Registration and

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize award of Bid Schedule No. 5271, Padmount Distribution Switches, to ElectroMechanical, LLC, in the amount of $247,892.29, for the Redding Electric Utility.

Fiscal Impact
Adequate funds are available in Redding Electric Utility’s (REU) Fiscal Year 2021-22 General System Improvements budget, which includes purchases of all distribution type switches.

Alternative Action
The City Council (Council) could choose not to award the bid to Electro-Mechanical, LLC, and provide alternative direction to staff.

Background/Analysis
This is a routine bid for the purchase of padmount distribution switches. These padmount distribution switches are required to support residential and commercial development and provide emergency replacement of the existing padmount distribution switches presently in service.

On Monday, March 7, 2022, four bids were opened for Padmount Distribution Switches. Staff analyzed the bids based on the bid price and compliance with specifications in the evaluation process, and Electro-Mechanical, LLC was the apparent low bidder, at a cost of $247,892.29.

The product included in Electro-Mechanical’s bid is in compliance with the specifications, general conditions, and proposal requirements.

MEETING DATE: April 5, 2022
ITEM NO. 4.5(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.5(b)--Award of Bid Schedule No. 5271, Padmount Distribution Switches Nick Zettel, Interim Director
of Redding Electric Utility
Packet Pg. 136
Report to Redding City Council March 31, 2022
Re: 4.5(b)--Award of Bid Schedule No. 5271, Padmount Distribution Switches Page 2 Council Priority/City Manager Goals
This agenda item is a routine operational item.

Attachments
Bid Tabulation
Packet Pg. 137
CITY OF REDDING Pg 1 of 1

PURCHASING DIVISION - TABULATION OF BIDS
BID: Padmount Distribution Switches
BID SCHEDULE NO. DATE OF OPENING
5271 Monday, March 7, 2022

COX TIME OF OPENING
ZETTLE 3:00 P.M.

ITEM UNIT PRICE EXT PRICE UNIT PRICE EXT PRICE UNIT PRICE EXT PRICE UNIT PRICE EXT PRICE 1 $31,515.00 $189,090.00 $25,567.00 $153,402.00 $33,316.24 $199,897.44 $34,999.00 $209,994.00 2 $30,731.00 $92,193.00 $25,911.00 $77,733.00 $32,471.59 $97,414.77 $38,686.00 $116,058.00 Subtotal: $281,283.00 $231,135.00 $297,312.21 $326,052.00 $20,393.02 $16,757.29 $21,555.14 $23,638.77
Freight (if applicable):
$301,676.02 $247,892.29 $318,867.35 $349,690.77
OneSource
S & C Electric Co.

LEAD TIME/CALENDAR DAYS 110 126 105 - 119 210
Manufacturer S & C Electric
Electro-Mechanical LLC dba
Federal Pacific
Scott Engineering dba: Scott
Manufacturing Solutions
Anixter Electro-Mechanical LLC Scott Engineering

DESCRIPTION
3 X 1 Padmount Dist Switch (6) Total
TAX (7.25% )
2 X 2 Padmount Dist Switch (3) Total
Net Cost Delivered
M. Kempley, Purchasing
Packet Pg. 138 Attachment: Bid Tabulation (4.5(b)--Award of Bid Schedule No. 5271, Padmount Distribution Switches)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following relative to the Building Forward Library Infrastructure Program:
(1) Authorize staff to apply for the Building Forward Library Infrastructure Program grant administered by the California State Library on behalf of the Shasta Public Libraries, for an amount up to $3,000,000; and
(2) Authorize the City Manager to execute all documents necessary to apply for the grant, appropriate funds should the grant be awarded, and execute any agreements necessary to implement the grant if awarded.

Fiscal Impact
The grant application will request up to $3,000,000 to address life safety and other critical maintenance needs at the Shasta Public Libraries. The grant program does not require a costsharing match. There is no additional impact to the General Fund.

Alternative Action
The City Council (Council) could decline to apply for the funds under this grant opportunity or provide staff with alternative direction.

Background/Analysis
The Budget Act of 2021 (SB 129) allocated $439 million in one-time funds to the California State Library to address the life safety and critical maintenance needs of public library facilities throughout California. This competitive grant program prioritizes funding for local library facilities located in economically disadvantaged areas of the state. The maximum grant amount per library facility is $10 million.

MEETING DATE: April 5, 2022
ITEM NO. 4.6(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.6(a)--Authorize a Grant Application to the California State Library Kim Niemer, Community
Services Director
Packet Pg. 139
Report to Redding City Council March 30, 2022
Re: 4.6(a)--Authorize a Grant Application to the California State Library Page 2 Since 2006, the City of Redding (City) has managed the Shasta Public Libraries (Libraries) under an agreement with Shasta County and the City of Anderson. The City partners with Library Systems and Services to manage the library operations at the three locations – Anderson, Burney, and Redding. The Libraries are well-utilized public spaces that take a fair amount of wear and tear daily. The experiences of the last few years with wildfires and COVID-19 have demonstrated the need to keep the Libraries open and accessible whenever needed.

Staff members from the Libraries and the Community Services Department collaborated to identify facility needs and develop the project scope and estimates. All three locations have eligible needs under this program, including, but not limited to: new roofs and solar systems for Burney and Anderson; enhanced UV filtration for the HVAC systems, back-up generators, and security cameras at all three locations; and new carpet at the Redding Library. Shasta County has agreed to have the City submit and implement the projects in Anderson and Burney, if the grant is awarded. This coordination will allow the projects to be bid together and hopefully yield more competitive pricing.

Taking the recommended action at this time will allow the City of Redding to compete for funds to address life safety and other critical maintenance needs at the Shasta Public Libraries.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Packet Pg. 140

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept property donation of the 25-acre parcel along the Sacramento River adjacent to the Kapusta Open Space from the Redding Foundation; and authorize the City Manager to execute the necessary documents to transfer title of Assessor’s Parcel No. 050-090-026.

Fiscal Impact
The donation has no significant fiscal impact on the General Fund other than processing the title transfer and minimal maintenance costs. Subsequent programming or development may require resources in future years.

Alternative Action
The City Council could choose not to accept the 25-acre donation and provide an alternative direction.

Background/Analysis
The Redding Foundation (Foundation) owns a 25-acre parcel adjacent to the City of Redding’s (City) Kapusta Open Space area (approximately 100 acres) located between Redding and Anderson east of the Jolly Giant Flea Market on Latona Road. The Foundation has offered the parcel as a donation to the City. The Foundation acquired the property in 1992 to protect the river frontage and increase public access to the Sacramento River. The Foundation staff has been in discussion various times over the years regarding transferring the property to the City. The owner is seeking to make the transfer as soon as possible.

MEETING DATE: April 5, 2022
ITEM NO. 4.6(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.6(b)--Accept property donation of 25-acre parcel adjacent to the Kapusta Open Space
Kim Niemer, Community
Services Director
Packet Pg. 141
Report to Redding City Council March 30, 2022
Re: 4.6(b)---Property Donation of 25-acre Parcel Adjacent to Kapusta Open Space Page 2 The subject parcel is located immediately south of the Kapusta Open Space Area and across the river from the Kum Bay Xerel Open Space Area. The property is largely encompassed by flood plain and will be used mainly for trails and other low-impact uses. There are some illegal camps on the site, and the City would be responsible for managing the site if the transfer is approved.

The City already provides litter abatement and limited maintenance to the Kapusta Open Space area.

The Community Services Advisory Commission reviewed and recommended the proposal on February 9, 2022.

Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
KapustaSouth_AerialLocationMap
Redding Foundation Letter
Packet Pg. 142

CHURN CREEK RD

LATONA RD

CLOVER RD

DUNCAN LN

RIVER RANCH RD

JOLLY GIANT RD

RIVER CREST DR

PACHECO RD

WATERSIDE WAY

MILKY WAY

AMEN ST

HAITI DR

THE TERRACE

DANISH LN
DAY LN

DELTA PL

SOUTHWOOD LAKE DR

SHADOW LN

ALDO WAY

JAMAICA WAY

ACAPULCO LN

LAZY LANDING DR

LOVENESS RD

REDI MIX DR

TELEGRAPH HILLNEVERLAND L

CLOVER RD
I 5 NBOFF/R
I 5 SBON/R
STE HWY 273

EASTSIDE RD
MTG. DATE:

ITEM:

ATTACHMENT:

LOCATION MAP GIS DIVISION

INFORMATION TECHNOLOGY DEPARTMENT
DATE PRODUCED: - 0 200 400 Feet
MARCH 4, 2022 KAPUSTA SOUTH
AP# 050-080-014 & 050-090-026
P:\CommunityServices\ProProjects\GeneralLocation_Maps\KapustaSouth.aprx

SACRAMENTO RIVER
City Limit
Kapusta
Proposed Donation
Packet Pg. 143 Attachment: KapustaSouth_AerialLocationMap (4.6(b)---Property Donation of 25-acre Parcel Adjacent to Kapusta Open Space) Packet Pg. 144
Attachment: Redding Foundation Letter (4.6(b)---Property Donation of 25-acre Parcel Adjacent to Kapusta Open Space)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions relative to Bid Schedule No. 5249 (Job No. 2612) Shasta Street Railroad Crossing Improvements Project:
(1) Award to S.T. Rhodes Construction Inc. in the amount of $281,719; (2) Approve an additional $75,000 to cover the cost of construction administration and inspection fees; and $126,000 for project development costs; (3) Approve $28,000 to provide construction contingency funding; (4) Authorize the City Manager to approve additional increases in either the construction management or construction contingency amounts up to a total of $15,000; (5) Find that the Project is categorically exempt from review under the California Environmental Quality Act Guidelines Section 15301(c) - Existing Facilities; (6) Authorize the City Manager to execute necessary contract amendments to the Agreement (C-7416) with California Department of Transportation (Caltrans) to obtain additional grant funding; and
(7) Authorize the City Manager to budget additional grant funds provided from Caltrans for this project.

Fiscal Impact
The Shasta Street Railroad Crossing Improvements Project (Project) is being funded through the California Public Utilities Commission Section 130 Program administered through the California Department of Transportation (Caltrans). Costs have escalated beyond the initial allocation of $417,555 of Section 130 grant funds and will require supplementing with $110,000 of Street Funds. The costs increases are attributed to several unanticipated factors including a required at grade crossing agreement with Union Pacific Railroad, additional coordination efforts with Union Pacific, Caltrans and the California Public Utilities Commission, and higher bid prices than originally estimated grant costs. However, staff is working with Caltrans to secure, and anticipates receiving, additional grant funding to cover the streets portion of the project. Staff is requesting the City Council (Council) authorize City Manager authority to execute the necessary MEETING DATE: April 5, 2022
ITEM NO. 4.11(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(a)--Award Bid Schedule No. 5249 (Job No. 2612) Shasta Street Railroad Crossing Improvements Project
Chuck Aukland, Public
Works Director
Packet Pg. 145
Report to Redding City Council March 30, 2022
Re: 4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project Page 2 contract amendments and budget any additional program funds that may be provided through Caltrans.

Cost Summary
Item Estimated
Project Development Costs $126,000
Construction Contract + Contingency $309,719
Contract Administration, Inspection, Testing $75,000
Additional City Manager Authority $15,000
Total Project Costs $525,719
Project Budget $527,555
Project cost components are estimates and some shifting of the project development, construction management, and construction contingency funds may be necessary to balance the project within the approved budget.

Alternative Action
The Council may choose not to award the bid for the Shasta Street Railroad Crossing Improvements Project and provide staff with alternate direction. If the project is not awarded, the project improvements would not be constructed and the City of Redding may jeopardize losing grant funding and possibly have to refund the grant funds that have been expended to date.

Background/Analysis
Attached is a tabulation of bids received and opened on March 3, 2022, for the Shasta Street Railroad Crossing Improvements Project. The low bid in the amount of $281,719 was received from S.T. Rhoades Construction, Inc., of Redding, California. The engineer's estimate was $318,867. Total project development costs for this project are estimated to be $126,000. Project development costs include construction engineering, surveying, right-of-way, environmental, consultant services, and permit fees. There is $527,555 budgeted for the total project including the streets funding noted in the fiscal impact.

The proposed improvements will include the construction of pedestrian crossing facilities at the Shasta Street/Union Pacific Railroad crossing. Work elements include installation of curb, gutter, and sidewalk, Americans with Disabilities Act (ADA) ramps, and a mill overlay with other miscellaneous items of work.

Staff has determined that the project qualifies as Categorically Exempt from environmental review under the California Environmental Quality Act Guidelines Section 15301. The project area does not have significant values for wildlife habitat or other environmental resources, and the project has no potential to have a significant effect on the environment.

Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Attachments
Packet Pg. 146
Report to Redding City Council March 30, 2022
Re: 4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project Page 3 Location Map
Bid Tabulation
Notice of Exemption
Caltrans Contract C-7416 (available online)
Caltrans Contract C-7416 A1 time extension (available online) Caltrans Contract C-7416 A2 time extension (available online) Packet Pg. 147
Packet Pg. 148 Attachment: Location Map (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) BID TABULATION FOR:

SHASTA STREET RAILROAD CROSSING IMPROVEMENTS
Bid Schedule No.: 5249Job No.: 2612 ENGINEER'S EST S.T. Rhoades Construction, Inc. J.F. Shea Construction, Inc. 3/3/2022 UNIT UNIT UNIT

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL PRICE TOTAL 1 WATER POLLUTION CONTROL PLAN LS 1 $5,000.00 $5,000.00 $1,000.00 $1,000.00 $715.00 $715.00 2 WATER POLLUTION CONTROL LS 1 $10,000.00 $10,000.00 $1,750.00 $1,750.00 $5,615.00 $5,615.003 TRAFFIC CONTROL LS 1 $40,000.00 $40,000.00 $41,000.00 $41,000.00 $89,075.00 $89,075.004 PERMIT AND FLAGGING FEES LS 1 $30,000.00 $30,000.00 $28,000.00 $28,000.00 $60,200.00 $60,200.005 PROJECT FUNDING SIGN EA 1 $1,100.00 $1,100.00 $450.00 $450.00 $495.00 $495.006 CONSTRUCTION AREA SIGNS EA 12 $225.00 $2,700.00 $200.00 $2,400.00 $220.00 $2,640.007 REMOVE CONCRETE SF 693 $10.00 $6,930.00 $50.00 $34,650.00 $17.00 $11,781.00 8 CURB AND GUTTER (6" VERT) LF 217 $60.00 $13,020.00 $95.00 $20,615.00 $84.00 $18,228.00 9 CURB AND GUTTER (8" VERT) LF 41 $68.00 $2,788.00 $95.00 $3,895.00 $89.00 $3,649.00 10 CURB AND GUTTER (ROLL) LF 67 $65.00 $4,355.00 $95.00 $6,365.00 $95.00 $6,365.00 11 SIDEWALK (4" PCC) SF 1993 $17.00 $33,881.00 $15.00 $29,895.00 $17.00 $33,881.00 12 SIDEWALK (6" PCC) SF 494 $22.00 $10,868.00 $18.00 $8,892.00 $29.50 $14,573.00 13 CONCRETE CURB (6") LF 45 $65.00 $2,925.00 $95.00 $4,275.00 $79.00 $3,555.00 14 CONCRETE CURB RAMP SF 75 $25.00 $1,875.00 $35.00 $2,625.00 $40.00 $3,000.00 15 DETECTABLE WARNING SURFACE SF 132 $40.00 $5,280.00 $40.00 $5,280.00 $43.00 $5,676.00 16 LANDSCAPE FABRIC SF 200 $1.00 $200.00 $2.00 $400.00 $3.00 $600.00 17 DISINTEGRATED GRANITE CY 3 $175.00 $525.00 $450.00 $1,350.00 $792.00 $2,376.00 18 AGGREGATE BASE (CLASS 2) CY 10 $250.00 $2,500.00 $450.00 $4,500.00 $391.00 $3,910.00 19 CRUSHED AGGREGATE (3/4") CY 4 $300.00 $1,200.00 $100.00 $400.00 $591.00 $2,364.00 20 SHOULDER BACKING LF 142 $10.00 $1,420.00 $25.00 $3,550.00 $42.00 $5,964.00 21 ASPHALT CONCRETE TON 200 $250.00 $50,000.00 $185.00 $37,000.00 $211.00 $42,200.00 22 COLD MILL ASPHALT CONCRETE SF 12570 $5.00 $62,850.00 $0.60 $7,542.00 $1.30 $16,341.00 23 TRAFFIC STRIPE (4" LF 800 $1.50 $1,200.00 $3.50 $2,800.00 $3.85 $3,080.00 24 PAVEMENT MARKER EA 35 $10.00 $350.00 $11.00 $385.00 $12.00 $420.00 25 PAVEMENT MARKINGS SF 580 $15.00 $8,700.00 $10.00 $5,800.00 $11.00 $6,380.00 26 RESET WATER METER BOX EA 1 $700.00 $700.00 $200.00 $200.00 $3,095.00 $3,095.00 27 RELOCATE WATER SERVICE EA 1 $5,000.00 $5,000.00 $10,000.00 $10,000.00 $7,244.00 $7,244.0028 MISC STORM DRAIN IMPROVEMENTS LS 1 $3,000.00 $3,000.00 $1,750.00 $1,750.00 $8,572.00 $8,572.00 29 UNDER SIDEWALK DRAIN EA 4 $1,500.00 $6,000.00 $2,600.00 $10,400.00 $1,235.00 $4,940.00 30 ADJUST VALVE EA 2 $500.00 $1,000.00 $1,000.00 $2,000.00 $1,824.00 $3,648.0031 ADJUST MANHOLE EA 1 $1,500.00 $1,500.00 $1,250.00 $1,250.00 $3,436.00 $3,436.0032 INSTALL SIGN EA 2 $750.00 $1,500.00 $500.00 $1,000.00 $825.00 $1,650.0033 RESET SIGN EA 1 $500.00 $500.00 $300.00 $300.00 $330.00 $330.00 TOTAL - CONTRACT ITEMS $318,867.00 $281,719.00 $375,998.00

Attachment: Bid Tabulation (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 150
Attachment: Notice of Exemption (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 151 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 152 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 153 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 154 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 155 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 156 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 157 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 158 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 159 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 160 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 161 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 162 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 163 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 164 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 165 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 166 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 167 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 168 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 169 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 170 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 171 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 172 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 173 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 174 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) Packet Pg. 175 Attachment: Caltrans Contract C-7416 (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement Project) STATE OF CALIFORNIA Contract No: 75LX312
Amendment Number 1
DEPARTMENT OF TRANSPORTATION Sheet 1 of 1
May 1, 2020
Unit Project ID Phase Subjob Object Amount FY Enc Encumbrance Code Doc No
3811 0017000249 S 049 $ 417,555 16/ 17 75LX312
Item Cha ter Statutes Fiscal Year
2660- 102- 0890 1
23 2016 2016/ 17
I hereby certify upon my own personal knowledge that budgeted funds are SERVICE CONTRACT NO: 75LX312 A/ 1 available for the period and purpose of the expenditure stated herein. PROJECT NUMBER: STPLR 7500( 254) Signature ofAccounting Officer Date The numbers above are to be placed on all invoices which shall be mailed to:

Caltrans Division of Rail and Mass Transportation 05/05/20 VJJ P.O. Box 942874, MS 74
Sacramento, CA 94274-0001
LOCAL AGENCY: City of Redding
ADDRESS: 777 Cypress Avenue Effective Date ofContract: August 21, 2017 Redding, CA 96001 Effective Date of Amendment 1: Upon Signature by all Phone: ( 530) 2254170 Parties
Expiration Date of Contract after the amendment:

February 21, 2022
WHEREAS: Service Contract 75LX312 dated August 21, 2017, provided$ 417,555 to install concrete sidewalk, curb, gutter, pedestrian ramps, warning tiles, and mill and overlay both road approaches, at Shasta Street and the Union Pacific Railroad Company' s tracks, in the County of Shasta, CPUC No. 001C- 258.40, Federal DOT No. 750513T; and WHEREAS: Amendment No. 1, extends the expiration date for Service Contract No. 75LX312, from August 21, 2020 to February 21, 2022 due to delays from several issues with the design plans, railroad crossing agreement, equipment and supplies, scheduling, and Union Pacific Railroad corporate restructuring and lack of staffing.

WHEREAS: The City of Redding is requesting an additional eighteen months to complete the project due to delays with the design plans, agreements, and ordering of equipment and supplies.

NOW THEREFORE: It is mutually agreed by the parties hereto, that all terms and conditions of Service Contract 75LX312, as amended, shall remain in full force and effect, and shall be made a part of this Amendment No. 1.

IN WITNESS WHEREOF, the parties have duly executed this contract as ofthe dates shown below with the effective date shown above.

CALIFORNIA DEPARTMENT OF TRANSPORTATIONCITY OF REDDING
Signature Signature — i
Name W. Kyle Gradinger Name — Adam —h4r—E-3Vain
Title Division Chief, Rail and Mass Transportation Title Mayor—City of Redding 6/ 18/ 2020
Date Date

ATTEST-,
Forrn Approved
City Attorney
Packet Pg. 176 Attachment: Caltrans Contract C-7416 A1 time extension (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement 1-27-22
January 28, 2022
Packet Pg. 177
Attachment: Caltrans Contract C-7416 A2 time extension (available online) (4.11(a)--Award BS No. 5249, Shasta St RR Crossing Improvement

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions relative to Request for Proposals (RFP) No. 5264, to provide engineering and right of way services for the Stillwater Business Park Phase 2 Projects:
(1) Award to Dokken Engineering Inc. in an amount not to exceed $857,370; (2) Authorize the Mayor to execute the Consultant and Professional Services Contract with Dokken Engineering Inc.; and
(3) Authorize the City Manager to approve contract amendments not to exceed $90,000.

Fiscal Impact
The required professional services to prepare the project for construction is estimated to be roughly $1,500,000 including staff time and right of way. Preliminary construction costs are estimated to be $16,500,000 depending on timing and phases of work completed. On November 16, 2021, the City Council (Council) budgeted adequate funds for the Stillwater Business Park Phase 2 project development costs, and the budgeted amount is sufficient to cover the costs for the proposed professional services agreement.

Alternative Action
The Council may choose not to award the contract for this project. This alternative would require staff to reprioritize several City of Redding (City) capital improvement projects to reallocate resources to complete plans and specifications for the project. This would delay other important City projects. In addition, it would require staff to obtain a consultant to assist with right of way acquisitions which could delay this project.

MEETING DATE: April 5, 2022
ITEM NO. 4.11(c)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(c)--Award Request for Proposals No. 5264 and Authorize Execution of Consulting and Professional Services Contract for the Engineering Services for the Stillwater Business Park Phase (2) Two Projects
Chuck Aukland, Public
Works Director
Packet Pg. 178
Report to Redding City Council March 30, 2022
Re: 4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two Page 2 Background
On November 16, 2021, the Council approved funding for project development and consultant support services to continue the necessary infrastructure, road extension, and utility work for the Stillwater Business Park. Staff developed a Request for Proposal (RFP) to obtain consultant support services related to project development including but not limited to surveys, design, and right of way acquisitions with appraisals for the remainder of the Stillwater Business Park improvements. The design work will include road construction, wet and dry utility installation, c o n s t r u c t i o n o f storm drains and street lights, and other miscellaneous items to complete improvements to Venture Parkway from Rancho Road through the south end of the park to Fig Tree Lane concluding at the intersection of Fig Tree Lane and Airport Road. The work will include widening projects along Rancho Road and Fig Tree Lane and intersection improvements that may include Rancho Road/Airport Road and also Fig Tree Lane/Airport Road.

Consultant Selection Process
A review and selection panel was formed consisting of three members from the Public Works Engineering Division. The panel’s evaluation was based on the RFP selection criteria below and the consultants’ abilities and qualifications to perform all phases of the engineering and right of way services that will be required.

Two proposals, including design fees in sealed envelopes, were received on February 3, 2022.

The panel members evaluated and scored each proposal based on the consultants’ understanding of the project/scope, team experience with similar types of projects and with City projects, qualifications of the project team, project approach, project schedule, and geographic location of the project team. The panel ranked the firms based on their scores as follows:

Firm Rank
Dokken Engineering Inc. 1
GHD 2
Applying the evaluation criteria to the proposals scoring, it was the opinion of the selection panel that Dokken Engineering, Inc., (Dokken) was the most qualified team to provide the required services. In general, this opinion is based on Dokken’s:
• Excellent understanding of the project scope;
• Familiarity with City projects and its required procedures; • Successful delivery of other complicated City projects; and • Qualification and experience of the right of way appraisal and acquisitions team.

Upon ranking Dokken as the top firm based on qualifications, its sealed fee envelope was opened. Dokken’s proposed fee was $857,370. Staff believes this fee is reasonable for the proposed scope of services. Staff believes that Dokken is the most qualified team to provide the required design services and recommends that the Council authorize recommendations listed herein, including award to Dokken for an amount not-to-exceed $857,370.

This agreement has been approved to form by the City Attorney.

Packet Pg. 179
Report to Redding City Council March 30, 2022
Re: 4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two Page 3 Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Location Map
11-16-21 Staff Report (available online)
Agreement (available online)
Packet Pg. 180
Packet Pg. 181
Attachment: Location Map (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize staff to develop a Request for Proposal for the design of infrastructure improvements for the Stillwater Business Park Phase 2 Project; and adopt Resolution approving and adopting the 19th Amendment to City of Redding Budget Resolution No. 2021-078 appropriating $1,500,000 for said purpose.

Fiscal Impact
The Stillwater Business Park Phase 2 Project is being funded by the General Fund. The attached budget resolution in the amount of $1,500,000 will fund ongoing project development costs for this project to ensure delivery timelines for prospective tenants. The General Fund has previous property sales to cover $650,000 of the projected cost, while the remaining amount is expected to be realized through near term property sales. The funding source of the construction of the necessary improvements has not yet been determined.

Alternative Action
The City Council (Council) may choose to not authorize funding for the design of Stillwater Business Park Phase 2 Project and provide staff with alternative direction. Without this project, the City of Redding (City) will not fulfill its obligation of providing a completed business park to its tenants. As developer, the City is responsible for providing adequate roadways, utilities, and various other infrastructure improvements to ensure the business park is useable for current and future tenants.

MEETING DATE: November 16, 2021
ITEM NO. 4.11(g)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(g)--Stillwater Business Park Phase 2 Infrastructure Improvement Project Chuck Aukland, Public
Works Director
Packet Pg. 182 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Report to Redding City Council November 12, 2021
Re: 4.11(g)--Stillwater Business Park Phase 2 Infrastructure Improvement Project Page 2 Background/Analysis
The City is responsible for infrastructure improvements at Stillwater Business Park, including street lights, paving, landscaping, and utility installation. At the mid-year budget review in February 2021, the Council approved an allocation of $500,000 out of the proceeds from land sales to fund the design of the infrastructure improvements at the Park.

In August 2021, the Council approved the appropriation of $150,000 for the construction bid for Phase 1C of this project that included the installation of street lighting on Venture Parkway from the Stillwater Business Park entrance at Old Oregon Trail through the east side of the northerly Stillwater Creek Bridge.

To continue the necessary road extension and utility work, staff is recommending an increase in project budget funds from the General Fund Capital Project Fund in the amount of $1,500,000.

This additional allocation is needed for staff and consultant costs related to project development including but not limited to surveys, design, environmental clearance, and right of way acquisitions with appraisals for the remainder of the improvements. The design work will include road construction, wet and dry utility installation, storm drains, street lights and other miscellaneous items to complete improvements to Venture Parkway from Rancho Road through the south end of the park to Fig Tree Lane concluding at the intersection of Fig Tree Lane and Airport Road. The work will include widening projects along Rancho Road and Fig Tree Lane and intersection improvements that may include Rancho Road/Airport Road and also Fig Tree Lane/Airport Road.

With the sale of additional lots, the improvements which were halted need to resume in order to adhere to what was intended with the development of the park. This additional allocation will be funded with property sales receipts. Property sales in this fiscal year are in excess of $900,000, and it is anticipated that this fiscal year will see an additional $3 million in proceeds from additional land transactions. Additional work on the park will be budgeted for completion in the coming months.

Council Priority/City Manager Goals
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding.” • Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Resolution
Vicinity Map Exhibit 1
Previous Staff Reports - 08-03-21 and 02-16-21 (available online) Packet Pg. 183 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) RESOLUTION NO. 2021-____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 19 TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078
APPROPRIATING $1,500,000 FOR STILLWATER BUSINESS PARK PHASE TWO INFRASTRUCTURE IMPROVEMENT PROJECT FOR FISCAL YEAR 2021-22

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2021-078 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
178 437

General Fund Capital Projects $1,500,000
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Decrease (Increase) Beginning Balance
111-427-01-0001-01 General Fund Beginning Balance $ 850,000 178-437-01-0001-01 General Fund Capital Projects Beg Balance $ 650,000 Increase (Decrease) Revenue
111-427-5-5040-01 Fund Transfer To Capital Project $ (850,000) 178-437-5-5041-01 Fund Transfer from General Fund $ 850,000 Increase Expenditures
178-437-4588-02 Stillwater Completion $ 1,500,000
Total $ 1,500,000 $ 1,500,000
THAT the purpose is to appropriate $1,500,000 for Stillwater Business Park phase two infrastructure improvement project for fiscal year 2021-22.

I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 16th day of November, 2021, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ERIN D. RESNER, Mayor
ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 184 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 185
Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions relative to Bid Schedule No. 5215 ( Job No. 2669) Stillwater Business Park Phase 1C Street Lighting Project:
1) Award to Eddie Axner Construction in the amount of $85,224; 2) Approve an additional $ 31,000 to cover the cost of construction administration and inspection fees; and $20,000 for project development costs; 3) Approve $10,000 to provide construction contingency funding; 4) Authorize the City Manager to approve additional increases in either the construction management or construction contingency amounts up to a total of $10,000; and 5) Adopt Resolution approving and adopting the 4th Amendment to City of Redding Budget Resolution No. 2021-078 appropriating $150,000 for said purpose.

Fiscal Impact
The Stillwater Business Park Phase 1C Street Lighting Project is being funded by the General Fund. On February 10, 2021, the City Council ( Council) approved and budgeted funds for project development including but not limited to environmental and preliminary engineering services. The attached budget resolution for $ 150,000 will cover the remaining costs of construction including contract administration, inspections, and contingencies for this project.

Cost Summary
Item Estimated
Project Development Costs $ 20,000
Construction Contract + Contingency $ 95,224
Contract Administration, Inspection, Testing $ 31,000
Additional City Manager Authority $ 10,000
Total Project Costs $ 156,224
MEETING DATE: August 3, 2021
ITEM NO. 4.11(c)
FROM:

APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(c)--Award Bid Schedule No. 5215, Stillwater Business Park Phase 1C Street Lighting Project
Chuck Aukland, Public
Works Director
Packet Pg. 186 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Report to Redding City Council July 23, 2021
Re: 4.11(c)--Stillwater Business Park Phase 1C Street Lighing Project Page 2 Project cost components are estimates and some shifting of the project development, construction management, and construction contingency funds may be necessary to balance the project within the approved budget.

Alternative Action
The Council may choose to not award the bid for the Stillwater Business Park Phase 1C Street Lighting Project and provide staff with alternative direction. Without this project, there will be no street lighting from the entrance of the Business Park to the northerly bridge.

Background/Analysis
Attached is a tabulation of bids received and opened on July 15, 2021, for the Stillwater Business Park Phase 1C Street Lighting Project. The low bid in the amount of $85,224 was received from Axner Construction Company of Redding, California. The engineer's estimate was $ 74,685.

Total project development costs for this project are estimated to be $20,000. Project development costs include engineering, surveying, right-of-way, environmental, and consultant services.

The project includes street lighting of Venture Parkway at the Stillwater Business Park entrance from Old Oregon Trail to the east side of the northerly Stillwater Creek Bridge. This project will install seven street lights and all the components associated with street lighting to include but not limited to street lights, foundations, trenching, conduits, and conductors.

A Final Environmental Impact Report (FEIR) for the Stillwater Business Park was certified on April 18, 2006. The FEIR has been reviewed and considered in connection with this project.

Pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15168 it was determined that all effects were examined in the previously approved FEIR, and pursuant to CEQA Guidelines Section 15162, no subsequent Environmental Impact Report would be required.

Council Priority/City Manager Goals
Public Safety – “ Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding.” Economic Development – “ Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Resolution
Bid Tabulation
Location Map
Notice of Determination (available online)
Previous Staff Report 02-10-21 (available online)
Packet Pg. 187 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) RESOLUTION NO. 2021-_____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 4TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078 APPROPRIATING 150,000 FOR COMPLETION OF PHASE 1C STREET LIGHTING PROJECT AT STILLWATER BUSINESS PARK FOR FISCAL YEAR 2021-22

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2021-078 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
178 437 Capital Projects – General Fund 150,000
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Decrease (Increase) Beginning Balance
178-437-1-0001-01 Beginning Balance 150,000$
Increase Expenditures
178-437-4588-02 Stillwater Completion 2021 150,000$
Total 150,000$ 150,000$
THAT the purpose is to appropriate $150,000 for completion of phase 1C street lighting project at Stillwater Business Park for fiscal year 2021-22.

I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 3rd day of August, 2021, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ERIN D. RESNER, Mayor
ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 188 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 189 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Packet Pg. 190 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 191 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept the Fiscal Year 2020-21 Mid-Year Budget Report ( Report); and adopt Resolution approving and adopting the 75th Amendment to City Budget Resolution 2019-050 to adjust the budget in accordance with the Report.

Fiscal Impact
The recommended changes to the General Fund will meet the City Council directive to maintain a ten percent reserve in the General Fund. The other recommended changes will not reduce reserve levels below those required in the respective funds.

Alternative Action
The City Council (Council) could choose to reject the report and request additional or different information.

Background/Analysis
The City of Redding (City) has expended $47,481,893 from the General Fund through December 31, 2020. This level of expenditure represents 47.2 percent of total appropriations, and is 3,450,264 or 6.8 percent below staff’ s cash flow estimate of $50,932,156 through December 31, 2020.

General Fund revenue as of December 31, 2020, totals $35,311,003 which is $1,518,782 or 4.4 percent above staff’ s cash flow projection. Staff is recommending an adjustment of $900,000 to Cannabis Tax revenues for a total of $1.6 million. The original budget projection was $250,000 for Fiscal Year 2020-21 and was adjusted as part of the last mid-year Report to $700,000. The original budget and subsequent adjustment were based on limited information due to the lack of historical information relative to the tax. This adjustment is still based on the same limited MEETING DATE: February 16, 2021
ITEM NO. 9.10(a)
FROM:

APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.10(a)-- Consider City of Redding Mid-Year Budget Review for Fiscal Year 2020-21; and Resolution approving Mid-year Budget Adjustments.

Allyn Feci Clark, Director of
Finance/City Treasurer
Packet Pg. 192 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Report to Redding City Council February 10, 2021
Re: 9.10(a)--City of Redding Mid-Year Budget Review and Adjustments Page 2 information but is estimated based on the results of the first six months of the fiscal year when Cannabis Tax received was $977,228.

Below is a summary of the recommended General Fund changes to appropriations:

Increase (Decrease) in Appropriations - General Fund: FYE 2021 Police - Other Contracts 12,000$
Police - Vehicle 20,000
Fire - Special Equipment 20,010
Animal Control - Contract 19,000
Code Enforcement - Vehicle 30,000
Parks - Security Contracts 8,000
Total increase (decrease) in General Fund appropriations 109,010$ In addition to this change, staff is recommending an increase to expenditures in the General Fund Capital Project Fund. The General Fund Capital Projects Fund is requesting $500,000. The City of Redding is responsible for infrastructure improvements at Stillwater Business Park, including street lights, paving, landscaping, and utility installation. With the sale of additional lots, the improvements which were halted need to resume in order to adhere to what was intended with the development of the park. The $ 500,000 would be allocated to fund the full design of the remaining improvement to the park. This allocation will be funded by money received from property sales this fiscal year. Property sales in this fiscal year are in excess of $700,000 so far.

Additional work on the park will be budgeted for completion upon the sale of additional parcels.

General Fund Reserves
Due to the completion of the annual audit, staff is recommending a change to the cash balance as of July 1, 2020. Staff is recommending an increase of $5.9 million for a total of $16.5 million for the beginning cash for Fiscal Year 2020-21. As a result the current projected ending cash in Fiscal Year 2020-21 is $15.1 million or 17.7 percent.

Through December 31, 2020, the General Fund Cash Balance was $5,385,406, or equal to a 6.4 percent reserve.

General Fund Overtime
The City of Redding General Fund overtime expense totals $3,968,885 through December 31, 2020. This is $2,165,570 above staff’ s cash flow estimate of $1,803,315.

The expenditures year to date compared to year to date budget are listed below, of which, the four largest overtime budgets are Fire, Police, Parks, and Streets:

The Fire Department had overtime expenses through December 31, 2020 of $2,926,817 compared to a total overtime budget of $1,031,215;
The Police Department had overtime expenses through December 31, 2020 of $955,943 compared to a total overtime budget of $729,250;
The Parks division had overtime expenses through December 31, 2020 of $ 33,517 compared to a total overtime budget of $2,500.

Packet Pg. 193 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Report to Redding City Council February 10, 2021
Re: 9.10(a)--City of Redding Mid-Year Budget Review and Adjustments Page 3 The Streets division had overtime expenses through December 31, 2020 of $34,218 compared to a total overtime budget of $30,000; and
All other General Fund Departments had overtime expenses through December 31, 2020 of $18,390 compared to an overtime budget of $10,350.

Although some of the aforementioned expenses are over budget or nearly over budget, there are no additional budget requests at this time. Each department has adequate savings in areas such as personnel charges and additional cross charges to other City departments, to offset the excess cost.

Other Funds
The attached report recommends the following changes to other (enterprise and internal service) City funds. Below is a listing of the request ( all requests comply with the City Council reserve requirements):

Increase (Decrease) in Appropriations - Enterprise Funds: FYE 2021 Electric - Various (see report) 3,023,500$
Total increase (decrease) in Enterprise Funds appropriations 3,023,500$ Increase (Decrease) in Appropriations - Internal Service Funds: FYE 2021 Building Maintenance - Specialized Services 5,000$
Information Technology - Various (see report) 87,000
Total increase (decrease) in Internal Service Fund appropriations 92,000$ Council Priority/City Manager Goals
Budget and Financial Management – “Achieve balanced and stable Ten Year Financial Plans for all funds.”
Communication and Transparency – “ Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
Attachments
Resolution
Mid Year Budget Update including charts and graphs for FY 20-21 Packet Pg. 194 Attachment: 11-16-21 Staff Report (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 195 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 196 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 197 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 198 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 199 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 200 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 201 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 202 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 203 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 204 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 205 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 206 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 207 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 208 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 209 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 210 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 211 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 212 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 213 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 214 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 215 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 216 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 217 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 218 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 219 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 220 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 221 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 222 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 223 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two) Packet Pg. 224 Attachment: Agreement (available online) (4.11(c)--Award RFP No. 5264 for Stillwater Business Park Phase Two)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve increases to the project budget in the amount of $250,000 for the completion of Bid Schedule No. 5201, West Street Area School Safety Improvement Project as outlined below for additional improvements:
(1) Increase of $80,000 to the construction management budget, bringing the construction management total to $365,000; and
(2) Increase of $170,000 to the construction contingency budget, bringing the construction contingency total to $380,000.

Fiscal Impact
The majority of the project is funded through an Active Transportation Program (ATP) grant.

However, additional funding from the ATP program is not available beyond the original grant amount. Therefore the $250,000 cost increase will come from already budgeted Streets Division funds. The total project cost, including the proposed increase, is expected to be just over $3,500,000.

Alternative Action
The City Council (Council) may choose to reject the request and provide alternative direction to staff.

MEETING DATE: April 5, 2022
ITEM NO. 4.11(d)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(d)--Approve Increase to Project Budget for the West Street Area School Safety Improvement Project
Chuck Aukland, Public
Works Director
Packet Pg. 225
Report to Redding City Council March 31, 2022
Re: 4.11(d)--Approve Increase to Project Budget for West Street Area School Safety Improvement Project Page 2
Background/Analysis
The West Street Area School Safety Improvement Project (Project) is a planned active transportation improvement project designed to provide continuous sidewalk and bicycle facilities, enhanced pedestrian crossings, and other similar improvements on routes leading to three area schools (Shasta High School, University Preparatory School (U-PREP), and Pioneer High School) located off of Eureka Way. The improvements are located along West Street from Seventh Street to Eureka Way as well as Magnolia Avenue between North Street and Shasta Street and between Eureka Way through Seventh Street. Work elements include constructing enhanced pedestrian crossings and buffered bicycle lanes; completing sidewalk, curb, and gutter gaps; installing Americans with Disabilities Act (ADA) compliant curb ramps; applying microsurfacing to West Street; and installing additional street lighting. In addition to the safety improvements, trees will be planted along West Street between Eighth Street and Tenth Street and miscellaneous storm drain improvements will be installed at the intersections of Eighth Street and West Street, and also at Ninth Street and West Street.

On May 18, 2021, the Council awarded the construction contract for the Project to Lakmann Builders, Inc. During the course of construction, conditions in the field warranted design revisions to meet the original project intent. These changes include: a re-design of Eighth Street between West Street and Lakeview due to competing design constraints associated with ADA accessibility and drainage, revisions to the main entrance of U-PREP related to incorrect design grade data, design and construction of a concrete electrical transformer structure relocated from a utility pole, modifications necessary to match existing features to the new design layout, and other miscellaneous undocumented items encountered during construction. Often, these changes require significant effort by the contractor to calculate grades, re-work the subgrade, and establish new finish elevations. The noted changes will result in several of the contract bid items exceeding their bid quantities and the additional time needed will increase the construction management services required.

The additional work will cause the project budget to exceed the awarded amounts. An additional $250,000 is requested to cover increases to the construction contingency ($170,000) and construction management ($80,000) project components.

COST SUMMARY
Item Awarded Amount Projected Amount Increase
Contract Administration,
Inspection, Testing
$285,000 $365,000 $80,000
Construction Contingency $210,000 $380,000 $170,000
Totals $495,000 $745,000 $250,000
Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Attachments
5-18-21 Staff Report (available online)
Packet Pg. 226

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions relative to Bid Schedule No. 5201, (Job No. 2619) West Street Area School Safety Improvement Project:
(1) Award to Lakmann Builders, Inc., in the amount of $2,222,111.81; (2) Approve $285,000 to cover the cost of administration and inspection fees and $525,000 for project development costs;
(3) Approve $210,000 to provide construction contingency funding; (4) Authorize the City Manager to approve additional increases in either the construction management or construction contingency amounts up to a total of $15,000; and (5) Find that the project is categorically exempt from the California Environmental Quality Act per section 1530(c) – Existing Facilities.

Fiscal Impact
The West Street Area School Safety Improvement Project (Project) is being funded by two sources including a state grant from the State of California Active Transportation Program (ATP) (78 percent) and matched with Local Streets and Roads Funding (22 percent).

Cost Summary
Item Estimated
Project Development Costs $525,000
Construction Contract + Contingency $2,432,111.81
Contract Administration, Inspection, Testing $285,000
Additional City Manager Authority $15,000
Total Project Costs $3,257,111.81
Project cost components are estimates and some shifting of the project development, construction management, and construction contingency funds may be necessary to balance the project within the approved budget.

MEETING DATE: May 18, 2021
ITEM NO. 4.11(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(a)--Award Bid Schedule No. 5201, West Street Area School Safety Improvement Project
Chuck Aukland, Public
Works Director
Packet Pg. 227 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Street Area School Safety Report to Redding City Council May 10, 2021
Re: 4.11(a)--Award Bid Schedule No. 5201, West St Area School Safety Improv Proj Page 2 Alternative Action
The City Council (Council) may choose to not award the bid for the West Street Area School Safety Improvement Project and provide staff with alternative direction. Without this project, much needed pedestrian and bicycle mobility and safety will not be improved, and the project may not be built. In addition, if this project is not awarded, the City of Redding (City) is at risk of losing state funding due to grant requirements for project delivery.

Background/Analysis
The West Street Area School Safety Project is a planned active transportation improvement to provide continuous sidewalk and bicycle facilities, enhanced pedestrian crossings, and other similar improvements on routes leading to three area schools (Shasta High School, University Preparatory School, and Pioneer High School) located off Eureka Way within the City of Redding. This project is included in the City’s Active Transportation Plan and the Regional Transportation Plan.

On December 5, 2017, the Council accepted and appropriated ATP grant funds in the amount of $400,000 for design and environmental documentation for the project. Subsequently, the Council, on March 2, 2021, accepted ATP grant funds in the amount of $2,138,000 for construction and adopted Budget Resolution No. 2019-050 to appropriate the funds that ultimately provides the total project funding of $3,258,000.

Attached is a tabulation of bids received and opened on April 22, 2021, for the West Street Area School Safety Improvement Project. The low bid in the amount of $2,222,111.81 was received from Lakmann Builders, Inc., of Redding, California. The engineer's estimate was $2,254,591.

Total project development costs for this project are estimated to be $525,000. Project development costs include engineering, surveying, right-of-way, environmental, and consultant services.

The project involves the construction of bicycle and pedestrian safety improvements along West Street from Seventh Street to Eureka Way as well as Magnolia Avenue between North Street and Shasta Street and between Eureka Way through Seventh Street. The improvements include constructing enhanced pedestrian crossings and buffered bicycle lanes; completing sidewalk, curb, and gutter gaps; installing Americans with Disabilities Act (ADA) compliant curb ramps; applying micro-surfacing to West Street; and installing additional street lighting. In addition to the safety improvements, trees will be planted along West Street between Eighth Street and Tenth Street and miscellaneous storm drain improvements will be installed at the intersections of Eighth Street and West Street, and also Ninth Street and West Street.

Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Attachments
Bid Tab
Location Map
Notice of Exemption
Packet Pg. 228 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Street Area School Safety Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619 ENGINEER'S EST Lakmann Builders, Inc. Builder Solutions, Inc. 4/22/2021 UNIT UNIT UNIT

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL PRICE TOTAL 1 Prepare Storm Water Pollution Prevention
Plan LS 1 $2,500.00 $2,500.00 $2,000.00 $2,000.00 $7,500.00 $7,500.00 2 Implement Storm Water Pollution Prevention
Plan LS 1 $10,000.00 $10,000.00 $10,000.00 $10,000.00 $12,825.00 $12,825.00 3 Traffic Control LS 1 $50,000.00 $50,000.00 $20,000.00 $20,000.00 $65,000.00 $65,000.00 4 Construction Area Signs EA 30 $205.00 $6,150.00 $200.00 $6,000.00 $486.00 $14,580.00 5 Project Funding Sign LS 1 $1,150.00 $1,150.00 $900.00 $900.00 $1,750.00 $1,750.00 6 Rain Event Action Plans (REAPS) EA 5 $500.00 $2,500.00 $1,900.00 $9,500.00 $160.00 $800.00 7F Excavation (Unclassified) CY 50 $100.00 $5,000.00 $99.00 $4,950.00 $185.00 $9,250.00 8 Clearing and Grubbing LS 1 $15,000.00 $15,000.00 $100,000.00 $100,000.00 $12,500.00 $12,500.00 9 Surveying (Construction LS 1 $37,000.00 $37,000.00 $57,600.00 $57,600.00 $61,800.00 $61,800.00 10 Remove Concrete SF 14916 $7.00 $104,412.00 $5.00 $74,580.00 $5.00 $74,580.00 11 Remove Asphalt Concrete SF 19896 $6.00 $119,376.00 $4.00 $79,584.00 $3.50 $69,636.00 12 Concrete Curb and Gutter (4" Vert) LF 769 $59.00 $45,371.00 $40.00 $30,760.00 $44.00 $33,836.00 13 Concrete Curb and Gutter (6" Vert) LF 6181 $61.00 $377,041.00 $40.00 $247,240.00 $48.00 $296,688.00 14 Concrete Curb and Gutter (8" Vert) LF 78 $65.00 $5,070.00 $45.00 $3,510.00 $60.00 $4,680.00 15 Concrete Curb (6") LF 185 $46.00 $8,510.00 $32.00 $5,920.00 $45.00 $8,325.00 16 Sidewalk (4"PCC) SF 32147 $13.00 $417,911.00 $12.00 $385,764.00 $9.00 $289,323.00 17 Concrete (4" DECO) SF 176 $32.00 $5,632.00 $25.00 $4,400.00 $47.00 $8,272.00 18 Concrete Curb Ramp SF 3545 $25.00 $88,625.00 $18.00 $63,810.00 $20.00 $70,900.00 19 Driveway (Residential) SF 4524 $22.00 $99,528.00 $14.50 $65,598.00 $18.00 $81,432.00 20 Driveway (Depressed) SF 3494 $17.00 $59,398.00 $18.00 $62,892.00 $20.00 $69,880.00 21 Cross Gutter SF 1235 $25.00 $30,875.00 $18.00 $22,230.00 $72.00 $88,920.00 22 Asphalt Concrete TON 438 $130.00 $56,940.00 $282.00 $123,516.00 $250.00 $109,500.00 23 Replace Asphalt Concrete Surfacing (3") CF 2091 $20.00 $41,820.00 $37.27 $77,931.57 $35.00 $73,185.00 24 Asphalt Concrete (Micro Surfacing) SY 13820 $2.50 $34,550.00 $6.53 $90,244.60 $4.50 $62,190.00 25F Aggregate Base (Class 2) CY 1667 $100.00 $166,700.00 $100.00 $166,700.00 $220.00 $366,740.00 26 Pavement Marking (Thermoplastic) SF 3188 $7.00 $22,316.00 $7.18 $22,889.84 $8.00 $25,504.00 27 Traffic Stripe (6" Thermoplastic) LF 16628 $1.50 $24,942.00 $1.20 $19,953.60 $2.00 $33,256.00 28 Traffic Stripe (8" Thermoplastic) LF 90 $2.50 $225.00 $1.20 $108.00 $2.50 $225.00 29 Pavement Marker EA 249 $7.50 $1,867.50 $7.20 $1,792.80 $8.00 $1,992.00 30 Remove Pavement Marking (Thermoplastic) SF 1045 $4.00 $4,180.00 $1.08 $1,128.60 $4.00 $4,180.00 31 Remove Pavement Stripe (Thermoplastic) LF 5185 $1.00 $5,185.00 $0.84 $4,355.40 $1.35 $6,999.75 32 Install Sign EA 21 $430.00 $9,030.00 $400.00 $8,400.00 $450.00 $9,450.00 Packet Pg. 229 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619 ENGINEER'S EST Lakmann Builders, Inc. Builder Solutions, Inc. 4/22/2021 UNIT UNIT UNIT

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL PRICE TOTAL 33 Relocate Sign EA 11 $375.00 $4,125.00 $300.00 $3,300.00 $150.00 $1,650.00 34 Replace Sign EA 3 $175.00 $525.00 $400.00 $1,200.00 $450.00 $1,350.00 35 Pedestrian Barricade Sign (Type 1) EA 1 $1,800.00 $1,800.00 $1,800.00 $1,800.00 $4,725.00 $4,725.00 36 Beacon (Rectangular Rapid Flashing) 2-pole EA 5 $15,000.00 $75,000.00 $19,200.00 $96,000.00 $8,500.00 $42,500.00 37 Salvage Bench EA 1 $500.00 $500.00 $200.00 $200.00 $500.00 $500.00 38 Relocate Fence LF 373 $80.00 $29,840.00 $100.00 $37,300.00 $25.00 $9,325.00 39 Reset Mailbox EA 1 $500.00 $500.00 $200.00 $200.00 $450.00 $450.00 40 Street Light (Standard & LED Luminaire) EA 5 $6,500.00 $32,500.00 $8,300.00 $41,500.00 $5,800.00 $29,000.00 41 Conductor (#6) LF 437 $5.50 $2,403.50 $10.20 $4,457.40 $6.00 $2,622.00 42 Conduit (4" PVC) LF 151 $55.00 $8,305.00 $55.00 $8,305.00 $16.00 $2,416.00 43 Conduit (2" PVC) LF 286 $70.00 $20,020.00 $50.00 $14,300.00 $16.00 $4,576.00 44 Pullbox (2E) EA 4 $1,800.00 $7,200.00 $200.00 $800.00 $1,500.00 $6,000.00 45 Abandon Storm Drain EA 4 $1,800.00 $7,200.00 $300.00 $1,200.00 $1,500.00 $6,000.00 46 Storm Drain Pipe (15" HDPE) LF 48 $155.00 $7,440.00 $130.00 $6,240.00 $200.00 $9,600.00 47 Storm Drain Pipe (18" HDPE) LF 53 $180.00 $9,540.00 $135.00 $7,155.00 $220.00 $11,660.00 48 Storm Drain Pipe (24" RCP) LF 8 $250.00 $2,000.00 $150.00 $1,200.00 $225.00 $1,800.00 49 Catch Basin #3 EA 2 $4,500.00 $9,000.00 $3,500.00 $7,000.00 $3,500.00 $7,000.00 50 Catch Basin #3 (modified) EA 4 $6,500.00 $26,000.00 $3,500.00 $14,000.00 $4,500.00 $18,000.00 51 Replace Storm Drain Manhole EA 1 $8,000.00 $8,000.00 $3,800.00 $3,800.00 $1,750.00 $1,750.00 52 Remove Storm Drain Inlet EA 4 $1,500.00 $6,000.00 $1,000.00 $4,000.00 $400.00 $1,600.00 53 Storm Drain Manhole (Modified) EA 3 $2,500.00 $7,500.00 $2,800.00 $8,400.00 $6,500.00 $19,500.00 54 Adjust Manhole EA 1 $1,100.00 $1,100.00 $500.00 $500.00 $1,650.00 $1,650.00 55 Adjust Catch Basin Lid EA 1 $2,000.00 $2,000.00 $500.00 $500.00 $850.00 $850.00 56 Under Sidewalk Drain EA 1 $2,000.00 $2,000.00 $1,800.00 $1,800.00 $2,600.00 $2,600.00 57 Replace Catch Basin Top EA 6 $2,500.00 $15,000.00 $2,000.00 $12,000.00 $1,250.00 $7,500.00 58 Reset Water Valve EA 7 $500.00 $3,500.00 $1,000.00 $7,000.00 $1,600.00 $11,200.00 59 Relocate Water Meter Box EA 9 $1,000.00 $9,000.00 $1,100.00 $9,900.00 $320.00 $2,880.00 60 Replace Water Meter Box EA 35 $550.00 $19,250.00 $450.00 $15,750.00 $360.00 $12,600.00 61 Fire Hydrant Assembly EA 1 $9,500.00 $9,500.00 $10,000.00 $10,000.00 $4,500.00 $4,500.00 62 Relocate Lateral Cleanout EA 7 $1,000.00 $7,000.00 $950.00 $6,650.00 $1,450.00 $10,150.00 63 Reset Lateral Cleanout EA 8 $500.00 $4,000.00 $650.00 $5,200.00 $300.00 $2,400.00 64 Remove 2" CARV Assembly EA 1 $10,000.00 $10,000.00 $3,200.00 $3,200.00 $750.00 $750.00 65 Trees EA 12 $917.00 $11,004.00 $2,940.00 $35,280.00 $1,400.00 $16,800.00 Packet Pg. 230 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619 ENGINEER'S EST Lakmann Builders, Inc. Builder Solutions, Inc. 4/22/2021 UNIT UNIT UNIT

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL PRICE TOTAL 66 Water Meter (5/8") EA 2 $3,000.00 $6,000.00 $200.00 $400.00 $2,650.00 $5,300.00 67 Electric Valve Assembly EA 2 $4,500.00 $9,000.00 $3,360.00 $6,720.00 $3,500.00 $7,000.00 68 Reduced Pressure Principle Device (1") EA 2 $2,000.00 $4,000.00 $7,800.00 $15,600.00 $9,600.00 $19,200.00 69 Valve (Quick Coupling) EA 2 $1,800.00 $3,600.00 $540.00 $1,080.00 $2,200.00 $4,400.00 70 Irrigation Bubbler EA 24 $50.00 $1,200.00 $300.00 $7,200.00 $245.00 $5,880.00 71 PVC Pipe (0.75") LF 814 $16.00 $13,024.00 $54.00 $43,956.00 $10.00 $8,140.00 72 PVC Pipe (1") LF 10 $18.00 $180.00 $60.00 $600.00 $10.00 $100.00 73 PVC Sleeve (3" SCH 40) EA 1 $30.00 $30.00 $2,160.00 $2,160.00 $500.00 $500.00 TOTAL - CONTRACT ITEMS $2,254,591.00 $2,222,111.81 $2,282,122.75 Packet Pg. 231 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619
4/22/2021

ITEM DESCRIPTION UNIT QTY
1 Prepare Storm Water Pollution Prevention
Plan LS 1
2 Implement Storm Water Pollution Prevention
Plan LS 1
3 Traffic Control LS 1
4 Construction Area Signs EA 30
5 Project Funding Sign LS 1
6 Rain Event Action Plans (REAPS) EA 5
7F Excavation (Unclassified) CY 50
8 Clearing and Grubbing LS 1
9 Surveying (Construction LS 1
10 Remove Concrete SF 14916
11 Remove Asphalt Concrete SF 19896
12 Concrete Curb and Gutter (4" Vert) LF 769
13 Concrete Curb and Gutter (6" Vert) LF 6181
14 Concrete Curb and Gutter (8" Vert) LF 78
15 Concrete Curb (6") LF 185
16 Sidewalk (4"PCC) SF 32147
17 Concrete (4" DECO) SF 176
18 Concrete Curb Ramp SF 3545
19 Driveway (Residential) SF 4524
20 Driveway (Depressed) SF 3494
21 Cross Gutter SF 1235
22 Asphalt Concrete TON 438
23 Replace Asphalt Concrete Surfacing (3") CF 2091
24 Asphalt Concrete (Micro Surfacing) SY 13820
25F Aggregate Base (Class 2) CY 1667
26 Pavement Marking (Thermoplastic) SF 3188
27 Traffic Stripe (6" Thermoplastic) LF 16628
28 Traffic Stripe (8" Thermoplastic) LF 90
29 Pavement Marker EA 249
30 Remove Pavement Marking (Thermoplastic) SF 1045
31 Remove Pavement Stripe (Thermoplastic) LF 5185
32 Install Sign EA 21
Sunrise Excavating S.T. Rhoades Construction, IncSnL Group, Inc.

UNIT UNIT UNIT

PRICE TOTAL PRICE TOTAL PRICE TOTAL
$2,500.00 $2,500.00 $7,500.00 $7,500.00 $2,900.00 $2,900.00 $8,000.00 $8,000.00 $12,500.00 $12,500.00 $10,160.00 $10,160.00 $167,000.00 $167,000.00 $143,500.00 $143,500.00 $98,000.00 $98,000.00 $185.00 $5,550.00 $200.00 $6,000.00 $290.00 $8,700.00
$1,550.00 $1,550.00 $1,750.00 $1,750.00 $1,102.00 $1,102.00 $100.00 $500.00 $500.00 $2,500.00 $280.00 $1,400.00
$250.00 $12,500.00 $60.00 $3,000.00 $110.00 $5,500.00
$73,600.00 $73,600.00 $30,000.00 $30,000.00 $74,600.00 $74,600.00 $48,000.00 $48,000.00 $40,000.00 $40,000.00 $56,830.00 $56,830.00 $4.00 $59,664.00 $7.00 $104,412.00 $7.45 $111,124.20
$3.00 $59,688.00 $10.00 $198,960.00 $5.22 $103,857.12
$57.70 $44,371.30 $57.00 $43,833.00 $46.75 $35,950.75
$53.70 $331,919.70 $57.00 $352,317.00 $54.40 $336,246.40 $62.00 $4,836.00 $57.00 $4,446.00 $80.00 $6,240.00
$103.00 $19,055.00 $57.00 $10,545.00 $49.80 $9,213.00
$13.80 $443,628.60 $14.00 $450,058.00 $12.37 $397,658.39 $48.00 $8,448.00 $45.00 $7,920.00 $21.80 $3,836.80
$42.85 $151,903.25 $40.00 $141,800.00 $21.00 $74,445.00 $18.40 $83,241.60 $14.00 $63,336.00 $13.65 $61,752.60
$18.40 $64,289.60 $14.00 $48,916.00 $14.65 $51,187.10
$37.50 $46,312.50 $15.00 $18,525.00 $18.00 $22,230.00
$202.00 $88,476.00 $260.00 $113,880.00 $273.25 $119,683.50 $50.00 $104,550.00 $24.00 $50,184.00 $36.31 $75,924.21
$5.44 $75,180.80 $3.50 $48,370.00 $3.86 $53,345.20
$66.55 $110,938.85 $130.00 $216,710.00 $175.85 $293,141.95 $6.00 $19,128.00 $6.00 $19,128.00 $7.15 $22,794.20
$1.00 $16,628.00 $1.00 $16,628.00 $1.20 $19,953.60
$1.00 $90.00 $1.00 $90.00 $4.40 $396.00
$6.00 $1,494.00 $6.00 $1,494.00 $8.12 $2,021.88
$0.90 $940.50 $0.90 $940.50 $1.35 $1,410.75
$0.70 $3,629.50 $0.70 $3,629.50 $0.95 $4,925.75
$350.00 $7,350.00 $400.00 $8,400.00 $289.00 $6,069.00
Packet Pg. 232 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619
4/22/2021

ITEM DESCRIPTION UNIT QTY
33 Relocate Sign EA 11
34 Replace Sign EA 3
35 Pedestrian Barricade Sign (Type 1) EA 1
36 Beacon (Rectangular Rapid Flashing) 2-pole EA 5
37 Salvage Bench EA 1
38 Relocate Fence LF 373
39 Reset Mailbox EA 1
40 Street Light (Standard & LED Luminaire) EA 5
41 Conductor (#6) LF 437
42 Conduit (4" PVC) LF 151
43 Conduit (2" PVC) LF 286
44 Pullbox (2E) EA 4
45 Abandon Storm Drain EA 4
46 Storm Drain Pipe (15" HDPE) LF 48
47 Storm Drain Pipe (18" HDPE) LF 53
48 Storm Drain Pipe (24" RCP) LF 8
49 Catch Basin #3 EA 2
50 Catch Basin #3 (modified) EA 4
51 Replace Storm Drain Manhole EA 1
52 Remove Storm Drain Inlet EA 4
53 Storm Drain Manhole (Modified) EA 3
54 Adjust Manhole EA 1
55 Adjust Catch Basin Lid EA 1
56 Under Sidewalk Drain EA 1
57 Replace Catch Basin Top EA 6
58 Reset Water Valve EA 7
59 Relocate Water Meter Box EA 9
60 Replace Water Meter Box EA 35
61 Fire Hydrant Assembly EA 1
62 Relocate Lateral Cleanout EA 7
63 Reset Lateral Cleanout EA 8
64 Remove 2" CARV Assembly EA 1
65 Trees EA 12
Sunrise Excavating S.T. Rhoades Construction, IncSnL Group, Inc.

UNIT UNIT UNIT

PRICE TOTAL PRICE TOTAL PRICE TOTAL
$340.00 $3,740.00 $250.00 $2,750.00 $285.00 $3,135.00
$275.00 $825.00 $225.00 $675.00 $242.00 $726.00
$1,500.00 $1,500.00 $1,500.00 $1,500.00 $2,465.00 $2,465.00 $16,000.00 $80,000.00 $12,000.00 $60,000.00 $7,600.00 $38,000.00 $250.00 $250.00 $200.00 $200.00 $1,771.00 $1,771.00
$48.00 $17,904.00 $35.00 $13,055.00 $87.50 $32,637.50
$340.00 $340.00 $135.00 $135.00 $377.00 $377.00
$7,000.00 $35,000.00 $7,500.00 $37,500.00 $5,255.00 $26,275.00 $8.50 $3,714.50 $9.00 $3,933.00 $4.35 $1,900.95
$50.00 $7,550.00 $70.00 $10,570.00 $63.20 $9,543.20
$45.00 $12,870.00 $50.00 $14,300.00 $51.25 $14,657.50
$555.00 $2,220.00 $750.00 $3,000.00 $2,113.00 $8,452.00 $750.00 $3,000.00 $1,150.00 $4,600.00 $8,430.00 $33,720.00 $200.00 $9,600.00 $145.00 $6,960.00 $125.75 $6,036.00
$200.00 $10,600.00 $175.00 $9,275.00 $129.75 $6,876.75
$700.00 $5,600.00 $220.00 $1,760.00 $853.25 $6,826.00
$3,875.00 $7,750.00 $3,000.00 $6,000.00 $5,107.00 $10,214.00 $6,500.00 $26,000.00 $4,100.00 $16,400.00 $6,834.00 $27,336.00 $8,135.00 $8,135.00 $4,500.00 $4,500.00 $8,618.00 $8,618.00 $640.00 $2,560.00 $1,200.00 $4,800.00 $4,136.00 $16,544.00 $8,500.00 $25,500.00 $3,900.00 $11,700.00 $7,757.00 $23,271.00 $350.00 $350.00 $1,950.00 $1,950.00 $4,065.00 $4,065.00 $350.00 $350.00 $845.00 $845.00 $2,235.00 $2,235.00
$2,500.00 $2,500.00 $1,000.00 $1,000.00 $3,735.00 $3,735.00 $1,450.00 $8,700.00 $1,500.00 $9,000.00 $2,320.00 $13,920.00 $200.00 $1,400.00 $1,300.00 $9,100.00 $2,265.00 $15,855.00 $1,260.00 $11,340.00 $1,500.00 $13,500.00 $1,485.00 $13,365.00 $250.00 $8,750.00 $500.00 $17,500.00 $1,742.00 $60,970.00 $7,500.00 $7,500.00 $12,800.00 $12,800.00 $9,760.00 $9,760.00 $1,500.00 $10,500.00 $1,775.00 $12,425.00 $3,633.00 $25,431.00 $200.00 $1,600.00 $600.00 $4,800.00 $2,138.00 $17,104.00 $2,400.00 $2,400.00 $1,675.00 $1,675.00 $4,275.00 $4,275.00 $2,450.00 $29,400.00 $1,100.00 $13,200.00 $1,375.00 $16,500.00 Packet Pg. 233 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619
4/22/2021

ITEM DESCRIPTION UNIT QTY
66 Water Meter (5/8") EA 2
67 Electric Valve Assembly EA 2
68 Reduced Pressure Principle Device (1") EA 2
69 Valve (Quick Coupling) EA 2
70 Irrigation Bubbler EA 24
71 PVC Pipe (0.75") LF 814
72 PVC Pipe (1") LF 10
73 PVC Sleeve (3" SCH 40) EA 1

TOTAL - CONTRACT ITEMS
Sunrise Excavating S.T. Rhoades Construction, IncSnL Group, Inc.

UNIT UNIT UNIT

PRICE TOTAL PRICE TOTAL PRICE TOTAL
$1,200.00 $2,400.00 $2,000.00 $4,000.00 $3,640.00 $7,280.00 $2,800.00 $5,600.00 $2,900.00 $5,800.00 $3,510.00 $7,020.00 $6,500.00 $13,000.00 $8,000.00 $16,000.00 $8,980.00 $17,960.00 $100.00 $200.00 $1,900.00 $3,800.00 $2,350.00 $4,700.00 $24.00 $576.00 $210.00 $5,040.00 $256.00 $6,144.00
$45.00 $36,630.00 $39.00 $31,746.00 $45.60 $37,118.40
$50.00 $500.00 $39.00 $390.00 $45.50 $455.00
$1,800.00 $1,800.00 $450.00 $450.00 $675.00 $675.00
$2,475,117.70 $2,549,906.00 $2,620,548.70

Packet Pg. 234 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619
4/22/2021

ITEM DESCRIPTION UNIT QTY
1 Prepare Storm Water Pollution Prevention
Plan LS 1
2 Implement Storm Water Pollution Prevention
Plan LS 1
3 Traffic Control LS 1
4 Construction Area Signs EA 30
5 Project Funding Sign LS 1
6 Rain Event Action Plans (REAPS) EA 5
7F Excavation (Unclassified) CY 50
8 Clearing and Grubbing LS 1
9 Surveying (Construction LS 1
10 Remove Concrete SF 14916
11 Remove Asphalt Concrete SF 19896
12 Concrete Curb and Gutter (4" Vert) LF 769
13 Concrete Curb and Gutter (6" Vert) LF 6181
14 Concrete Curb and Gutter (8" Vert) LF 78
15 Concrete Curb (6") LF 185
16 Sidewalk (4"PCC) SF 32147
17 Concrete (4" DECO) SF 176
18 Concrete Curb Ramp SF 3545
19 Driveway (Residential) SF 4524
20 Driveway (Depressed) SF 3494
21 Cross Gutter SF 1235
22 Asphalt Concrete TON 438
23 Replace Asphalt Concrete Surfacing (3") CF 2091
24 Asphalt Concrete (Micro Surfacing) SY 13820
25F Aggregate Base (Class 2) CY 1667
26 Pavement Marking (Thermoplastic) SF 3188
27 Traffic Stripe (6" Thermoplastic) LF 16628
28 Traffic Stripe (8" Thermoplastic) LF 90
29 Pavement Marker EA 249
30 Remove Pavement Marking (Thermoplastic) SF 1045
31 Remove Pavement Stripe (Thermoplastic) LF 5185
32 Install Sign EA 21
Site Work Solutions

UNIT UNIT UNIT

PRICE TOTAL PRICE TOTAL PRICE TOTAL
$4,499.92 $4,499.92
$12,864.79 $12,864.79
$62,393.85 $62,393.85
$222.31 $6,669.30
$1,905.52 $1,905.52
$243.72 $1,218.60
$155.16 $7,758.00
$27,254.56 $27,254.56
$48,552.54 $48,552.54
$5.88 $87,706.08
$5.31 $105,647.76
$56.23 $43,240.87
$54.69 $338,038.89
$107.46 $8,381.88
$68.52 $12,676.20
$13.67 $439,449.49
$42.40 $7,462.40
$40.37 $143,111.65
$26.02 $117,714.48
$28.84 $100,766.96
$28.08 $34,678.80
$362.90 $158,950.20
$58.22 $121,738.02
$7.44 $102,820.80
$97.38 $162,332.46
$7.62 $24,292.56
$1.27 $21,117.56
$1.27 $114.30
$7.62 $1,897.38
$1.15 $1,201.75
$0.89 $4,614.65
$381.11 $8,003.31
Packet Pg. 235 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619
4/22/2021

ITEM DESCRIPTION UNIT QTY
33 Relocate Sign EA 11
34 Replace Sign EA 3
35 Pedestrian Barricade Sign (Type 1) EA 1
36 Beacon (Rectangular Rapid Flashing) 2-pole EA 5
37 Salvage Bench EA 1
38 Relocate Fence LF 373
39 Reset Mailbox EA 1
40 Street Light (Standard & LED Luminaire) EA 5
41 Conductor (#6) LF 437
42 Conduit (4" PVC) LF 151
43 Conduit (2" PVC) LF 286
44 Pullbox (2E) EA 4
45 Abandon Storm Drain EA 4
46 Storm Drain Pipe (15" HDPE) LF 48
47 Storm Drain Pipe (18" HDPE) LF 53
48 Storm Drain Pipe (24" RCP) LF 8
49 Catch Basin #3 EA 2
50 Catch Basin #3 (modified) EA 4
51 Replace Storm Drain Manhole EA 1
52 Remove Storm Drain Inlet EA 4
53 Storm Drain Manhole (Modified) EA 3
54 Adjust Manhole EA 1
55 Adjust Catch Basin Lid EA 1
56 Under Sidewalk Drain EA 1
57 Replace Catch Basin Top EA 6
58 Reset Water Valve EA 7
59 Relocate Water Meter Box EA 9
60 Replace Water Meter Box EA 35
61 Fire Hydrant Assembly EA 1
62 Relocate Lateral Cleanout EA 7
63 Reset Lateral Cleanout EA 8
64 Remove 2" CARV Assembly EA 1
65 Trees EA 12
Site Work Solutions

UNIT UNIT UNIT

PRICE TOTAL PRICE TOTAL PRICE TOTAL
$254.07 $2,794.77
$190.55 $571.65
$952.65 $952.65
$9,527.57 $47,637.85
$471.35 $471.35
$60.34 $22,506.82
$1,247.12 $1,247.12
$9,010.21 $45,051.05
$10.79 $4,715.23
$113.96 $17,207.96
$91.81 $26,257.66
$1,117.38 $4,469.52
$1,548.55 $6,194.20
$229.25 $11,004.00
$242.10 $12,831.30
$664.47 $5,315.76
$4,797.14 $9,594.28
$9,300.52 $37,202.08
$8,665.99 $8,665.99
$2,906.38 $11,625.52
$8,348.34 $25,045.02
$1,964.72 $1,964.72
$1,881.53 $1,881.53
$2,598.27 $2,598.27
$1,818.71 $10,912.26
$712.29 $4,986.03
$2,890.25 $26,012.25
$938.61 $32,851.35
$10,444.36 $10,444.36
$3,121.57 $21,850.99
$856.10 $6,848.80
$1,505.95 $1,505.95
$3,112.35 $37,348.20
Packet Pg. 236 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Shaded areas indicate corrections made in accordance with the Special Provisions.

BID TABULATION FOR:

WEST STREET AREA SCHOOL SAFETY IMPROVEMENT PROJECT
Bid Schedule No.: 5201
Job No.: 2619
4/22/2021

ITEM DESCRIPTION UNIT QTY
66 Water Meter (5/8") EA 2
67 Electric Valve Assembly EA 2
68 Reduced Pressure Principle Device (1") EA 2
69 Valve (Quick Coupling) EA 2
70 Irrigation Bubbler EA 24
71 PVC Pipe (0.75") LF 814
72 PVC Pipe (1") LF 10
73 PVC Sleeve (3" SCH 40) EA 1

TOTAL - CONTRACT ITEMS
Site Work Solutions

UNIT UNIT UNIT

PRICE TOTAL PRICE TOTAL PRICE TOTAL
$3,290.27 $6,580.54
$3,556.97 $7,113.94
$8,257.23 $16,514.46
$571.66 $1,143.32
$317.58 $7,621.92
$57.17 $46,536.38
$63.52 $635.20
$2,286.62 $2,286.62
$2,768,074.40
Packet Pg. 237 Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Packet Pg. 238
Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Street Area School Safety Packet Pg. 239
Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Street Area School Safety Packet Pg. 240
Attachment: 5-18-21 Staff Report (available online) (4.11(d)--Approve Increase to Project Budget for West Street Area School Safety

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Adopt Resolution approving and adopting the 35th Amendment to City of Redding (City) Budget Resolution No. 2021-078 appropriating $409,130 in City Storm Drain funds for the East Cypress Box Culvert Project.

Fiscal Impact
Funding for the East Cypress Box Culvert Replacement Project will come from Storm Drain funds. The Engineer’s estimate to fund the project is $439,125, including a proposed 10 percent construction contingency allocation. To date, $30,000 has been expended for design and preliminary engineering for the removal and replacement of the culvert. An additional $409,125 is required to complete the project to include $322,025 for construction, $58,550 to complete environmental clearance and final design, and $58,550 for construction management.

Alternative Action
The City Council (Council) could choose not to adopt the budget resolution to fund the East Cypress Box Culvert at this time and provide staff with additional instruction. Another funding source will need to be identified to replace the failing facility with the potential for a catastrophic failure.

Background/Analysis
The existing box culvert on East Cypress Avenue was constructed in 1980. The culvert is shallow and has heavy vehicle loads. Inspections in 2009 first identified spalling of the existing concrete covering the reinforcing steel bars. More recent inspections revealed the amount of spalling has increased, resulting in rapidly deteriorating facility that is threatening the structural integrity and thus requires replacement.

MEETING DATE: April 5, 2022
ITEM NO. 4.11(e)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(e)--Adopt Budget Resolution appropriating funds for the East Cypress Box Culvert Replacement Project
Chuck Aukland, Public
Works Director
Packet Pg. 241
Report to Redding City Council March 30, 2022
Re: 4.11(e)--Budget Resolution for E Cypress Box Culvert Page 2 This resolution has been approved to form by the City Attorney.

Council Priority/City Manager Goals
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Resolution
Cost Project Estimate
Packet Pg. 242
RESOLUTION NO. 2022-____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 35 TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078
APPROPRIATING $409,130 IN ADDITIONAL FUNDING FOR THE CYPRESS BOX CULVERT PROJECT FOR FISCAL YEAR 2021-22

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2021-078 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
147 809

Storm Drain Utility Capital $409,130
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Decrease (Increase) Beginning Balance
147-809-1-0001-01 Beginning Balance $ 409,130
Increase Expenditures
147-809-3560-03 Cypress Box Culvert $409,130
Total $ 409,130 $ 409,130
THAT the purpose is to appropriate $409,130 in additional funding for the Cypress Box Culvert project for fiscal year 2021-22.

I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 5th day of April, 2022, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

KRISTEN SCHREDER, Mayor
ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 243 Attachment: Resolution (4.11(e)--Budget Resolution for E Cypress Box Culvert) UPDATED: 03/17/22
D. Russo
D. Russo

UNIT QUANTITY PRICE AMOUNT
1 PREPARE WATER POLLUTION CONTROL PLAN LS 1 $2,500.00 2,500.00 2 WATER POLLUTION CONTROL LS 1 $8,000.00 8,000.00
3 CONSTRUCTION SIGNS EA 6 $300.00 1,800.00
3 PROJECT FUNDING SIGN LS 1 $1,200.00 1,200.00
3 SIGN (PORTABLE CHANGEABLE MESSAGE) EA 2 $1,500.00 3,000.00 4 TRAFFIC CONTROL LS 1 $45,000.00 45,000.00
5 TRENCH SHEETING AND SHORING LS 1 $6,000.00 6,000.00
6 PRECAST REINFORCED BOX CULVERT (6' X 2'-8") CY 77 $2,650.00 204,050.00 7 CAST-IN-PLACE REINFORCED BOX CULVERT (6' X 2'8") CY 8 $2,650.00 21,200.00 8 0.00
9 0.00
$ 292,750.00
$ 29,275.00
$ 322,025.00
$ 58,550.00
$ 58,550.00
$ 439,125.00
$ 439,125.00
Project Notebook
PREPARED BY: Dennis Russo
COPIES TO:

FUNDING SOURCE: Storm Water & Street (See note below)
For Budget Purposes, Say: $440,000
CONTINGENCIES (10%)

CONSTRUCTION SUBTOTAL
(Environmental, Design, Plan Review, Permits, Surveys) PRELIMINARY ENGINEERING (Contract Admin., Inspecting, Testing, Staking) CONSTRUCTION ENGINEERING Subtotal
Grand Total
JOB ORDER NO: UNIT PRICES BY:

CONTRACT ITEMS

SUBTOTAL (CONTRACT ITEMS)
PROJECT DESCRIPTION:

REMOVE OLD AND PLACE NEW 2'-8" x 6' BOX CULVERT
CLIENT: STORM WATER QUANTITIES BY:

QTY CHECKED BY:

CITY OF REDDING

PROJECT COST ESTIMATE
PROJECT E. CYPRESS Storm Drain
Replacement ALTERNATE NO.

P:\EAST CYPRESS BOX CULVERT JO 2667\Design\Engineer's Estimates\PRELIMINARY E CYPRESS SD BOX REPLACEMENT ESTIMATE.xls Packet Pg. 244 Attachment: Cost Project Estimate (4.11(e)--Budget Resolution for E Cypress Box Culvert)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve the following actions relative to Public Works Department vehicle leasing program:
(1) Adopt a Resolution approving and adopting the 36th Amendment to City Budget Resolution No. 2021-078 transferring $20,000 for Fiscal Year 2021-22 and $20,000 for Fiscal Year 2022-23 to facilitate the payment of capital vehicle leases; (2) Authorize the Public Works Department to add additional vehicles to the existing Master Equity Lease Agreement (C-8192) with Enterprise Fleet Management (EFM) for the purpose of leasing vehicles to the Engineering/Construction Divisions; and (3) Authorize adding the Public Works Director as an Authorized Signer to the Lease Agreement.

Fiscal Impact
The Engineering Division of the Public Works Department proposes adding vehicles onto the Existing Master Equity Lease agreement with Enterprise Fleet Management (EFM) to replace five of the Engineering/Construction vehicles. The lease term will be 60 months. Each year, the total lease amount will derive from the Public Works Department capital lease budget. The annual cost for the five trucks will be approximately $39,200 or $7,840 per vehicle. The replaced vehicles will be sold at public auction with the equity applied towards the annual rolling stock funds allocation.

The department will realize a reduction in its annual Fleet allocation, which is based on repair history, by leasing newer vehicles that have lower annual maintenance costs. It was originally estimated that the lease of vehicles would cost approximately $20,000 per year, which was included in the 2021-2023 biennial budget. However, since that time, the costs have escalated to $39,200 per year. Because the lease will not begin until Fiscal Year 2022 - 23 and no funds have been expended to date, there are sufficient budgeted funds for the proposed lease through carryover funding from Fiscal Year 2021 - 22. Future annual costs will be included in subsequent MEETING DATE: April 5, 2022
ITEM NO. 4.11(f)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(f)--Authorize the Public Works Department to add additional Vehicles to Lease Agreement with Enterprise Fleet Management and Authorize the Public Works Director as an Authorized Signer to the Agreement and adopt a budget resolution allocating lease funds.

Chuck Aukland, Public
Works Director
Packet Pg. 245
Report to Redding City Council March 31, 2022
Re: 4.11(f)- Public Works Department Vehicle Lease Agreement Page 2 biennial budget processes. The proposed budget resolution is needed to move the budget from Operating and Material to a Capital Lease account.

Alternative Action
The City Council could choose to not authorize the Public Works Department to enter into an agreement with EFM and provide staff with an alternative direction. Without these new vehicles, maintenance costs will continue to increase as a result of the aging fleet, and staff efficiencies will be impacted.

Background/Analysis
The Public Works Department’s Engineering/Construction Division has 14 vehicles in its fleet with nine assigned to the Construction Division and five assigned to the Engineering Division.

Due to budget restrictions, the annual rolling stock allocation for Public Works was significantly reduced, resulting in high maintenance and repair costs for the aging fleet. There are currently nine vehicles between 12 and 22 years old with over 60,000 miles accumulated. Five of those nine vehicles have more than 100,000 miles accumulated. All vehicles being replaced by this lease option currently have a replacement point value of 10 or greater on a 15-point scale.

Replacement points are based on the vehicles age, mileage and maintenance costs. Vehicles with 10 or more points should be replaced per Fleet Maintenance Division’s recommended replacement schedule.

Looking for an alternative procurement method, staff reached out to EFM to determine the viability of entering into a leasing agreement to replace the vehicles in the Construction Division similar to EFM’s partnership with the Redding Police Department (RPD). The existing Master Equity Lease Agreement between RPD and EFM allows additional vehicles be added by any City of Redding (City) department without entering into a new lease agreement.

The Public Works Department will initially enter into a lease agreement for five vehicles to replace all high-mileage vehicles within the Construction Division. Over the term of the 60- month lease, the Public Works Department will evaluate the cost effectiveness of the leasing option and either plan to increase the annual lease budget or increase the annual rolling stock contribution to include budget for replacement of the remaining four older, high mileage vehicles. Advantages of using a vehicle leasing program include:
• Maximizing cash-flow opportunities by creating an ongoing, level annual payment for fleet vehicles versus having to fund the entire cost of a vehicle up front, thereby freeing up funding for vehicles not typically leased.
• Increasing employee safety by enabling the Public Works Department to replace outdated vehicles sooner rather than later with vehicles that have updated safety equipment and technology.
• Reducing vehicle-related expenses by replacing older vehicles with newer vehicles that are under warranty and only require minimum preventative maintenance. • Decreasing fuel costs due to a more fuel-efficient fleet.

Packet Pg. 246
Report to Redding City Council March 31, 2022
Re: 4.11(f)- Public Works Department Vehicle Lease Agreement Page 3 Ongoing maintenance will be provided by the City’s Fleet Maintenance Division for basic upkeep (oil change, brakes, and tires) on a time and materials basis.

At the end of the lease cycle the Public Works Department will exchange the equity in the vehicle for a new replacement vehicle in a renewed lease or terminate the lease and move into a Rolling Stock Vehicle Replacement Plan. The lease term will be 60 months but may be terminated or modified at any time.

Additionally, the existing lease agreement includes authorized signers for Motor Vehicle Leases which authorize the City Manager and various RPD staff to add/remove vehicles. Staff recommends amending this form to include the Public Works Director as an authorized signer to manage the vehicles leased by the Public Works Department. All other provisions of the lease agreement would remain unchanged.

Council Priority/City Manager Goals
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work and play in the City of Redding.” Attachments
Resolution
C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) Packet Pg. 247
RESOLUTION NO. 2022-____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 36TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078 TRANSFERRING $20,000 FOR FISCAL YEAR 2021-22 AND $20,000 FOR FISCAL YEAR 2022-23 TO

FACILITATE THE PAYMENT OF CAPITAL VEHICLE LEASES

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2021-078 be and is hereby amended as follows:

FISCAL YEAR 2021-22

FUND DIVISION DESCRIPTION INCREASE DECREASE
111 501 Public Works - Engineering $0
FISCAL YEAR 2022-23

FUND DIVISION DESCRIPTION INCREASE DECREASE
111 501 Public Works - Engineering $0
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

FISCAL YEAR 2021-22

USE SOURCE

OF FUNDS OF FUNDS
Increase (Decrease) Expenditures
111-501-2253-01 Professional Services/ Consult $20,000
111-501-6998-01 Lease Payments Principal GASB 87 $20,000 Total $ 20,000 $ 20,000
FISCAL YEAR 2022-23

USE SOURCE

OF FUNDS OF FUNDS
Increase (Decrease) Expenditures
111-501-2253-01 Professional Services/ Consult $20,000
111-501-6998-01 Lease Payments Principal GASB 87 $20,000 Total $ 20,000 $ 20,000 Packet Pg. 248 Attachment: Resolution (4.11(f)- Public Works Department Vehicle Lease Agreement) THAT the purpose is to transfer $20,000 for fiscal year 2021-22 and $20,000 for fiscal year 2022-23 to facilitate the payment of capital vehicle leases.

I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 5th day of April, 2022, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

KRISTEN SCHREDER, Mayor
ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 249 Attachment: Resolution (4.11(f)- Public Works Department Vehicle Lease Agreement) SEND A FULLY EXECUTED ORIGINAL TO:

OFFICE OF THE CITY CLERK

F REDDING
777 YPRESS AVENUE
FLEET MANAGEMENT REDDING CA 96001
MATER EQUITYf LEASE AGREEMENT
This Master Equity Lease Agreement is entered into this j- day of r`1+ s,UV by and between Enterprise FM Trust, a Delaware statutory trust Lessor"), and the lessee whose name and address is set forth on the signatur4 page below(" Lessee").

1. LEASE OF VEHICLES: Lessor hereby leases to Lessee and Lessee hereby leases from Lessor the vehicles ( individually, a " Vehicle" and collectively, the Vehicles") described in the schedules from time to time delivered by Lessor to Lessee as set forth below(" Schedule( s)") for the rentals and on the terms set forth in this Agreement and in the applicable Schedule. References to this" Agreement" shall include this Master Equity Lease Agreement and the various Schedules and addenda to this Master Equity Lease Agreement. Lessor will, on or about the date of delivery of each Vehicle to Lessee, send Lessee a Schedule covering the Vehicle, which will include, among other things, a description of the Vehicle, the lease term and the monthly rental and other payments due with respect to the Vehicle. The terms contained in each such Schedule will be binding on Lessee unless Lessee objects in writing to such Schedule within ten( 10) days after the date of delivery of the Vehicle covered by such Schedule. Lessor is the sole legal owner of each Vehicle. This Agreement is a lease only and Lessee will have no right, title or interest in or to the Vehicles except for the use of the Vehicles as described in this Agreement. This Agreement shall be treated as a true lease for federal and applicable state income tax purposes with Lessor having all benefits of ownership of the Vehicles. It is understood and agreed that Enterprise Fleet Management, Inc. or an affiliate thereof( together with any subservicer. agent, successor or assign as servicer on behalf of Lessor," Servicer") may administer this Agreement on behalf of Lessor and may perform the service functions herein provided to be performed by Lessor.

2. TERM: The term of this Agreement (" Term") for each Vehicle begins on the date such Vehicle is delivered to Lessee ( the " Delivery Date") and, unless terminated earlier in accordance with the terms of this Agreement, continues for the" Lease Term" as described in the applicable Schedule.

3. RENT AND OTHER CHARGES:
a) Lessee agrees to pay Lessor monthly rental and other payments according to the Schedules and this Agreement. The monthly payments will be in the amount listed as the" Total Monthly Rental Including Additional Services" on the applicable Schedule( with any portion of such amount identified as a charge for maintenance services under Section 4 of the applicable Schedule being payable to Lessor as agent for Enterprise Fleet Management. Inc.) and will be due and payable in advance on the first day of each month. If a Vehicle is delivered to Lessee on any day other than the first day of a month, monthly rental payments will begin on the first day of the next month. In addition to the monthly rental payments, Lessee agrees to pay Lessor a pro- rated rental charge for the number of days that the Delivery Date precedes the first monthly rental payment date. A portion of each monthly rental payment, being the amount designated as" Depreciation Reserve" on the applicable Schedule. will be considered as a reserve for depreciation and will be credited against the Delivered Price of the Vehicle for purposes of computing the Book Value of the Vehicle under Section 3( c). Lessee agrees to pay Lessor the" Total Initial Charges" set forth in each Schedule on the due date of the first monthly rental payment under such Schedule. Lessee agrees to pay Lessor the" Service Charge Due at Lease Termination" set forth in each Schedule at the end of the applicable Term ( whether by reason of expiration, early termination or otherwise). b) In the event the Term for any Vehicle ends prior to the last day of the scheduled Term, whether as a result of a default by Lessee, a Casualty Occurrence or any other reason, the rentals and management fees paid by Lessee will be recalculated in accordance with the rule of 78' s and the adjusted amount will be payable by Lessee to Lessor on the termination date.
c) Lessee agrees to pay Lessor within thirty( 30) days after the end of the Term for each Vehicle, additional rent equal to the excess. if any. of the Book Value of such Vehicle over the greater of( i) the wholesale value of such Vehicle as determined by Lessor in good faith or( ii) except as provided below, twenty percent 20%) of the Delivered Price of such Vehicle as set forth in the applicable Schedule. If the Book Value of such Vehicle is less than the greater of( i) the wholesale value of such Vehicle as determined by Lessor in good faith or( ii) except as provided below, twenty percent( 20%) of the Delivered Price of such Vehicle as set forth in the applicable Schedule, Lessor agrees to pay such deficiency to Lessee as a terminal rental adjustment within thirty( 30) days after the end of the applicable Term. Notwithstanding the foregoing, if( i) the Term for a Vehicle is greater than forty- eight( 48) months( including any extension of the Term for such Vehicle). ( ii) the mileage on a Vehicle at the end of the Term is greater than 15, 000 miles per year on average( prorated on a daily basis)( i. e., if the mileage on a Vehicle with a Term of thirty- six( 36) months is greater than 45, 000 miles) or( iii) in the sole judgment of Lessor, a Vehicle has been subject to damage or any abnormal or excessive wear and tear, the calculations described in the two immediately preceding sentences shall be made without giving effect to clause( ii) in each such sentence. The" Book Value" of a Vehicle means the sum of( i) the" Delivered Price" of the Vehicle as set forth in the applicable Schedule minus( ii) the total Depreciation Reserve paid by Lessee to Lessor with respect to such Vehicle plus( iii) all accrued and unpaid rent and/ or other amounts owed by Lessee with respect to such Vehicle.
d) Any security deposit of Lessee will be returned to Lessee at the end of the applicable Term, except that the deposit will first be applied to any losses and/ or damages suffered by Lessor as a result of Lessee' s breach of or default under this Agreement and/ or to any other amounts then owed by Lessee to Lessor. e) Any rental payment or other amount owed by Lessee to Lessor which is not paid within twenty( 20) days after its due date will accrue interest, payable on demand of Lessor, from the date due until paid in full at a rate per annum equal to the lesser of( i) Eighteen Percent( 18%) per annum or( ii) the highest rate permitted by applicable law( the" Default Rate"). t^
1 f) If Lessee fails to pay any amount due under this Agreement or to comply with any of the covenants contained in this Agreement, Lessor. Servicer or any other agent of Lessor may, at its option, pay such amounts or perform such covenants and all sums paid or incurred by Lessor in connection therewith will be , hi repayable by Lessee to Lessor upon demand together with interest thereon at the Default Rate.

Initials: EFM Customer
Packet Pg. 250 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease g) Lessee' s obligations to make all payments of rent and other amounts under this Agreement are absolute and unconditional and such payments shall be made in immediately available funds without setoff. counterclaim or deduction of any kind. Lessee acknowledges and agrees that neither any Casualty Occurrence to any Vehicle nor any defect, unfitness or lack of governmental approval in, of. or with respect to. any Vehicle regardless of the cause or consequence nor any breach by Enterprise Fleet Management. Inc. of any maintenance agreement between Enterprise Fleet Management, Inc. and Lessee covering any Vehicle regardless of the cause or consequence will relieve Lessee from the performance of any of its obligations under this Agreement, including, without limitation, the payment of rent and other amounts under this Agreement.

4. USE AND SURRENDER OF VEHICLES: Lessee agrees to allow only duly authorized, licensed and insured drivers to use and operate the Vehicles. Lessee agrees to comply with, and cause its drivers to comply with, all laws, statutes, rules, regulations and ordinances and the provisions of all insurance policies affecting or covering the Vehicles or their use or operation. Lessee agrees to keep the Vehicles free of all liens, charges and encumbrances. Lessee agrees that in no event will any Vehicle be used or operated for transporting hazardous substances or persons for hire, for any illegal purpose or to pull trailers that exceed the manufacturer' s trailer towing recommendations. Lessee agrees that no Vehicle is intended to be or will be utilized as a" school bus" as defined in the Code of Federal Regulations or any applicable state or municipal statute or regulation. Lessee agrees not to remove any Vehicle from the continental United States without first obtaining Lessor' s written consent. At the expiration or earlier termination of this Agreement with respect to each Vehicle, or upon demand by Lessor made pursuant to Section 14, Lessee at its risk and expense agrees to return such Vehicle to Lessor at such place and by such reasonable means as may be designated by Lessor. If for any reason Lessee fails to return any Vehicle to Lessor as and when required in accordance with this Section, Lessee agrees to pay Lessor additional rent for such Vehicle at twice the normal pro- rated daily rent. Acceptance of such additional rent by Lessor will in no way limit Lessor' s remedies with respect to Lessee' s failure to return any Vehicle as required hereunder.

5. COSTS, EXPENSES, FEES AND CHARGES: Lessee agrees to pay all costs. expenses, fees, charges, fines, tickets, penalties and taxes( other than federal and state income taxes on the income of Lessor) incurred in connection with the titling. registration. delivery, purchase. sale, rental. use or operation of the Vehicles during the Term. If Lessor, Servicer or any other agent of Lessor incurs any such costs or expenses, Lessee agrees to promptly reimburse Lessor for the same.

6. LICENSE AND CHARGES: Each Vehicle will be titled and licensed in the name designated by Lessor at Lessee' s expense. Certain other charges relating to the acquisition of each Vehicle and paid or satisfied by Lessor have been capitalized in determining the monthly rental, treated as an initial charge or otherwise charged to Lessee. Such charges have been determined without reduction for trade- in, exchange allowance or other credit attributable to any Lessor- owned vehicle.

7. REGISTRATION PLATES, ETC.: Lessee agrees, at its expense, to obtain in the name designated by Lessor all registration plates and other plates, permits, inspections and/ or licenses required in connection with the Vehicles, except for the initial registration plates which Lessor will obtain at Lessee' s expense. The parties agree to cooperate and to furnish any and all information or documentation, which may be reasonably necessary for compliance with the provisions of this Section or any federal, state or local law, rule, regulation or ordinance. Lessee agrees that it will not permit any Vehicle to be located in a state other than the state in which such Vehicle is then titled for any continuous period of time that would require such Vehicle to become subject to the titling and/ or registration laws of such other state.

8. MAINTENANCE OF AND IMPROVEMENTS TO VEHICLES:
a) Lessee agrees, at its expense, to ( i) maintain the Vehicles in good condition, repair, maintenance and running order and in accordance with all manufacturer' s instructions and warranty requirements and all legal requirements and ( ii) furnish all labor, materials, parts and other essentials required for the proper operation and maintenance of the Vehicles. Any alterations, additions, replacement parts or improvements to a Vehicle will become and remain the property of Lessor and will be returned with such Vehicle upon such Vehicle' s return pursuant to Section 4. Notwithstanding the foregoing, so long as no Event of Default has occurred and is continuing, Lessee shall have the right to remove any additional equipment installed by Lessee on a Vehicle prior to returning such Vehicle to Lessor under Section 4. The value of such alterations, additions, replacement parts and improvements will in no instance be regarded as rent. Without the prior written consent of Lessor, Lessee will not make any alterations, additions, replacement parts or improvements to any Vehicle which detract from its economic value or functional utility. Lessor will not be required to make any repairs or replacements of any nature or description with respect to any Vehicle, to maintain or repair any Vehicle or to make any expenditure whatsoever in connection with any Vehicle or this Agreement. b) Lessor and Lessee acknowledge and agree that if Section 4 of a Schedule includes a charge for maintenance,( i) the Vehicle( s) covered by such Schedule are subject to a separate maintenance agreement between Enterprise Fleet Management, Inc. and Lessee and ( ii) Lessor shall have no liability or responsibility for any failure of Enterprise Fleet Management, Inc. to perform any of its obligations thereunder or to pay or reimburse Lessee for its payment of any costs and expenses incurred in connection with the maintenance or repair of any such Vehicle( s).

9. SELECTION OF VEHICLES AND DISCLAIMER OF WARRANTIES:
a) LESSEE ACCEPTANCE OF DELIVERY AND USE OF EACH VEHICLE WILL CONCLUSIVELY ESTABLISH THAT SUCH VEHICLE IS OF A SIZE, DESIGN, CAPACITY. TYPE AND MANUFACTURE SELECTED BY LESSEE AND THAT SUCH VEHICLE IS IN GOOD CONDITION AND REPAIR AND IS SATISFACTORY IN ALL RESPECTS AND IS SUITABLE FOR LESSEE' S PURPOSE. LESSEE ACKNOWLEDGES THAT LESSOR IS NOT A MANUFACTURER OF ANY VEHICLE OR AN AGENT OF A MANUFACTURER OF ANY VEHICLE.
b) LESSOR MAKES NO REPRESENTATION OR WARRANTY OF ANY KIND, EXPRESS OR IMPLIED. WITH RESPECT TO ANY VEHICLE, INCLUDING, WITHOUT LIMITATION. ANY REPRESENTATION OR WARRANTY AS TO CONDITION. MERCHANTABILITY OR FITNESS FOR ANY PARTICULAR PURPOSE, IT BEING AGREED THAT ALL SUCH RISKS ARE TO BE BORNE BY LESSEE. THE VEHICLES ARE LEASED" AS IS."" WITH ALL FAULTS." All warranties made by any supplier, vendor and/ or manufacturer of a Vehicle are hereby assigned by Lessor to Lessee for the applicable Term and Lessee' s only remedy, if any, is against the supplier, vendor or manufacturer of the Vehicle.

Initials: EFM Customer— Packet Pg. 251 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease c) None of Lessor, Servicer or any other agent of Lessor will be liable to Lessee for any liability, claim, loss, damage( direct, incidental or consequential) or expense of any kind or nature, caused directly or indirectly, by any Vehicle or any inadequacy of any Vehicle for any purpose or any defect( latent or patent) in any Vehicle or the use or maintenance of any Vehicle or any repair, servicing or adjustment of or to any Vehicle, or any delay in providing or failure to provide any Vehicle, or any interruption or loss of service or use of any Vehicle, or any loss of business or any damage whatsoever and however caused. In addition, none of Lessor, Servicer or any other agent of Lessor will have any liability to Lessee under this Agreement or under any order authorization form executed by Lessee if Lessor is unable to locate or purchase a Vehicle ordered by Lessee or for any delay in delivery of any Vehicle ordered by Lessee.

10. RISK OF LOSS: Lessee assumes and agrees to bear the entire risk of loss of, theft of, damage to or destruction of any Vehicle from any cause whatsoever Casualty Occurrence"). In the event of a Casualty Occurrence to a Vehicle, Lessee shall give Lessor prompt notice of the Casualty Occurrence and thereafter will place the applicable Vehicle in good repair, condition and working order; provided, however, that if the applicable Vehicle is determined by Lessor to be lost, stolen, destroyed or damaged beyond repair( a" Totaled Vehicle"), Lessee agrees to pay Lessor no later than the date thirty( 30) days after the date of the Casualty Occurrence the amounts owed under Sections 3( b) and 3( c) with respect to such Totaled Vehicle. Upon such payment, this Agreement will terminate with respect to such Totaled Vehicle.

11. INSURANCE:
a) Lessee agrees to purchase and maintain in force during the Term, insurance policies in at least the amounts listed below covering each Vehicle, to be written by an insurance company or companies satisfactory to Lessor, insuring Lessee, Lessor and any other person or entity designated by Lessor against any damage, claim, suit, action or liability:
i) Commercial Automobile Liability Insurance ( including Uninsured/ Underinsured Motorist Coverage and No- Fault Protection where required by law) for the limits listed below ( Note-$ 2, 000,000 Combined Single Limit Bodily Injury and Property Damage with No Deductible is required for each Vehicle capable of transporting more than 8 passengers):

State of Vehicle Registration Coverage
Connecticut, Massachusetts, Maine, New Hampshire, New Jersey, $ 1, 000,000 Combined Single Limit Bodily Injury and Property Damage New York, Pennsylvania, Rhode Island, and Vermont - No Deductible Florida $ 500,000 Combined Single Limit Bodily Injury and Property Damage or$ 100,000 Bodily Injury Per Person,$ 300,000 Per Occurrence and 50,000 Property Damage( 100/ 300/ 50)- No Deductible
All Other States $ 300,000 Combined Single Limit Bodily Injury and Property Damage or$ 100,000 Bodily Injury Per Person, $ 300,000 Per Occurrence and 50,000 Property Damage( 100/ 300/ 50)- No Deductible
ii) Physical Damage Insurance( Collision& Comprehensive): Actual cash value of the applicable Vehicle. Maximum deductible of$ 500 per occurrenceCollision and$ 250 per occurrence- Comprehensive).

If the requirements of any governmental or regulatory agency exceed the minimums stated in this Agreement, Lessee must obtain and maintain the higher insurance requirements. Lessee agrees that each required policy of insurance will by appropriate endorsement or otherwise name Lessor and any other person or entity designated by Lessor as additional insureds and loss payees, as their respective interests may appear. Further, each such insurance policy must provide the following: ( i) that the same may not be cancelled, changed or modified until after the insurer has given to Lessor, Servicer and any other person or entity designated by Lessor at least thirty( 30) days prior written notice of such proposed cancellation, change or modification,( ii) that no act or default of Lessee or any other person or entity shall affect the right of Lessor, Servicer, any other agent of Lessor or any of their respective successors or assigns to recover under such policy or policies of insurance in the event of any loss of or damage to any Vehicle and( iii) that the coverage is" primary coverage" for the protection of Lessee, Lessor, Servicer, any other agent of Lessor and their respective successors and assigns notwithstanding any other coverage carried by Lessee, Lessor, Servicer, any other agent of Lessor or any of their respective successors or assigns protecting against similar risks. Original certificates evidencing such coverage and naming Lessor, Servicer, any other agent of Lessor and any other person or entity designated by Lessor as additional insureds and loss payees shall be furnished to Lessor prior to the Delivery Date, and annually thereafter and/ or as reasonably requested by Lessor from time to time. In the event of default, Lessee hereby appoints Lessor, Servicer and any other agent of Lessor as Lessee's attorney- in- fact to receive payment of, to endorse all checks and other documents and to take any other actions necessary to pursue insurance claims and recover payments if Lessee fails to do so. Any expense of Lessor, Servicer or any other agent of Lessor in adjusting or collecting insurance shall be borne by Lessee.

Lessee, its drivers, servants and agents agree to cooperate fully with Lessor, Servicer, any other agent of Lessor and any insurance carriers in the investigation, defense and prosecution of all claims or suits arising from the use or operation of any Vehicle. If any claim is made or action commenced for death, personal injury or property damage resulting from the ownership, maintenance, use or operation of any Vehicle, Lessee will promptly notify Lessor of such action or claim and forward to Lessor a copy of every demand, notice, summons or other process received in connection with such claim or action. b) Notwithstanding the provisions of Section 11( a) above:( i) if Section 4 of a Schedule includes a charge for physical damage waiver, Lessor agrees that A) Lessee will not be required to obtain or maintain the minimum physical damage insurance( collision and comprehensive) required under Section 11( a) for the Vehicle( s) covered by such Schedule and ( B) Lessor will assume the risk of physical damage ( collision and comprehensive) to the Vehicle( s) covered by such Schedule; provided, however, that such physical damage waiver shall not apply to, and Lessee shall be and remain liable and responsible for, damage to a covered Vehicle by wear and tearormechanical breakdown or failure, damage to or loss of any parts, accessories or components added to a covered Initials: EFM' icr ' Packet Pg. 252 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease Vehicle by Lessee without the prior written consent of Lessor and/ or damage to or loss of any property and/or personal effects contained in a covered Vehicle.

In the event of a Casualty Occurrence to a covered Vehicle, Lessor may, at its option, replace, rather than repair, the damaged Vehicle with an equivalent vehicle, which replacement vehicle will then constitute the" Vehicle" for purposes of this Agreement; and( ii) if Section 4 of a Schedule includes a charge for commercial automobile liability enrollment, Lessor agrees that it will, at its expense, obtain for and on behalf of Lessee, by adding Lessee as an additional insured under a commercial automobile liability insurance policy issued by an insurance company selected by Lessor, commercial automobile liability insurance satisfying the minimum commercial automobile liability insurance required under Section 11( a) for the Vehicle(s) covered by such Schedule. Lessor may at any time during the applicable Term terminate said obligation to provide physical damage waiver and/ or commercial automobile liability enrollment and cancel such physical damage waiver and/ or commercial automobile liability enrollment upon giving Lessee at least ten( 10) days prior written notice. Upon such cancellation, insurance in the minimum amounts as set forth in 11( a) shall be obtained and maintained by Lessee at Lessee' s expense. An adjustment will be made in monthly rental charges payable by Lessee to reflect any such change and Lessee agrees to furnish Lessor with satisfactory proof of insurance coverage within ten( 10) days after mailing of the notice. In addition, Lessor may change the rates charged by Lessor under this Section 11( b) for physical damage waiver and/ or commercial automobile liability enrollment upon giving Lessee at least thirty( 30) days prior written notice.

12. INDEMNITY: To the extent permitted by state law, Lessee agrees to defend and indemnify Lessor, Servicer, any other agent of Lessor and their respective successors and assigns from and against any and all losses, damages, liabilities, suits, claims, demands, costs and expenses ( including, without limitation, reasonable attorneys' fees and expenses) which Lessor, Servicer, any other agent of Lessor or any of their respective successors or assigns may incur by reason of Lessee's breach or violation of, or failure to observe or perform, any term, provision or covenant of this Agreement, or as a result of any loss, damage, theft or destruction of any Vehicle or related to or arising out of or in connection with the use, operation or condition of any Vehicle. The provisions of this Section 12 shall survive any expiration or termination of this Agreement. Nothing herein shall be deemed to affect the rights, privileges, and immunities of Lessee and the foregoing indemnity provision is not intended to be a waiver of any sovereign immunity afforded to Lessee pursuant to the law.

13. INSPECTION OF VEHICLES; ODOMETER DISCLOSURE; FINANCIAL STATEMENTS: Lessee agrees to accomplish, at its expense, all inspections of the Vehicles required by any governmental authority during the Term. Lessor, Servicer, any other agent of Lessor and any of their respective successors or assigns will have the right to inspect any Vehicle at any reasonable time( s) during the Term and for this purpose to enter into or upon any building or place where any Vehicle is located. Lessee agrees to comply with all odometer disclosure laws, rules and regulations and to provide such written and signed disclosure information on such forms and in such manner as directed by Lessor. Providing false information or failure to complete the odometer disclosure form as required by law may result in fines and/ or imprisonment. Lessee hereby agrees to promptly deliver to Lessor such financial statements and other financial information regarding Lessee as Lessor may from time to time reasonably request.

14. DEFAULT; REMEDIES: The following shall constitute events of default(" Events of Default") by Lessee under this Agreement:( a) if Lessee fails to pay when due any rent or other amount due under this Agreement and any such failure shall remain unremedied for ten( 10) days; ( b) if Lessee fails to perform, keep or observe any term, provision or covenant contained in Section 11 of this Agreement;( c) if Lessee fails to perform, keep or observe any other term, provision or covenant contained in this Agreement and any such failure shall remain unremedied for thirty( 30) days after written notice thereof is given by Lessor, Servicer or any other agent of Lessor to Lessee;( d) any seizure or confiscation of any Vehicle or any other act( other than a Casualty Occurrence) otherwise rendering any Vehicle unsuitable for use( as determined by Lessor);( e) if any present or future guaranty in favor of Lessor of all or any portion of the obligations of Lessee under this Agreement shall at any time for any reason cease to be in full force and effect or shall be declared to be null and void by a court of competent jurisdiction, or if the validity or enforceability of any such guaranty shall be contested or denied by any guarantor, or if any guarantor shall deny that it, he or she has any further liability or obligation under any such guaranty or if any guarantor shall fail to comply with or observe any of the terms, provisions or conditions contained in any such guaranty; ( f) the occurrence of a material adverse change in the financial condition or business of Lessee or any guarantor; or( g) if Lessee or any guarantor is in default under or fails to comply with any other present or future agreement with or in favor of Lessor, The Crawford Group, Inc. or any direct or indirect subsidiary of The Crawford Group, Inc.. For purposes of this Section 14, the term" guarantor" shall mean any present or future guarantor of all or any portion of the obligations of Lessee under this Agreement.

Upon the occurrence of any Event of Default, Lessor, without notice to Lessee, will have the right to exercise concurrently or separately( and without any election of remedies being deemed made), the following remedies:( a) Lessor may demand and receive immediate possession of any or all of the Vehicles from Lessee, without releasing Lessee from its obligations under this Agreement; if Lessee fails to surrender possession of the Vehicles to Lessor on default( or termination or expiration of the Term), Lessor, Servicer, any other agent of Lessor and any of Lessor's independent contractors shall have the right to enter upon any premises where the Vehicles may be located and to remove and repossess the Vehicles;( b) Lessor may enforce performance by Lessee of its obligations under this Agreement; ( c) Lessor may recover damages and expenses sustained by Lessor, Servicer, any other agent of Lessor or any of their respective successors or assigns by reason of Lessee' s default including, to the extent permitted by applicable law, all costs and expenses, including court costs and reasonable attorneys' fees and expenses, incurred by Lessor, Servicer, any other agent of Lessor or any of their respective successors or assigns in attempting or effecting enforcement of Lessor' s rights under this Agreement( whether or not litigation is commenced) and/ or in connection with bankruptcy or insolvency proceedings; d) upon written notice to Lessee, Lessor may terminate Lessee's rights under this Agreement;( e) with respect to each Vehicle, Lessor may recover from Lessee all amounts owed by Lessee under Sections 3( b) and 3( c) of this Agreement( and, if Lessor does not recover possession of a Vehicle,( i) the estimated wholesale value of such Vehicle for purposes of Section 3( c) shall be deemed to be$ 0. 00 and( ii) the calculations described in the first two sentences of Section 3( c) shall be made without giving effect to clause( ii) in each such sentence); and/ or( f) Lessor may exercise any other right or remedy which may be available to Lessor under the Uniform Commercial Code, any other applicable law or in equity. A termination of this Agreement shall occur only upon written notice by Lessor to Lessee.

Any termination shall not affect Lessee' s obligation to pay all amounts due for periods prior to the effective date of such termination or Lessee' s obligation to pay any indemnities under this Agreement. All remedies of Lessor under this Agreement or at law or in equity are cumulative.

15. ASSIGNMENTS: Lessor may from time to time assign, pledge or transfer this Agreement and/or any or all of its rights and obligations under this Agreement to any person or entity. Lessee agrees, upon notice of any such assignment, pledge or transfer of any amounts due or to become due to Lessor under this Agreement to pay all such amounts to such assignee, pledgee or transferee. Any such assignee, pledgee or transferee of any rights or obligations of Lessor under this Agreement will have all of
theright
s and obligations that have been assigned to it. Lessee' s rights and interest in and to the Vehicles are and will continue Initials: EFM ) 5N.- Customer& Packet Pg. 253 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease at all times to be subject and subordinate in all respects to any assignment, pledge or transfer now or hereafter executed by Lessor with or in favor of any such assignee, pledgee or transferee, provided that Lessee shall have the right of quiet enjoyment of the Vehicles so long as no Event of Default under this Agreement has occurred and is continuing. Lessee acknowledges and agrees that the rights of any assignee, pledgee or transferee in and to any amounts payable by the Lessee under any provisions of this Agreement shall be absolute and unconditional and shall not be subject to any abatement whatsoever, or to any defense, setoff, counterclaim or recoupment whatsoever, whether by reason of any damage to or loss or destruction of any Vehicle or by reason of any defect in or failure of title of the Lessor or interruption from whatsoever cause in the use, operation or possession of any Vehicle, or by reason of any indebtedness or liability howsoever and whenever arising of the Lessor or any of its affiliates to the Lessee or to any other person or entity, or for any other reason.

Without the prior written consent of Lessor, Lessee may not assign, sublease, transfer or pledge this Agreement, any Vehicle, or any interest in this Agreement or in and to any Vehicle, or permit its rights under this Agreement or any Vehicle to be subject to any lien, charge or encumbrance. Lessee' s interest in this Agreement is not assignable and cannot be assigned or transferred by operation of law. Lessee will not transfer or relinquish possession of any Vehicle( except for the sole purpose of repair or service of such Vehicle) without the prior written consent of Lessor.

16. MISCELLANEOUS: This Agreement contains the entire understanding of the parties. This Agreement may only be amended or modified by an instrument in writing executed by both parties. Lessor shall not by any act, delay, omission or otherwise be deemed to have waived any of its rights or remedies under this Agreement and no waiver whatsoever shall be valid unless in writing and signed by Lessor and then only to the extent therein set forth. A waiver by Lessor of any right or remedy under this Agreement on any one occasion shall not be construed as a bar to any right or remedy, which Lessor would otherwise have on any future occasion. If any term or provision of this Agreement or any application of any such term or provision is invalid or unenforceable, the remainder of this Agreement and any other application of such term or provision will not be affected thereby. Giving of all notices under this Agreement will be sufficient if mailed by certified mail to a party at its address set forth below or at such other address as such party may provide in writing from time to time. Any such notice mailed to such address will be effective one( 1) day after deposit in the United States mail, duly addressed, with certified mail, postage prepaid. Lessee will promptly notify Lessor of any change in Lessee's address. This Agreement may be executed in multiple counterparts( including facsimile and pdf counterparts), but the counterpart marked" ORIGINAL" by Lessor will be the original lease for purposes of applicable law. All of the representations, warranties, covenants, agreements and obligations of each Lessee under this Agreement( if more than one) are joint and several.

17. SUCCESSORS AND ASSIGNS; GOVERNING LAW: Subject to the provisions of Section 15, this Agreement will be binding upon Lessee and its heirs, executors, personal representatives, successors and assigns, and will inure to the benefit of Lessor, Servicer, any other agent of Lessor and their respective successors and assigns. This Agreement will be governed by and construed in accordance with the substantive laws of the State of Missouri( determined without reference to conflict of law principles).

18. NON- PETITION: Each party hereto hereby covenants and agrees that, prior to the date which is one year and one day after payment in full of all indebtedness of Lessor, it shall not institute against, or join any other person in instituting against, Lessor any bankruptcy, reorganization, arrangement, insolvency or liquidation proceedings or other similar proceeding under the laws of the United States or any state of the United States. The provisions of this Section 18 shall survive termination of this Master Equity Lease Agreement.

19. NON- APPROPRIATION: Lessee's funding of this Agreement shall be on a Fiscal Year basis and is subject to annual appropriations. Lessor acknowledges that Lessee is a municipal corporation, is precluded by the County or State Constitution and other laws from entering into obligations that financially bind future governing bodies, and that, therefore, nothing in this Agreement shall constitute an obligation of future legislative bodies of the County or State to appropriate funds for purposes of this Agreement. Accordingly, the parties agree that the lease terms within this Agreement or any Schedules relating hereto are contingent upon appropriation of funds. The parties further agree that should the County or State fail to appropriate such funds, the Lessor shall be paid all rentals due and owing hereunder up until the actual day of termination. In addition, Lessor reserves the right to be paid for any reasonable damages. These reasonable damages will be limited to the losses incurred by the Lessor for having to sell the vehicles on the open used car market prior to the end of the scheduled term( as determined in Section 3 and Section 14 of this Agreement).

IN WITNESS WHEREOF, Lessor and Lessee have duly executed this Master Equity Lease Agreement as of the day and year first above written.

LESSEE: Barry TlppinLESSOR: Enterprise FM Trust
j— By: Enterpr' e Fleet Management, Inc. its attorney in fact u1
Signature:

City Manager By:

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Packet Pg. 254 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease ATTEST:

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Packet Pg. 255 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease nterprise

FLEET MANAGEMENT

SELF- INSURANCE ADDENDUM TO MASTER EQUITY LEASE AGREEMENT Physical Damage Only)
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This Addendum is made to the Master Equity Lease Agreement dated;- day of 7 \ as amended( the" Agreement"), by and between Enterprise FM Trust. a Delaware statutory trust(" Lessor"), and the lessee whose name is set f th on the signature line below(" Lessee").

This Addendum is attached to and made a part of the Agreement( including each Schedule to the Agreement). All capitalized terms used and not otherwise defined herein shall have the respective meanings ascribed to them in the Agreement.

Notwithstanding the provisions of Section 11 of the Agreement, Lessee shall be permitted to assume and self-insure the risks covered by the Physical Damage insurance policy set forth in Section 11 of the Agreement and shall not be required to purchase or maintain any Physical Damage insurance policy of any kind with respect to any Vehicle: provided, however, that if any Federal, state, local or other law, statute, rule, regulation or ordinance requires Lessee to maintain any amount of Physical Damage insurance with respect to any Vehicle. Lessee shall purchase and maintain such amount of Physical Damage insurance in the form of a Physical Damage insurance policy which complies in all respects, other than the amount of Physical Damage insurance required, with Section 11 of the Agreement.

Notwithstanding the foregoing, if ( 1) Lessor, at any time in its good faith judgment, is not satisfied with the condition, prospects or performances, financial or otherwise, of Lessee or( 2) any default or event of default occurs under the Agreement, than Lessor may, at its option. revoke this Addendum and terminate Lessee' s right to self-insure by providing Lessee with at least thirty( 30) days prior written notice thereof. Upon the termination of Lessee's right to self-insure. Lessee shall comply in all respects with Section 11 of the Agreement.

Except as amended hereby, all the terms and provisions of the Agreement shall remain in full force and effect. In the event of any conflict between this Addendum and the Agreement or any of the Schedules, the terms and provisions of this Addendum will govern and control.

LESSEE: City of Redding LESSOR: Enterprise FM Trust
By: Enterprise Fleet Management, Inc. its attorney in fact Police Dept. I
By:
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City Manager By: S '`' frk114("` S
Title: r
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Date Signed: 4. _i
Date Signed:

ATTEST:

Form Approved
P MELA M17E. City
Air
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City Attorney
Packet Pg. 256 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease

AUTHORIZED SIGNERS FOR MOTOR VEHICLE LEASE(S)
RESOLVED, The undersigned hereby certifies( i) that he/ she is the duly appointed City ManagerTitle) f o r City of Redding Entity legal name) hereafter known as " The Entity", ( ii) that he/ she is authorized by The Entity to execute and deliver on behalf of The Entity to Enterprise Fleet Management, hereafter known as" Enterprise"(" Lessor") and the Master Lease Agreement between Enterprise and the Entity) the(" Lessee"), and( iii) that the following individuals are authorized and empowered on behalf of and in the name of The Entity to execute and deliver to Enterprise Schedules to the Lease for individual motor vehicles, together with any other necessary documents in connection with those Schedules:

RESOLVED FURTHER, that:

Barry Tippin City Manager
Print Name Title
Bill Schueller Captian
Print Name Title
Brian Barner Lieutenant
Print Name Title
Jon PoletskiLieutenant
Print Name Title
Michele Davis Management Analyst II
Print Name Title
Print Name Title
A+ S& P 94-6000401
Bond Rating: Rating Agency: Federal ID#:

RESOLVED FURTHER, that EFM is authorized to act upon this authorization until written notice of its revocation is received by EFM.

I do herby certify that the information contained in this Credit Application is accurate in all material aspects as required by law. Further, I do hereby certify Barry Tippin City Manager
Print Name Title
City of Redding
Signature d Company Name
cf:V/eli
Date
For the purpose of seeking to secure credit from Enterprise Fleet Management, Inc.( together with its affiliates, successors, assigns and third party service providers," EFM"), Credit Applicant( a) authorizes( i) EFM to run a credit report, investigate and verify the information in this Credit Agreement, and/ or obtain financial and/ or credit information from any person or entity with which Credit Applicant has or had financial dealings, including banks, lending institutions and trade or credit references, whether or not such person or entity is identified in this Credit Application, which information may include financial statements, tax returns, and banking records,( ii) EFM to contact any of Credit Applicant' s current or former employers or creditors to verify any information contained herein or received in connection with this Credit Application if Credit Applicant is a sole proprietor, and( iii) any third party who may have relevant information to provide such information to EFM,( b) will notify EFM if there is any change in name, address, or any material adverse change( i) in any of the information contained in this Credit Application,( 0) in Credit Applicant' s financial condition, or( iii) in Credit Applicant' s ability to perform their respective obligations to EFM, and( c) represents and warrants that any and all information provided to EFM by Credit Applicant is true, correct and complete as of the date hereof. The lack of any notice of change in the representations and warranties included in this Credit Application shall be considered a continuing statement that the information provided in this Credit Application remains true, correct and complete.

As permitted by law, EFM may also release information about EFM' s credit experience with Credit Applicant. Credit Applicant understands and agrees that all reports and records developed by EFM or any third party agent in connection with the foregoing investigations are the sole property of EFM and will not be provided to Credit Applicant unless otherwise required by applicable law or agreed to by EFM in writing.

The Equal Credit Opportunity Act prohibits creditors from discriminating against credit applicants on the basis of race, color, religion, national origin, sex, marital status, age( provided that Credit Applicant has the capacity to enter into a binding contract); because all or part of Credit Applicant' s income derives from any public assistance program; or because Credit Applicant has in good faith exercised any right under the Consumer Credit Protection Act. If this credit application is denied, Credit Applicant may have the right to a written statement of the specific reason( s) for the denial. To request to obtain the statement, Credit Applicant may contact EFM at: 600 Corporate Park Drive, ATTN: EFM Credit Department, St. Louis, MO 63105, within 60 days from the date Credit Applicant is notified of the denial. If applicable, within 30 days of EFM' s receipt of-the request, EFM will send Credit Applicant a written statement specifying the reason( s) for the denial.

The person signing below personally represents and warrants to EFM that he/ she is authorized to make this application for credit on behalf of Credit Applicant.

Please note that this Credit Application is an application and does not commit or require EFM to extend any credit whatsoever to Credit Applicant. o 2018 Enterprise Fleet Management, Inc. H00479 EFM Government credit Application Packet Pg. 257 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease

CONSIGNMENT AGREEMENT
THIS AGREEMENT is entered into by and between Enterprise Fleet Management, Inc. a Missouri corporation ( hereinafter referred to as " Enterprise") and City of Redding a municipality hereinafter referred to as " CUSTOMER") on this ; day of hereinafter referred to as the" Execution Date").

RECITALS
A. Enterprise is in the business of selling previous leased and rental vehicles at wholesale; and
B. The CUSTOMER is in the business of Municipal Government C. The CUSTOMER and Enterprise wish to enter into an agreement whereby Enterprise will sell at wholesale, CUSTOMER' s vehicles set forth on Exhibit A, attached hereto and incorporated herein, as supplemented from time to time( collectively, the" Vehicles").

NOW, THEREFORE, for and in consideration of the mutual promises and covenants hereinafter set forth, the parties agree as follows:

TERMS AND CONDITIONS

1. Right to Sell: Enterprise shall have the non-exclusive right to sell any Vehicles consigned to Enterprise by a CUSTOMER within the Geographic Territory.

2. Power of Attorney: CUSTOMER appoints Enterprise as its true and lawful attorney-in-fact to sign Vehicle titles on behalf of CUSTOMER for transfer of same and hereby grant it power in any and all matters pertaining to the transfer of Vehicle titles and any papers necessary thereto on behalf of CUSTOMER. The rights, powers and authorities of said attorney- in-fact granted in this instrument shall commence and be in full force and effect on the Execution Date, and such rights, powers and authority shall remain in full force and effect thereafter until terminated as set forth herein.

3. Assignments: Vehicle assignments may be issued to Enterprise by phone, fax, or electronically.

4. Service Fee: For each Vehicle sold, the CUSTOMER shall pay Enterprise a fee of $ 375. 00 Service Fee") plus towing at prevailing rates.

5. Sales Process: Enterprise shall use reasonable efforts sell each Vehicle. CUSTOMER may, at its discretion, place a Minimum Bid or Bid to be Approved ( BTBA) on any Vehicle by providing prior written notification to Enterprise.

6. Time for Payment:
a) No later than two( 2) business days after the collection of funds for the sale of a Vehicle, Enterprise will remit to the CUSTOMER an amount equal to the Vehicle sale price minus any seller fees, auction fees, Service Fees, towing costs, title service fees, enhancement fees and any expenses incurred by Enterprise while selling Vehicle. b) Enterprise' s obligations pursuant to Section 6( a) shall not apply to Vehicle sales involving mistakes or inadvertences in the sales process where Enterprise reasonably believes that fairness to the buyer or seller justifies the cancellation or reversal ofthe sale.

If Enterprise has already remitted payment to CUSTOMER pursuant to Section 6( a) prior 1of4
Packet Pg. 258 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease to the sale being reversed or cancelled, CUSTOMER agrees to reimburse Enterprise said payment in full. Enterprise will then re- list the Vehicle and pay CUSTOMER in accordance with this Section 6. Examples of mistakes or inadvertences include, but are not limited, to Vehicles sold using inaccurate or incomplete vehicle or title descriptions and bids entered erroneously.

7. Indemnification and Hold Harmless: Enterprise and CUSTOMER agree to indemnify, defend and hold each other and its parent, employees and agents harmless to the extent any loss, damage, or liability arises from the negligence or willful misconduct of the other, its agents or employees, and for its breach of any term of this Agreement. The parties' obligations under this section shall survive termination ofthis Agreement.

8. Liens, Judgments, Titles and Defects: CUSTOMER shall defend, indemnify and hold Enterprise its parent, employees and agents harmless from and against any and all claims, expenses including reasonable attorney' s fees), suits and demands arising out of, based upon, or resulting from any judgments, liens or citations that were placed on the Vehicle, defects in the Vehicle' s title, or mechanical or design defects in the Vehicle.

9. Odometer: Enterprise assumes no responsibility for the correctness of the odometer reading on any Vehicle and the CUSTOMER shall defend, indemnify and hold Enterprise its parent, employees and agents harmless from and against any and all claims, expenses ( including reasonable attorney' s fees), suits and demands arising out of, based upon or resulting from inaccuracy of the odometer reading on any Vehicle or any odometer statement prepared in connection with the sale of any Vehicle, unless such inaccuracy is caused by an employee, Enterprise, or officer of Enterprise.

10. Bankruptcy: Subject to applicable law, in the event of the filing by CUSTOMER of a petition in bankruptcy or an involuntary assignment of its assets for the benefit of creditors, Enterprise may accumulate sales proceeds from the sale of all Vehicles and deduct seller fees, auction fees, Service Fees, towing costs, title service fees, enhancement fees and any expenses incurred by Enterprise while selling Vehicle from said funds. Enterprise will thereafter remit to CUSTOMER the net proceeds of said accumulated sales proceeds, if any.

11. Compliance with Laws: Enterprise shall comply with all federal, state, and local laws, regulations, ordinances, and statutes, including those of any state motor vehicle departments, department of insurance, and the Federal Odometer Act.

12. Insurance: CUSTOMER shall obtain and maintain in force at all times during the term of this Agreement and keep in place until each Vehicle is sold and title is transferred on each Vehicle, automobile third party liability of$ 1, 000.000 per occurrence and physical damage coverage on all Vehicles. This insurance shall be written as a primary policy and not contributing with any insurance coverage or self-insurance applicable to Enterprise.

13. Term: This agreement is effective on the Execution Date and shall continue until such time as either party shall notify the other party with thirty ( 30) days prior written notice to terminate the Agreement with or without cause.

14. Modification: No modification, amendment or waiver of this Agreement or any of its provisions shall be binding unless in writing and duly signed by the parties hereto.

15. Entire Agreement: This Agreement constitutes the entire Agreement between the parties and supersedes all previous agreements, promises, representations, understandings, and negotiations, whether written or oral, with respect to the subject matter hereto.

16. Liability Limit: In the event Enterprise is responsible for any damage to a Vehicle, Enterprise' s liability for damage to a Vehicle in its possession shall be limited to the lesser of: (1) the actual 2 of 4
Packet Pg. 259 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease cost to repair the damage to such vehicle suffered while in Enterprise' s possession; or ( 2) the negative impact to the salvage value of such vehicle. Enterprise shall not be liable for any other damages to a Vehicle of any kind, including but not limited to special, incidental, consequential or other damages.

17. Attorney' s Fees: In the event that a party hereto institutes any action or proceeding to enforce the provisions of this Agreement, the prevailing party shall be entitled to receive from the losing party reasonable attorney' s fees and costs for legal services rendered to the prevailing party.

18. Authorization: Each party represents and warrants to the other party that the person signing this Agreement on behalf of such party is duly authorized to bind such party.

EN RPRISE" C • 11 '
By° Y4 / 11.- By
Signa ure ture
Printed Name: Ib i frtikkArS Printed Name: Barry Tippin Title` nontA, hwy./ t cal (, Title: City Manager
Date
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Date
ATTEST:
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PAMELA MIZE. City Cle
3 of 4
Packet Pg. 260 Attachment: C-8192 - Agreement - 2019 - Enterprise Fleet Management (available online) (4.11(f)- Public Works Department Vehicle Lease

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the Mayor to execute an Indemnity Agreement as requested by Superior California Investments, LLC, to facilitate a Permit to Enter and Construct associated with the California Alley Utility Improvement Project for the completion of City of Redding Waste Water Utility improvements.

Fiscal Impact
There is no fiscal impact associated with the Indemnity Agreement.

Alternative Action
The City Council could choose not to execute the Indemnity Agreement and provide an alternative direction to staff.

Background/Analysis
The City of Redding (City) is administering a public works project known as the California Alley Utility Improvement Project for the completion of Waste Water Utility improvements. The south portion of the project is on property that is contiguous to private property owned by Superior California Investments, LLC, located at 1670 Market Street.

On September 14, 2021, Theresa A. Barr, Managing Member of Superior California Investments, executed a Permit to Enter and Construction granting the City a limited right-toenter the property for the purpose of engaging in certain construction activities for the duration of the project. Superior California Investments, LLC, further requests that it be indemnified and held harmless for activities occurring on-site by the City and its agents.

MEETING DATE: April 5, 2022
ITEM NO. 4.11(g)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(g)--Authorize the Execution of an Indemnity Agreement between the City of Redding and Superior California Investments, LLC, Regarding the California Alley Utility Improvement Project.

Chuck Aukland, Public
Works Director
Packet Pg. 261
Report to Redding City Council March 30, 2022
Re: 4.11(g)--Indemnity Agreement, Superior California Investments LLC, Re: CA Alley Utility Improvement Page 2
In consideration of the mutual promises, the proposed Indemnity Agreement states that the City shall be liable to Superior California Investments, LLC, for the repair and/or reconstruction of any property that may be damaged by Indemnitor and its agents during the course and scope of its occupation of the property. Considering the California Alley Utility Improvement Project contract between the City and contractor, the contractor would ultimately be liable for any damages that may occur as a result of their work.

The agreement has been approved as to form by the City Attorney.

Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Attachments
Indemnity Agreement with Superior California Investments, LLC (available online) Packet Pg. 262

INDEMNITY AGREEMENT
WHEREAS, the City of Redding (“Indemnitor”) is conducting a public works project commonly known as the California Alley Utility Improvement Project (“Project”) on property that is contiguous to property in the ownership of Superior California Investments, LLC (“Indemnitee”) identified herein as 1670 Market Street, Redding, California (APN 101-790-037) (“Property”).

WHEREAS, on September 14, 2021, Theresa A. Barr, Managing Member of Indemnitee, executed a Permit to Enter and Construction which grants Indemnitor a limited right to enter the Property for the purpose of engaging in certain construction activity for the duration of the Project.

WHEREAS, Indemnitee has requested that it be indemnified and held harmless for activities occurring on-site by Indemnitor and its agents.

NOW, THEREFORE, in consideration of the mutual promises and other good and valuable consideration, the undersigned, on behalf of their heirs, transferees, beneficiaries, executors, representatives and administrators, and transferees agrees as follows:

1. Indemnitor shall defend, indemnify, and hold harmless the Indemnitee from and against all actions, damages, costs, liability, claims, losses, penalties and expenses (including, but not limited to, reasonable attorney’s fees, expert fees, litigation and investigation costs) of every type and description to which any or all of them may be subjected by reason of the actions of Indemnitor or its agents while on the Property. Without limiting the generality of the foregoing, except as is stated in the Permit to Enter and Construct dated September 14, 2021, Indemnitor shall be liable to the Indemnitee for the repair and/or reconstruction of any property that may be damaged by Indemnitor and its agents during the course and scope of its occupation of the Property.

2. The obligations hereunder shall survive any termination of this Indemnity Agreement.

3. This Indemnity Agreement shall be deemed to have been entered into in Redding, California.

All questions regarding the validity, interpretation or performance of any of its terms or of any rights or obligations of the parties to this Indemnity Agreement shall be governed by California law, and any action brought by either party to enforce any of the terms of this Indemnity Agreement shall be filed in the Shasta County Superior Court. If any claim, at law or otherwise, is made by either party to this Indemnity Agreement, the prevailing party shall be entitled to its costs and reasonable attorneys' fees.

4. The date of this Indemnity Agreement shall be the date that it is executed by the City. 






 



Packet Pg. 263 Attachment: Indemnity Agreement with Superior California Investments, LLC (available online) (4.11(g)--Indemnity Agreement, Superior IN WITNESS WHEREOF, Indemnitor and Indemnitee have executed this Indemnity Agreement on the days and year set forth below:

CITY OF REDDING,
A Municipal Corporation
Dated: ____________, 2022 ___________________________________ By: KRISTEN SCHREDER
Mayor
ATTEST: APPROVED AS TO FORM:
_________________________________ _____________________________________ PAMELA MIZE, City Clerk By: BARRY E. DeWALT
City Attorney

SUPERIOR CALIFORNIA INVESTMENTS, LLC
Dated: _____________, 2022 ____________________________________ By:

V:\BARRY\Standards\Indemnity Agreement.wpd







 






Packet Pg. 264 Attachment: Indemnity Agreement with Superior California Investments, LLC (available online) (4.11(g)--Indemnity Agreement, Superior

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept the report and consider directing staff to draft necessary documents to place a ballot measure on the General Municipal Election ballot to consider appointing the City Treasurer and City Clerk rather than electing.

Fiscal Impact
There is no fiscal impact in directing staff to draft the necessary documents. Should a ballot measure be placed on the November ballot there will be cost of approximately $25,000.

California Government Code Section 36517 provides that the City Clerk and the City Treasurer shall receive, at stated times, a “compensation fixed by ordinance or resolution.” Therefore, it is up to the City Council to set the compensation for the City Clerk and City Treasurer which is currently set at $600 per month for these elected positions. This stipend would be a cost saving of $14,400 per year should the positions convert to appointment. In addition, health and pension benefits are available to elected City Treasurers and City Clerks which could amount to savings in excess of $25,000 per year.

Alternative Action
The City Council could decline to move forward with a ballot measure to consider appointing the City Clerk and the City Treasurer.

MEETING DATE: April 5, 2022
ITEM NO. 9.1(d)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(d)--Consider placement of a ballot measure on the November 8, 2022, General Municipal Election ballot to appoint the City Clerk and City Treasurer of the City of Redding rather than elect.

Barry Tippin, City Manager
Packet Pg. 265
Report to Redding City Council March 30, 2022
Re: 9.1(d)--Consider Ballot Measure to appoint City Treasurer and City Clerk Page 2 Background/Analysis
The City of Redding faces some risks associated with maintaining elected City Clerk and City Treasurer positions. This is due to the fact that requirements to be elected do not meet the knowledge, education, and training requirements needed to perform the duties of these positions in the modern world.

Statewide, California has experienced a number of incidents that range in scope from intentional fraud and embezzlement, to dereliction of duties, errors and incompetence. To mitigate risk, many municipalities have placed measures on the ballot asking the voters to approve moving the City Clerk and City Treasurer positions from elected to appointed following the expiration of existing terms or abandonment of office.

There are 361 general law cities governed by state codes requiring them to have either elected or appointed City Clerks and City Treasurers. In a tracking conducted by The League of California Cities, 146 cities have elected City Clerks and 174 cities had elected City Treasurers meaning more than 50 percent of all general law cities have determined an appointed Treasurer and Clerk is a more appropriate way to operate these business functions. The City of Redding has an elected City Clerk and City Treasurer with each serving a four-year term. The term period for elected City Clerk Pamela Mize expires December 2022, and December 2024 for elected City Treasurer Allyn Feci Clark.

The City Clerk is the official keeper of records and contracts. Functions of City Clerks include administration of the City's business license programs, the tracking of contracts awarded by competitive bid, and compliance with requirements of all public contracts, establishment and oversight for maintaining a record retention schedule, and serving as the filing official for the City and its affiliated agencies for purposes of compliance with the Fair Political Practices Act.

The City Clerk also manages all public meetings including Agendas, Reports to City Council, accurate record of the minutes and proceedings of the City Council, and audio/visual recordings of such. They perform under public scrutiny. Many of the City Clerks’ duties are prescribed by law governing open meetings, public records and election procedures.

Functions of City Treasurers include public disclosure of financial reports. City Treasurers are required by statute to prepare reports and file them with the City Council. Daily cash receipting and disbursements are coordinated through the Treasurer’s Office, verified, and posted to the general ledger, and disbursed or deposited. All banking relationships are contracted and managed by the City Treasurer. The investment policies that govern a City Treasurer’s actions are reviewed annually within the Investment Advisory Committee and any changes are presented to the City Council for action. The City Treasurer manages the investing and cash flow management for the City.

Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Packet Pg. 266

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve the following actions relative to wildfire mitigation measures:
(1) Authorize staff to meet with stakeholders to receive input on proposed vegetation management standards; and
(2) Provide direction to staff on other possible wildfire mitigation measures in the following areas of the Redding Municipal Code, and determine if the measures will apply City-wide or only in the Wildland Urban Interface:
(a) Building Code
(b) Fire Code
(c) Subdivision Code
(d) Zoning Code
Fiscal Impact
There is no immediate fiscal impact for considering vegetation management regulations. There may be incremental costs related to the time taken by staff to seek community input on the proposed vegetation management ordinance and additional wildfire mitigation measures.

Alternative Action
The City Council could decline to pursue a vegetation management ordinance or other wildfire mitigation measures, or provide additional direction to staff.

Background/Analysis
On June 3, 2021, the City Council held a workshop to review the Final Recommendations Report prepared by the Community Planning Assistance for Wildfire (CPAW) program staff which outlined the technical recommendations customized for the City of Redding (City) that could help reduce wildfire threat to homes, businesses, and other values in the Wildland-Urban MEETING DATE: April 5, 2022
ITEM NO. 9.2(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.2(a)--Consider implementation of vegetation management regulations and other wildfire mitigation measures for the City of Redding.

Sheri DeMaagd, Assistant
City Manager
Packet Pg. 267
Report to Redding City Council March 30, 2022
Re: 9.2(a)--Consider Implementation of Vegetation Management Regulations Page 2 Interface (WUI). At the end of the June 3rd workshop, the Council provided direction to staff to begin developing recommendations and return to the City Council at a later date for further discussion and direction on various elements to reduce wildfire threat in the community.

A wildfire can be ignited if a spark (heat) connects with anything combustible in any environment containing oxygen. Wildfire fuels can include everything from trees, underbrush, dead vegetation and dry grassy fields to homes and other structures. Staff recommends the City Council consider establishing citywide vegetation management standards. The vegetation management standards will improve the City’s resilience to wildfire by creating defensible space around structures, roadways and vacant and/or undeveloped parcels. The removal of hazardous vegetation in the areas subject to the standards are recognized as an essential action homeowners and property owners can take to increase the likelihood that homes, structures, and other property will survive a wildfire, while protecting the natural environment.

Defensible space refers to an area around the perimeter of structures from which vegetation, debris, and other types of combustible fuels are treated, cleared, or reduced to slow the rate and intensity of an approaching wildfire or a fire escaping from structures. The creation of adequate defensible space focuses on measures to modify or break up the hazards from the continuity of both horizontal and vertical fuels. Regular vegetation management and modifications consistent with the standards proposed are needed to ensure adequate defensible space is achieved on properties throughout the City.

The attached list of proposed vegetation management standards (draft Vegetation Management Ordinance) detail the elements that would apply to new and existing properties in the City. In summary, if adopted at a later date, the standards would be as follows unless directed otherwise by the City’s Fire Marshal or designee:
(1) Maintain defensible space of a minimum of one hundred (100) feet from the exterior of any building or structure on the lot or parcel.
(2) Maintain defensible space of up to thirty (30) feet from the property line when it overlaps the one hundred (100) foot defensible space of an adjacent property. (3) Maintain defensible space of a minimum of ten (10) feet from a right-of-way including roadways, streets, private roads and driveways that are on or adjacent to a lot or parcel. (4) Maintain vacant and/or undeveloped parcels of one-half (1/2) acre or less free of weeds and hazardous vegetation.
(5) Maintain a defensible space fuel break of thirty (30) feet minimum around the perimeter of vacant and/or undeveloped parcels of one-half (1/2) acre or more.

The simplest and most practical wildfire prevention and mitigation action property owners can take is to treat and remove fuels, including hazardous vegetation and other combustible material, from the area around homes and other structures. While these standards could be limited to only the Wildland Urban Interface (WUI) areas, the City becomes more wildfire resilient as a community when the standards apply to all areas of the community.

Some residents might initially see an increase in costs to comply with the proposed standards, but ongoing compliance should be similar to current landscape maintenance costs. The costs however, are tempered greatly when compared to the high cost of wildfire damage to a home, business, or other property. Further, City residents may ultimately realize economic benefit on their property insurance as the community complies with these best practices.

Packet Pg. 268
Report to Redding City Council March 30, 2022
Re: 9.2(a)--Consider Implementation of Vegetation Management Regulations Page 3 With the City Council’s direction, staff will conduct outreach to residents and other key stakeholders to receive comments and feedback on the proposed standards. After receiving the community’s input, staff will finalize the proposed vegetation management standards document and return to the City Council for further consideration of a City Ordinance.

It is also recommended that the City Council authorize staff to continue to develop additional wildfire mitigation measures within the Building, Fire, and Subdivision Codes contained in the Redding Municipal Code as recommended by CPAW to strengthen wildfire resiliency in the community. A list of recommended changes is also attached to this staff report. It is staff recommendation that the mitigation measures be drafted to apply City-wide, rather than only in the WUI. If so directed, staff will develop the regulations, seek community feedback, and return at a subsequent City Council meeting for further discussion.

Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding.” Attachments
Draft Vegetation Management Ordinance (available online) Additional Wildfire Mitigation Measures For Consideration (available online) Packet Pg. 269

DRAFT NEW ORDINANCE
ORDINANCE NO. _____
AN ORDINANCE OF THE CITY OF REDDING AMENDING TITLE 9
(HEALTH AND SAFETY) OF THE REDDING MUNICIPAL CODE BY ADDING CHAPTER 9.21 (VEGETATION MANAGEMENT) ALL RELATING TO

PROTECTING THE HEALTH, WELFARE AND SAFETY OF THE RESIDENTS

OF THE CITY OF REDDING BY ADOPTING STANDARDS RELATING TO VEGETATION MANAGEMENT.

THE CITY COUNCIL OF THE CITY OF REDDING DOES ORDAIN AS FOLLOWS:

Section 1. Title 9 of the Redding Municipal Code is amended to add Chapter 9.21 with a title to read as follows:

VEGETATION MANAGEMENT
Sections:

9.21.010 Definitions.

9.21.020 Weeds and Hazardous Vegetation Declared Public Nuisance

9.21.030 Exemptions to Public Nuisance

9.21.040 Responsibility of Owner or Responsible Party

9.21.050 Removal of Hazardous Vegetation and Weeds

9.21.060 Enforcement, Abatement and Remedies

9.21.070 Liability and Immunity
Section 2. Title 9 of the Redding Municipal Code is amended to add Sections 9.21.010 through

9.21.070, inclusive, to Chapter 9.21 to read as follows:

9.21.010 Definitions.

A. Combustible Material – Rubbish, litter or material of any kind other than hazardous vegetation that is combustible/flammable and endangers the public safety by creating a fire hazard.

B. Defensible Space – An area either natural or man made, where fuel has been treated, cleared or modified to slow the rate and intensity of an advancing wildfire, to create an Packet Pg. 270 Attachment: Draft Vegetation Management Ordinance (available online) (9.2(a)--Consider Implementation of Vegetation Management area for fire suppression operations to occur, and to reduce the risk to improvements from wildfires.

C. Enforcement Officer – Any City Officer, employee, or agent of the City designated by the Redding Municipal Code or the City Manager to enforce particular provisions of the Redding Municipal Code or any code adopted by the City, and includes the City’s Fire Chief, Fire Marshal, Building Official, Director of Development Services, Code Enforcement Supervisor, and their respective designees.

D. Fire Hazard – A condition or material which, at the determination from the Fire Marshal or his/her designee, by its quality, condition, and/or location of vegetation creates a risk of fire and/or fire spread.

E. Fuel – Any flammable/combustible material including wildland fuels. For purposes of this Chapter, fuel does not include yard fencing, ornamental trees, fire resistant ornamental shrubbery, other fire-resistant planting materials or cultivated ground covers which the Fire Marshal or designee determines are well pruned and maintained so as to effectively manage fuels and not form a means of rapidly transmitting fire from other nearby vegetation to a structure or from structure to nearby vegetation.

F. Fuel-Break – A strip of land in which combustible fuels such as vegetation, trees, shrubbery, grasses and weeds are limbed, thinned, cut, mowed, disked, or otherwise reduced to slow and control the spread of fire.

G. Hazardous Vegetation – Vegetation that is combustible/flammable, in its natural state has the potential to ignite readily, burn intensely and transmit fire from native or landscape plants to any structure or other vegetation, and endangers the public safety by creating a fire hazard including, but not limited to seasonal and recurrent weeds, stubble, brush, shrubbery, trees and dry leaves and needles. Hazardous vegetation also includes live or dead vegetation that allows a fire to climb up from the landscape into the tree canopy, and otherwise referred to as "ladder fuels."
H. Improvement – Any building or structure, permanent or temporary, erected for the support, shelter, or enclosure of persons, animals, chattels, or property of any kind located within the City of Redding.

I. Responsible Party – Any person who is defined as a “responsible party” in Section 1.13.020 of the Redding Municipal Code.

J. Structure – Any dwelling, house, building, or other type of flammable/combustible construction including, but not limited to, a wood fence attached to or near any other structure.

K. Weed – Vegetation, grass, shrubbery, and round wood that is less than ¼ inch in diameter and more than four inches (4”) high, and vegetation that is a health hazard, such as providing a harborage for vermin; fire hazard due to the quantity and/or location; or traffic hazard because it impairs the view of a public thoroughfare or otherwise makes use of the Packet Pg. 271 Attachment: Draft Vegetation Management Ordinance (available online) (9.2(a)--Consider Implementation of Vegetation Management thoroughfare hazardous. Weeds also include plants that bear seeds of a downy or winged nature; sagebrush, chaparral, manzanita, berry bushes, bamboo, and any other brush that can become a fire hazard to the property or adjacent property or right-of-way; poison oak; and dry grass or weed stubble, dry or dead brush or shrubs.

9.21.020 Weeds and Hazardous Vegetation Declared a Public Nuisance.

The growth or maintenance of weeds and/or hazardous vegetation upon lots and parcels of land, or abutting rights-of-way in the City of Redding any time of year when, deemed a fire hazard by the Fire Marshal or designee, is declared to be a Public Nuisance.

9.21.030 Exemptions to Public Nuisance.

A. The term “weed” does not include vegetation that constitutes an agricultural crop or decorative residential landscaping, unless that vegetation is determined by the Fire Marshal or designee to be a fire hazard.

B. It shall not be a violation of this Chapter for property owners to maintain open space or green space vegetation in its natural state either on their property or in common areas when required to do so pursuant to the requirements of state law, city ordinance or land use approval. However, if the Fire Marshal determines it necessary to protect adjacent improved property from fire exposure, an adequate firebreak may be required.

9.21.040 Responsibility of Owner or Responsible Party.

A. The property owner and/or responsible party of any lot or parcel of land within the limits of the City of Redding shall cut and/or remove or otherwise abate weeds and hazardous vegetation growing/situated thereon. It shall be the duty of the property owner or responsible party to continue to remove/abate weeds and hazardous vegetation any time of year or when deemed by the Fire Marshal or designee to be a fire hazard. Property owners/responsible parties are responsible for the following:

1. Defensible Space for Improvements: An owner or responsible party shall maintain a minimum of one hundred (100) feet defensible space measured from the exterior perimeter of any improvement on the owner or responsible parties’ lot or parcel.

Where the distance from the improvement to the property line of the parcel on which the improvement is located is less than the required defensible space, the property owner or responsible party shall only be required to provide the required defensible space to the property line.

2. Defensible Space Along Property Lines: An owner or responsible party shall maintain defensible space of up to thirty (30) feet from the property line of the owner or responsible party’s parcel when the accumulation of fuel on the parcel endangers or encroaches into the defensible space of one hundred (100) feet from the exterior perimeter of any improvement on an adjacent property.

3. Defensible Space Along or Adjacent to Right-Of-Ways: An owner or responsible party shall maintain a defensible space of ten (10) feet minimum from a right-ofPacket Pg. 272 Attachment: Draft Vegetation Management Ordinance (available online) (9.2(a)--Consider Implementation of Vegetation Management way. When used in this Chapter, right-of-way means the traveled way, highways, roadways, streets, private roads and driveways that are on or adjacent to an owner or responsible party’s lot or parcel. The distance may be increased up to and including thirty (30) feet when in the determination of the Fire Marshal or designee that the greater distance is required due to fuel type, arrangement or topography.

4. Vacant and/or Undeveloped Parcels: An owner or responsible party shall maintain vacant and/or Undeveloped parcels of one-half (½) acre or less free of the accumulation of weeds and hazardous vegetation by disking or mowing to a height not exceeding four (4) inches, trees shall be limbed-up to six (6) feet from the ground, and shrubbery shall be thinned or mowed as for grasses and weeds. For vacant and/or undeveloped parcels exceeding one half (½) acre in size, a fuel-break of thirty (30) feet minimum shall be provided around the perimeter of the parcel to protect adjacent structures or properties. All fuel-breaks will include clearance of grasses and weeds to a height not exceeding four (4) inches. Within all fuel-breaks, trees shall be limbed up to a height of six (6) feet from the ground. In addition to fuel-breaks around the perimeter, fuel-breaks may be required through the vacant and/or undeveloped parcel so as to slow the spread of fire should one occur.

5. Brush Piles: Brush piles created as a result of fuels reduction/thinning shall be eliminated as soon as possible, but in no way shall the piles be stockpiled/stored during fire season, as determined by the Fire Marshal or designee. Vegetative materials shall be eliminated by removal, burning or chipping. Burning shall be accomplished during authorized burn season and with a valid permit issued by the Redding Fire Department. Chipped materials must be spread out to a height no greater than two (2) inches.

9.21.050 Removal of Hazardous Vegetation and Weeds.

The following are approved methods for removal or abatement of hazardous vegetation and weeds:

A. The removal of hazardous vegetation and weeds shall be done using methods such as mowing, cutting, grazing and trimming that minimalize surface disturbance, leave the plant root structure intact, and otherwise stabilize the soil and prevent erosion.

Removed trees shall have the stumps cut no higher than eight (8) inches above the ground. Any chipping of trees or vegetation that is done on-site may be allowed to remain so long as it is dispersed over an area not to exceed two (2) inches in depth. If the Fire Marshal or designee determines that difficult terrain, danger of erosion, or other unusual circumstances make strict compliance with this section undesirable or impractical, enforcement thereof may be suspended and reasonable alternative measures shall be provided. It shall be a violation of this Section to violate any condition imposed as an alternative measure by the Fire Marshal or designee.

Packet Pg. 273 Attachment: Draft Vegetation Management Ordinance (available online) (9.2(a)--Consider Implementation of Vegetation Management B. Areas where hazardous vegetation and/or weeds have been removed may be re-planted to the Fire Marshal’s or designee’s satisfaction with single specimens of trees, fireresistant ornamental shrubbery, and other fire resistive planting materials or cultivated ground covers which do not form a means of rapidly transmitting fire from native or landscape plants to any improvement or other vegetation. Re-planting may be required for erosion control.

C. The removal of hazardous vegetation and weeds shall be carried out in conformance with all applicable federal, state and local laws, ordinances, and regulations.

9.21.060 Enforcement, Abatement, and Remedies.

A. Any violation of any Section of this Chapter is a public nuisance subject to enforcement and abatement under Chapters 1.13 through 1.15 of the Redding Municipal Code by any enforcement officer.

B. The remedies set forth in this chapter shall be cumulative and in addition to any other procedure or legal remedy provided for in the Redding Municipal Code or the laws of the State of California. Nothing in this chapter shall be deemed to prevent the City of Redding from commencing alternative administrative, civil, or criminal proceedings.

9.21.070 Liability and Immunity.

The City of Redding and any of its elected officials, officers or employees shall not be liable for failure to abate or enforce any violation of this Chapter, and this Chapter is not intended, nor shall it be construed, to establish a duty of care on the City or Redding or impose a mandatory duty pursuant to Government Code section 815.6.

Section 3. Severability. If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid or unenforceable, such invalidity or unenforceability shall not affect the validity or enforceability of the remaining sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases of this Ordinance, or its application to any person or circumstance.

The City Council of the City of Redding hereby declares that it would have adopted each section, subsection subdivision paragraph, sentence, clause or phrase hereof, irrespective of the fact that any one or more other sections, subsections subdivisions paragraphs, sentences, clauses or phrases hereof be declared invalid or unenforceable.

Section 4. The City of Redding finds that this Ordinance is not a “project” according to the definition set forth in the California Environmental Quality Act (“CEQA”), and, pursuant to CEQA Guidelines sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15061(b)(3) (there is no possibility the activity in question may have a significant effect on the environment), the adoption of this ordinance is therefore not subject to the provisions requiring environmental review.

Packet Pg. 274 Attachment: Draft Vegetation Management Ordinance (available online) (9.2(a)--Consider Implementation of Vegetation Management I HEREBY CERTIFY that the foregoing ordinance was introduced and read by the City Council at a regular meeting on the ____ day of xx, 2022 and was duly adopted at a regular meeting on the ____ day of ___________, 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
_________________________________
KRISTEN SCHREDER, Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ __________________________________ PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 275 Attachment: Draft Vegetation Management Ordinance (available online) (9.2(a)--Consider Implementation of Vegetation Management Additional Wildfire Mitigation Measures For Consideration A. Building Code Changes
i. Update “City of Redding Fire Safe Construction and Methods Application Manual for Wildland-Urban Interface Fire Areas” to include new building requirements and revisions to reflect requirements of current California Residential Code.
ii. Change wire mesh size for attic, eave and cornice vents. iii. Update requirements for exterior windows, window walls, glazed doors and glazed openings with exterior doors on all sides of the structure. iv. Add prescriptive requirement for vents and openings providing access to interior space.
v. Add requirement for the amount of vertical non-combustible surface above finished grade on all exterior walls.

B. Fire Code Changes
i. Add requirement that no combustible finishing material should be located within five (5) feet of a habitable structure.
ii. All accessory buildings within 50 feet of a habitable structure should have same Wildland Urban Interface (WUI) standard as the habitable structure. iii. Minimum of five (5) feet of non-combustible surface, free of vegetation and all other combustible material between outer walls of the habitable space. iv. A minimum of thirty (30) feet horizontal distance between tree crowns and the furthest extent of any habitable structure should be maintained. v. All retained trees within one hundred (100) feet of habitable structure should be pruned to a minimum of six (6) feet above grade level. vi. All firewood and combustible material should be stored a minimum distance of thirty (30) feet from a habitable structure or within an approved emberproof structure. vii. All bark, mulch, vegetative debris within thirty (30) feet of a habitable structure should be no deeper than four (4) inches.
viii. All propane tanks should have a non-combustible surface maintained under and within five (5) feet of them, and should have a minimum clearance of ten (10) feet from any vegetation or combustibles.
ix. Develop a list of fire-resistant plants that focuses on the specific structure and location characteristics of plants that will minimize fire ignition and spread. x. Develop a prohibited plant list, no trees or plants listed should be planted or maintained on the property.

C. Subdivision Code Changes
i. Subdivision design requirements for fire safety should be provided during the initial design review phase.

Packet Pg. 276 Attachment: Additional Wildfire Mitigation Measures For Consideration (available online) (9.2(a)--Consider Implementation of Vegetation ii. Design requirements should support individual Structural Ignition Zone (SIZ) regulation implementation through lot design criteria.
iii. Add references to other WUI requirements.
iv. Reference wildfire in development of setback requirements and ensure slope adjustments are made for defensible space.
v. For subdivisions platted in phases, require that fuel modification prescriptions and subdivision improvements for fire safety are identified within each phase, and require a fire fuel management plan prior to issuance of any grading or building permit.
vi. Identify defensible space, fuel modifications around each building SIZ and applicable common areas.
vii. Update lot and block design criteria to include a provision that ensures all proposed lots are designed to accommodate fire mitigation prescriptions (i.e. defensible space) in the SIZ within their proposed lot boundaries and/or parent parcel.
viii. Add requirement of notations on the final map to require a home ignition zone adjacent to each structure, and identify defensible space.

D. Zoning Code Changes
i. Reconcile zoning ordinance with wildfire safety requirements. ii. Ensure that any conditions, exceptions or alternatives to application submittal requirements do not result in increased wildfire hazard in the SIZ or adjacent uses.

Packet Pg. 277 Attachment: Additional Wildfire Mitigation Measures For Consideration (available online) (9.2(a)--Consider Implementation of Vegetation

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions relative to the City of Redding (City) Downtown Parking Strategy as outlined in the Operational Needs Assessment (Assessment) and summarized below:
(1) Accept the Assessment outlining the status of parking in Downtown Redding and providing recommendations for parking solutions;
(2) Approve the implementation of the Assessment recommendations, including the userpaid parking system in Downtown Redding utilizing multi-space pay stations and rates up to $1.00 per hour depending on location and demand. Staff will return to the City Council for subsequent specific actions to amend parking ordinances and establish increased parking rates as needed to complete implementation of the Assessment; and (3) Adopt a Resolution approving and adopting the 37th Amendment to City Budget Resolution No. 2021-078 re-establishing one full-time Parking Enforcement Officer position within the Redding Police Department utilizing capital funds from the Traffic Mitigation fund.

Fiscal Impact
In September 2019, as part of the Block 7 Project’s Purchase and Sale Agreement, $680,000 was collected to assist with parking mitigation efforts that included the following: signage, parking management equipment, offsite parking lot improvements, the cost of off-street lease agreements, and costs associated with marketing efforts. The $680,000 was added to the Public Works Traffic Mitigation Fund which had a beginning balance of $800,000. To date, approximately $250,000 has been expended from the Parking Mitigation Fund to hire Dixon Resources Unlimited (Dixon), the City of Redding’s (City) parking consultant, and to pay for City-leased downtown parking lots.

MEETING DATE: April 5, 2022
ITEM NO. 9.11(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.11(b)--Consider the Operational Needs Assessment for the City of Redding's parking needs, and adoption of a Resolution re-establishing the Redding Police Department's parking enforcement personnel in Downtown Redding.

Chuck Aukland, Public
Works Director
Packet Pg. 278
Report to Redding City Council March 31, 2022
Re: 9.11(b)--Downtown Parking Implementation Strategy Page 2 Staff anticipates utilizing the remaining funds to initially implement the proposed parking strategy as recommended in the Operational Needs Assessment. This includes continuing to lease private lots, establishing a modern enforcement program, purchasing new technology and equipment for enforcement, funding a Parking Enforcement Officer, data collection, and completing City-owned parking lot improvements at two locations on Pine Street. The initial one-time costs are projected to be approximately $327,000 to get the system up and running not including personnel costs that are already budgeted or the lot improvements. To fully implement the recommended strategy, approximately $678,500 is needed annually. The costs include funding for enforcement personal and equipment, lot maintenance and signage, adjudication/collection of fines/appeals, capital replacement funds, lease and utility expenses, maintenance of new collection equipment, transaction fees, and administration.

The source of on-going funding is proposed to be generated from user-paid parking fares and fines. Currently, the City annually collects approximately $30,000-$45,000 from meters and an additional $30,000-$40,000 from parking fines that are highly influenced by the amount of enforcement employed throughout the year.

Dixon provided program cost estimates, and collected data from other jurisdictions, and recommends a user-funded system that utilizes modern revenue collection techniques, including mobile applications and pay-stations as well as new enforcement tools and technology. It estimates the rates required to fully fund the recommended system may be up to $1.00 per hour.

This rate would be consistent with the two newly constructed private parking garages downtown.

The current meter rate is $0.20 per hour. Dixon also indicates that the parking fine rates are outof-date and should be updated.

Assuming a 60 percent compliance rate and 75 percent utilization rate, sufficient revenue should be generated by the proposed collection system at the proposed new rate to cover the cost of the technology and equipment as well as the administration and maintenance of the system. Costs to provide the personnel, administration, and adjudication of the enforcement system will derive from the associated fines generated. Rates, demands, and revenues will be evaluated as the program matures and some adjustment will likely be needed.

Alternative Action
The Council may choose not to accept the Operational Needs Assessment and/or the proposed parking strategy. This action would require staff to develop an alternative plan and return to the Council at a later date, as parking in the Downtown Core requires refocusing to manage the redevelopment activities that are underway. The Council should consider the following when considering an alternative action.
• The City partnered with the private sector to obtain an Affordable Housing Sustainable Communities Program grant to assist with the development of the new Block 7 California Street (Block 7) parking structure. The Block 7 parking structure is a private parking structure available to the public and will be a user-paid parking facility to ensure sustained operations and replacement revenues. The parking strategy recommendations made in the Operational Needs Assessment are designed to be consistent with and support this facility without undermining its use by providing free or reduced parking nearby.

Packet Pg. 279
Report to Redding City Council March 31, 2022
Re: 9.11(b)--Downtown Parking Implementation Strategy Page 3 • The City of Redding General Fund currently subsidizes the Parking Fund which has been underfunded for many years. Depletion of the parking mitigation funds noted above will necessitate dedicating annual resources once again including sustainment of leased private lots. These lots are critical to support the parking demand. It is estimated that $392,000 in on-going annual costs will be needed to support a sustainable model if a user-paid system is not implemented. In addition, the remaining older parking meters will continue to decline resulting in a loss of approximately $30,000-$45,000 in annual revenue which could further exacerbate the funding deficit.

The Council may also provide alternative direction to staff.

Background/Analysis
The City’s metered parking system was first implemented in 1947. The single space parking meter rate was set at $0.01 per 12-minutes or $0.05 per hour. Off-street parking lots were $0.25 per 10 hours. Over the subsequent 25 plus years, the City added 12 off-street parking lots and by the mid-1970s the system had grown to over 1,300 metered spaces in a combination of on-street and off-street public parking spaces.

The construction of the Downtown Mall in the mid-1970s launched a series of events in the Downtown area that precipitated the eventual decline of the parking system. Over time, in an effort to encourage downtown development and activity, the City removed parking meters in several prime locations, sold City-owned parking lots for redevelopment, reduced maintenance obligations, and provided free parking on the off-street parking lots.

In 1989, the City increased parking rates to $0.20 per hour to curb the growing deficit and deferred maintenance backlog. By 2005, the City’s General Fund was again subsidizing the Parking Fund and funding for enforcement personnel, capital, rolling stock, and maintenance was removed. Staff recommended raising parking rates to $0.75 per hour to cover the minimum costs of operating the system and replace/repair the existing City owned parking lots. However, downtown business owners and organizations requested the City not raise rates citing the lack of activity and redevelopment concerns. The Council took no action. Since that time and prior to the recent revitalization efforts, the City sold the Pine Street Parking Lot #3 leaving 1,002 offstreet public parking spaces (including Lots 4, 11, and the California Street Parking Structure) and 552 on-street parking spaces for a total of 1,554 spaces. Of those, 430 are designated meter locations with just 189 active meters in operation today due to the lack of replacement parts for the aged mechanical meters.

The City is experiencing significant growth with major investments of both private and public funds in the downtown area. To ensure the City is well-positioned to manage the parking needed for the significantly changed landscape in the downtown core, including the demolition of the 640 space California Street parking garage, the City engaged a consultant team to prepare the community-based Downtown Redding Parking Strategy (Parking Strategy). On September 3, 2019, the Council accepted the Parking Strategy and directed staff to: (1) acquire additional parking supply to manage demand during the construction activities; and (2) work with the downtown business/property owners and other stakeholders to develop a sustainable parking system in Downtown including funding sources and implementation needs.

Packet Pg. 280
Report to Redding City Council March 31, 2022
Re: 9.11(b)--Downtown Parking Implementation Strategy Page 4 In line with that direction, staff increased the parking supply by 628 spaces through private leases, additional on-street angled spaces, construction of the Downtown Streets Circulation and Market Center projects, and partnerships with both the Redding Area Bus Authority (RABA) and The McConnell Foundation. Prior to the demolition of the former California Street parking structure, the utilization rate of public spaces in the Downtown Core was approximately 65 percent. With the added supply, and demolition of the former parking structure, recent counts indicate parking utilization is still hovering around 65 percent. The new Block 7 parking structure is nearing completion and will add an additional 398 spaces. The parking supply is clearly meeting the demand. However, parking location, turnover rates, enforcement, maintenance, and how the system is funded remain significant challenges.

To develop a sustainable and funded parking system, staff engaged the downtown businesses, property owners, and the general public to develop an implementation plan to meet the long-term recommendations identified in the Parking Strategy. Dixon was retained to work with staff and the stakeholders to develop recommendations for implementation. The resulting Operational Needs Assessment summarizes the stakeholder feedback, assesses the current state of the parking system, and provides a recommended implementation strategy for an efficient and sustainable parking system tailored to the City’s needs.

One of the foundational goals of the Operational Needs Assessment is the generally accepted strategy to manage parking in a method that maintains an 85 percent parking utilization rate throughout the system. This utilization rate maintains a good mix of open parking spaces near businesses and storefronts, with an effective turnover rate, and moves longer term parkers to areas of lower demand. While the overall usage of available public parking spaces in the downtown area seems to remain between 60 and 65 percent, over multiple years of analysis, there are areas in the main Downtown Core and near the courthouse that tend to have a higher than the 85 percent ideal utilization rate with little to no turnover during the day and only a 30 percent meter compliance rate. Expectedly, the outlying public spaces have utilization rates well below 50 percent, with some leased lots seeing little use throughout the day. To effectively manage the parking system and distribute parking to underutilized spaces, the Operational Needs Assessment provides a series of recommendations in order to achieve a balanced 85 percent utilization rate.

Managing the parking system takes resources. Through analysis and stakeholder input, it was determined that the downtown business community is reluctant to fund a parking system, and the General Fund has other obligations and priorities that keep it from being able to absorb the added cost of subsidized parking. Therefore, a user-paid parking system is the City’s best option. The Operational Needs Assessment provides a path to implement a fully self-funded system. It requires purchasing new equipment and implementing a suite of technologies including software for data collection and enforcement as well as collection systems. In addition, costs for administration, maintenance, capital replacement, enforcement/adjudication, lease, and utility expenses are captured – most of which is required with or without the user-paid collection and data management/enforcement systems. Providing a parking system free of user-paid charges will cost the General Fund roughly $392,000 annually and adding the user-paid collection equipment and data management/enforcement systems for an effective system will add an additional $286,500 annually in equipment, software, transaction fees, and administrative costs.

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Re: 9.11(b)--Downtown Parking Implementation Strategy Page 5 The overall recommendations will be implemented in various phases as the system adapts to the demands sparked by development. Should the Council approve the Operational Needs Assessment recommendations for an overall user-paid parking strategy, staff will implement the recommendations in a phased approach by fulfilling near term (next six months) needs to procure equipment and resources to get the program up and running coupled with longer term strategies (next year or two) based on data analysis to adapt to the changing parking demands as the Downtown continues to develop.

Near Term Needs – Recommendations
Enforcement - One of most common complaints of the current parking system is the inconsistent parking enforcement that allows vehicles to remain in parking spaces for longer than the two-hour maximum. The Operational Needs Assessment recommends at least one and possibly two full-time parking enforcement personnel, or ambassadors, to fully cover Downtown during the regulated hours. The City has not funded a parking enforcement position since 2009.

As part of the overall recommendation, a resolution is attached that would amend the Redding Police Department budget to allow the re-establishment of the “Parking Enforcement Officer” position.

Data Management - To effectively manage the system, parking data must be obtained and analyzed. The Operational Needs Assessment recommends procuring an automated Citation and Permit Management System (CPMS) in concert with license plate recognition technology. The CPMS will provide a resource to gather data and would be integrated into City financial systems to automate notifications, citation payment, and other functions. This system would significantly streamline and modernize operations for the new Parking Enforcement Officers by automating tickets and notifications. The system will also provide data on utilization rates to understand where long term parking demands are located versus shorter duration needs and provide necessary information to make informed decisions on rates, enforcement, and resources.

Payment Collection Systems – The existing inventory of mechanical meters are depleted, unable to modify rates, and unsustainable. The Operational Needs Assessment recommends procuring multi-space meters (pay stations) and mobile payment systems. These systems are required to have a robust back end management software, that collects credit card payments, provides data, and can implement parking management tools such as temporary, residential, and employee permits. This software requires annual costs and will require payment of credit card transaction fees. It is recommended to start with 40 pay-stations to provide adequate coverage in the near term.

Rates – To create a sustainable infrastructure cost model, rates paid by users should cover the minimum costs to operate the system. Based upon 40 pay-stations, Dixon recommends rates up to $1.00 per hour are needed depending on utilization and demand. As data is collected, the number of pay-stations necessary to meet the ideal utilization rate of 85 percent will be evaluated. As part of the overall inventory, the two new private parking garages need to be factored into the rates to ensure consistency with the overall system. Consistent rates will level the playing field and distribute parking availability to user demand. In the first year, there will likely be a need to adjust as new facilities open which may require the addition or relocation of metered areas, adjustment of time limited parking zones, or the reduction of rates charged for perimeter spaces to incentivize usage. Monthly employee or residential parking permits issued at reduced rates will also be evaluated in the longer-term that may also incentivize parking in areas of lower demand.

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Report to Redding City Council March 31, 2022
Re: 9.11(b)--Downtown Parking Implementation Strategy Page 6 Municipal Code Update – In order to allow the use of multi-space meter stations, the use of credit cards or mobile payment tools and CPMS software, the City of Redding Municipal Code will require updates. These updates will modernize the ordinance to allow for alternative payment methods, streamline modifications, and clarify various aspects of the parking management system. A revised ordinance that lists a variety of changes to Chapter 11 of the Redding Municipal Code will require the Council’s approval in a follow-up action.

Longer Term Recommendations
Should the Council authorize the near-term recommendations and user-paid strategy, the first actions noted above will be implemented to get a consistent enforcement program initiated. This process could take three to six months to get up and functioning. As the system matures and adjustments/improvements are identified, staff will begin to address additional programs and/or agreements including:
• Continued interactive communication with the Downtown Community. Initially staff and the consultants will need to work with business owners to address individual concerns and foster relationships to leverage shared parking agreements and/or obtain additional or remove leased lots from the inventory. This may also include the development of a validation program with the business owners.
• Perimeter lot evaluation to be utilized as long-term parking and analyzed for development of an employee parking program. The employee parking permit system may address lowincome workers, students, elderly, and any other group that may need reduced rate permit parking.
• The residential permit system will be re-assessed and may be moved to the automated system consistent with the overall parking strategy.
• A Downtown parking wayfinding sign program will be developed, and may be in conjunction with overall marketing and branding efforts for Downtown. • A concerted effort will be made to develop multi-modal transportation connections with the Shasta Bike Depot, RABA, and other modes of transportation such as the Downtown Area Shuttle (DASH). The program will also address Transportation Network Companies (TNC) which are “ride hailing” or “ridesharing” organizations that use mobile applications, enabling people to secure individual and carpooling rides from drivers who use their own vehicles.

Throughout this process, staff maintained a robust website providing parking maps of available lots, posting materials from the parking outreach and links to the many public workshops and presentations completed by staff and the consultants. Over the last six months, five public workshops on the topic were held both online and in-person. In recent weeks, a parking survey was conducted which gathered over 200 responses that include a range of comments. The most common complaints noted refer to the mix of enforcement levels, non-functioning parking meters, fear of paid parking damaging the economic vitality of downtown, and the inability to find an open parking space. Overall, however, there was strong sentiment that now is the time for action. The proposed implementation plan will provide a flexible and adaptable strategy to manage the parking demands and ensure the most efficient operation and customer service for the community.

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Re: 9.11(b)--Downtown Parking Implementation Strategy Page 7 Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Communication and Transparency - “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Resolution
Cost Breakdown (available online)
Operational Needs Assessment Outline (available online) Interim Parking Plan Timeline (available online)
Current Parking Map (available online)
Parking Supply and Demand (available online)
Downtown Parking Survey Results (available online)
09-03-19 Staff Report (available online)
Packet Pg. 284
Resolution No. 2022 - ____________

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 37TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078
APPROPRIATING $0 FOR THE CREATION OF ONE FULL TIME PARKING ENFORCEMENT OFFICER POSITION FOR FISCAL YEAR 2022-23.

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2021-078 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
122 742 PARKING $0
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

FISCAL YEAR 2022-23

USE SOURCE

OF FUNDS OF FUNDS
Increase(Decrease) Expenditures
122-742-0111-01 Full Time Regular $ 44,600
122-742-0171-01 Worker's Comp 1,570
122-742-0173-01 Group Insurance 20,100
122-742-0175-01 Retirement Program 15,160
122-742-0177-01 Medicare 650
122-742-1848-01 Parking Systems (82,080)
Total $ - $ -
PERSONNEL FY 2022-23
Parking Enforcement Officer 1 FTE
THAT the purpose is to appropriate $0 for the creation of one full time Parking Enforcement Officer position fiscal year 2022-23.

I HEREBY CERTIFY that the foregoing Resolution was introduced at a regular meeting of the City Council of the City of Redding on the _________ day of ___________, 2022 and was duly adopted at said meeting by the following vote:

Packet Pg. 285 Attachment: Resolution (9.11(b)--Downtown Parking Implementation Strategy) AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

KRISTEN SCHREDER, Mayor
ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 286 Attachment: Resolution (9.11(b)--Downtown Parking Implementation Strategy)

ANNUAL ESTIMATED PARKING BUDGET

COMARISONS
*Bold indicates new items or additional expenses
Current ANNUAL Parking Budget
Parking Ambassador Personnel Enforcement Personnel $0
Parking citation adjudication
hearings/review personnel
Additional duty for Engineers and RPD $6,500
Parking Maintenance personnel
Enforce, Collection, Sweeping,
Cleaning

0.8 Full time equivalent $85,000
Utilities, Equipment and
Administration
Utilities, fixed charges, tools and
equipment for maintenance.
$29,500
Rolling Stock annual costs Upkeep and replacement of rolling stock $0 Major repair/replacement costs of Lot
#4 and Lot #11
Periodically Repaving, landscaping and
lighting of City owned facilities
$0
Leasing parking lots The amount is currently funded by the parking mitigation fund.
$72,000
Total On-going Parking Expenses $193,000
Minimum ANNUAL Parking Budget Required
Parking Ambassador Personnel 1.0 Full time equivalent $95,000 Parking citation adjudication
hearings/review personnel
A portion of Public Works staff time for
this duty. Added with increased enforce.
$10,000
Parking Maintenance personnel
Enforce, Collection, Sweeping,
Cleaning

0.8 Full time equivalent $85,000
Utilities, Equipment and
Administration
Add 0.25 Full time equivalent plus
utilities and equipment
$80,000
Rolling Stock annual costs Upkeep and replacement of rolling stock $15,000 Major repair/replacement costs of Lot
#4 and Lot #11
Periodically Repaving, landscaping and
general maintenance costs of City owned
facilities
$35,000
Leasing parking lots Costs to continue leasing the existing private lots
$72,000
Total On-going Parking Expenses $392,000
Packet Pg. 287 Attachment: Cost Breakdown (available online) (9.11(b)--Downtown Parking Implementation Strategy) *Bold indicates new items or additional expenses
Estimated Annual Operational Costs of the Proposed Self-funded Parking Strategy
Operations of the Mobile
applications and Pay stations
On-going Annual Costs for Credit card
transactions
$160,000
Operations of the Enforcement
Technology
On-going Annual Costs $41,500
Parking Ambassador Personnel Increase to 1.5 Full time equivalent - Staff redirected or new staff hired
$140,000
Parking citation adjudication
hearings/review personnel
Part Time - A portion of a Public Works
staff members time is allocated to this task
$10,000
Parking Maintenance personnel
Enforce, Collection, Sweeping,
Cleaning

0.8 Full time equivalent $85,000
Utilities, Equipment and
Administration
Increase to 0.5 Full time equivalent plus
Consultant Services
$120,000
Rolling Stock annual costs Upkeep and replacement of rolling stock $15,000 Major repair/replacement costs of Lot
#4 and Lot #11
Periodically Repaving, landscaping and
general maintenance costs of City owned
facilities
$35,000
Leasing parking lots Continue to lease the existing private lots $72,000 Total On-going Estimated Expenses for a Self-funded System $678,500 Packet Pg. 288 Attachment: Cost Breakdown (available online) (9.11(b)--Downtown Parking Implementation Strategy) Estimated First Year Expenses to Develop the Parking Strategy Funded with Parking Mitigation Fund
Expense Amount Type Cost
Citation Permit Management
System (CPMS)
1 Purchase software to handle permit and
citations and coordinate with finance.
$30,000
Purchase License Plate
Recognition (LPR)
Technology
1 Purchase equipment for efficient
parking enforcement
$30,000
Parking Ambassador Vehicle
for LPR Installation
1 Reallocate existing electric vehicles to
parking
$0
Pay Stations - Pay by Plate
model
40 Operating and Hardware Costs – in a
lease model
$150,000
Installation of Pay Stations 40 Installation by Vendor $10,000 Sign agreement with Parking
mobile application
1 Fees are paid through the use of the
application
$0
Operations, Data Collection,
Administration Personnel
1 Dixon Resources has provided a
contract amendment to manage for the
first year
$107,000
Total Expenses to Initiate Program $327,000
Packet Pg. 289 Attachment: Cost Breakdown (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 1
Operational
Needs
Assessment
Outline
City of Redding, CA
FINAL
November 2021
Packet Pg. 290 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 2
City of Redding
Operational Needs Assessment Outline
Prepared by Dixon Resources Unlimited
on behalf of the City of Redding, CA
Packet Pg. 291 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 3
Table of Contents
Introduction................................................................................................................................................................... 4 Assets, Technology, and Policies ............................................................................................................................... 7 Parking Management and Enforcement..................................................................................................................14 Wayfinding and Parking Guidance ..........................................................................................................................17 Alternative Modes of Transportation .......................................................................................................................19 Walkability...................................................................................................................................................................21 Conclusion ..................................................................................................................................................................25 Appendix A. Comparable Cities Analysis................................................................................................................33 Packet Pg. 292 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 4
Introduction
The City of Redding (City) retained Dixon Resources Unlimited (DIXON) in July 2021 to provide an Operational Needs Assessment of the City’s parking program. The assessment also included a review of the City’s Municipal Code to identify opportunities to enhance flexibility and enable the use of optimized parking technology.

The project team defined the following project objectives:
• Evaluate the City’s current parking operation, including on- and off‐street parking, parking meter revenue collection and reconciliation processes, enforcement practices, citation processing, and current parking meter technology.
• Review best practices for both on- and off‐street parking, and asset security of the entire parking program, including meter collection, parking enforcement, and permitting. • Review current parking management policies and strategies. • Gather operational information and feedback during interviews with key City staff and community members.

Evaluation of the above resulted in the development of this Operational Needs Assessment Outline.

Recommendations contained in this outline are intended to serve as the foundation that is needed to establish an effective and efficient parking program in Downtown Redding.

About Redding
Redding is a northern California city located on the
Sacramento River in Shasta County. Downtown
Redding is a developing hot spot with new
residential developments, commercial buildings,
mixed-use complexes, and office space. Downtown
Redding is also home to Shasta County’s new Court
House, County Jail, and other County public offices.

This influx of new and planned development
anticipates an ongoing increase in parking demand.

In preparation, the City is seeking opportunities to
optimize parking management to meet present and
future parking demand.

Guiding Principles
The 2018 Downtown Redding Specific Plan Update identified the following guiding principles that define the vision for Downtown Redding. The parking management recommendations throughout this outline will contribute to these priorities by enhancing the parking experience and streamlining operations. • Identity – Provide Downtown with a distinct identity, personality, and coherent image. • Aesthetics – Create a Downtown with an attractive urban design that appeals to the community and its visitors.
1 Figure 1: Mural in Redding
Packet Pg. 293 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 5
• Land Use – Develop a mix of Downtown land uses that attracts visitors and meets the needs of the community.
• Community – Develop Downtown as a gathering place and heart of the community. • Active Transportation – Encourage pedestrian and bicycle travel throughout Downtown and strike a balance with the auto-oriented environment.
• Historic Preservation – Protect and enhance the historic character of the Downtown. • Relationships – Create connections between existing positive features around Downtown. • Natural Environment – Protect and increase the trees lining the streets, Downtown’s sustainability, and connections to natural resources.
• Management – Establish a well-managed, committed Downtown community that attracts, retains, and expands businesses.

Stakeholder Feedback
During an August 2021 site visit, the DIXON team met with City staff and stakeholders, including community organization representatives, business owners, employees, and residents, to identify challenges and areas for improvement related to parking in Downtown Redding.

Feedback from interviews highlighted interest in improving the Downtown core to transform Downtown Redding into a
vibrant and popular destination. Various stakeholder groups identified that there may not be a parking shortage or
availability issue; rather, there may be a “walking and enforcement issue.” Stakeholders expressed that community members have become accustomed to ignoring parking
limitations as a result of rarely receiving parking citations. Of those who were interviewed, most agreed that a common
expectation is that parking should ideally be available within one block of a destination. When asked what a reasonable walking distance was, a common answer was less than three or four blocks.

The following table provides a summary of the feedback
received, organized by topic. Stakeholders were excited overall about upcoming developments and the opportunity for parking management improvements.

Table 1. Summary of Stakeholder Feedback
Topic Summary of Stakeholder Feedback
Development
• The upcoming development in Downtown is exciting but may impact parking availability.
• Additional underground parking could be considered for future development projects.
• After the demolition of the California Street garage, some stakeholders do not know where to park.
• The new Shasta County courthouse will not provide additional parking and will likely impact surrounding streets.

Figure 2: Downtown Signage on Market St.

Packet Pg. 294 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 6
Topic Summary of Stakeholder Feedback
Parking Guidance • The process of finding parking in Downtown should be simplified. Residents and visitors should not have to circle the block to find a parking space.

Enforcement • Parking enforcement coverage is inconsistent.

Parking Supply
• Some stakeholders are of the opinion that there is not enough parking in Downtown Redding.
• Some stakeholders think there are too many off-street parking lots in Downtown Redding.

Paid Parking
• Some stakeholders noted that parking should be free while others believe that charging for parking is necessary.
• The paid parking rate structure should not discourage customers from staying Downtown throughout the day to patronize multiple businesses. • Customers should have the option to validate their parking. • A mobile payment application would be a convenient payment option for paid parking locations.
• On-street paid parking may impact the private parking facilities that do not charge for parking.

Employee Parking
• Sometimes, employees park immediately outside of storefronts, which displaces availability for customers.
• An employee parking permit program would be helpful.
• Business owners should have the option of purchasing permits for their employees in bulk.

Loading Zones • Loading zones in certain alleys may be helpful for deliveries.

Overnight Parking • Parking should be prohibited overnight on Downtown streets.

Electric Vehicles • Additional electric vehicle (EV) charging stations would be helpful.

Walkability
• Some drivers expect that parking should be available immediately outside of their destination and are unwilling to walk to/from parking. • Walking more than one block from a parking space to a destination may be too far for some.
• Making Downtown more pedestrian friendly is a priority for some stakeholders.
• Pedestrian safety and accessibility could be enhanced by increased lighting and mitigating sidewalk closures during construction.

Alternative Modes of
Transportation
• Alternative modes of transportation such as busses or shuttles could be leveraged to enhance access to and from off-street parking locations. • The Downtown Area Shuttle (DASH) is infrequent, unreliable, and does not operate late enough into the evening.

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Assets, Technology, and Policies
This section outlines findings from a review of existing parking program assets, technology, and associated policies. The recommendations consider opportunities to optimize the operation by leveraging existing assets, making strategic investments, and modernizing policies.

A. Parking Supply
Summary:
• In 2018, the City’s Parking Strategy Plan estimated that Downtown Redding had a total of 4,651 spaces with an average demand of 2,506 spaces.
• The parking supply consists of on-street parking spaces, parking lots, and parking garages. • Most parking spaces were in good condition. Some parking lots, however, were missing lane striping and ADA-compliant parking stalls.
• There is a mixture of time limited and metered parking . • Since the 2018 study, parking demand fluxes have been tied to the construction of new developments. • The Parking Strategy Plan estimated that after all planned developments are completed (including two mixed-used developments and the Shasta County Superior Court house) peak demand would rise to 3,001 spaces with a net loss of 260 spaces.
• The underground private parking facility below the Market Center project recently opened and can be accessed from the Yuba Street connection to Pine Street Alley. The 2018 Parking Strategy Plan estimated that there would be a net zero impact on parking supply with the construction of this garage. • The new parking facility provides 83 parking spaces to Downtown with an additional private 18 spaces on the ground floor of Market Center. The parking rate is $1.00 per hour and the facility is open to the public 24/7.

Assessment:
• According to the 2018 data collection, Downtown Redding appears to have sufficient parking to meet demand. However, during stakeholder interviews, the opinion on parking supply varied. It was reported by some that they believe Downtown Redding does not have a parking problem, they have a
“walking” problem as residents and visitors do not wish to walk further than one block to their destination. However, others reported that Downtown Redding does not have
enough parking and some stakeholders believed additional parking supply is needed. The variation in opinion indicates that the City is facing a parking management challenge, not a parking supply shortage. Examples include:
o The perception that parking lots are frequently full
could be due to parking demand clustering in prime
locations.
o Some drivers may be unaware of where to find available parking due to a lack of signage and messaging.
2 Figure 3: 1551 Market St Garage Parking
Rates
Packet Pg. 296 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 8
o Inconsistent time limit enforcement may be contributing to low turnover rates, which decreases availability.
o Employees may be parking outside of businesses, potentially displacing the convenient parking from customers.
o There could be an imbalance in short-term and long-term parking supply that is not meeting the demands of the community.
• Development projects could impact parking demand patterns in Downtown Redding. o For example, it was a common concern that the new Shasta County Superior Court building would increase parking demand dramatically without increasing any supply. ▪ It was reported that this new building would triple the number of court rooms without providing any additional parking for employees, visitors, and jurors. ▪ This could cause a strain on the existing on-street parking and parking lots near the County building, potentially causing spillover parking into prime Downtown locations. o The City’s inventory of parking will increase when the Block 7 garage is completed. o The City is encouraged to collect ongoing parking data to evaluate evolving parking impacts, future parking management strategies and whether additional parking supply is needed to meet developing demand (see Section 2-B).
• It is important that parking be easy, convenient, and accessible in Downtown Redding, which is why the City is encouraged to pursue the parking management strategies identified throughout this outline.

B. Time Limits and Paid Parking Policies
Summary:
• Some streets in Downtown Redding are time limited. These are designated through the City’s Traffic Control Map and identified by posted signage.
• Time limit operating hours are from 9 a.m. to 6 p.m. except holidays and Sundays. • There are six different types of time limited parking zones:
o 3 Hours
o 2 Hours
o 1 Hour
o 45 Minutes
o 30 Minutes
o 12 Minutes
• No vehicle may be parked on any street or alley for more than 120 consecutive hours. • Downtown Redding has 414 single-space parking meters in various on-street locations. o In 2009, the City removed parking meters from the off street (surface) parking lots providing all day and some time limited locations at no charge.
• The current rate structure is $0.20 per hour with a maximum of 2 hours.

Assessment:
• The City would benefit from a demand-based parking program where policies are adjusted based on the actual occupancy and utilization of the curb space. o The occupancy rate for a location is the percentage of parking spaces utilized (vehicles counted ÷ total supply of spaces). Policy changes should be made with the intent of reaching the 85 percent parking industry-standard target occupancy rate for on-street parking. ▪ Based upon the 85 percent target occupancy rate, there should be enough vacant parking spaces to mitigate congestion from drivers searching for spaces and to Packet Pg. 297 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 9
minimize oversupply concerns, which is an inefficient and costly use of valuable land. ▪ Parking management and policy decisions should be made with the 85 percent occupancy target in mind.
▪ Peak periods resulting from special events or holidays are typically managed by exception.
o Ongoing parking data collection would allow the City to measure the impact of policies and make data-driven decisions.
o Specifically, the consistent collection of parking occupancy and duration data would enable the transition to a demand-based parking program.
o A demand-based program would transform how time limits and paid parking rates are defined. o To support this approach, parking policies must be consistently enforced in order to measure their true impact.
• Modern parking technology provides ongoing data that allows for the evaluation of parking demand.

Many municipalities leverage this data to both increase and decrease paid parking rates as needed to influence parking behavior.
• Typically, the highest demand locations should be priced a premium while underutilized areas are incentivized with a discounted rate.
• As a result, parking demand would be less likely to cluster in high-demand locations, which improves access and eases congestion.
• Time limits are also effective at encouraging turnover, but only when consistently enforced.
• To support a demand-based parking program, the City should consider reintroducing paid parking and incorporating a monthly permit parking program within the off-street parking lots.
o The initial rate structure could be set at market rate incorporating what comparable cities charge in addition to local private operators but then adjusted over time incrementally based on ongoing data. • The City should introduce a no re-parking ordinance in their municipal code.

This ordinance would prohibit a vehicle that has been parked longer than the posted time limit to be moved and re-parked within a designated distance like the same block face, parking lot, or garage after the expiration of the maximum posted time limit.
o A vehicle may not return with a designated distance to the initial block face, parking lot, or parking garage sooner than a designated time, i.e., two hours, following the expiration of the initial time period. o Existing time limits can be strengthened using a no re-parking ordinance, which will ensure that time limited areas are only used for the posted time. Longer parking sessions should ideally be accommodated by off-street parking. • There is also an opportunity to expand paid parking to other areas. o Paid parking is inconsistently located throughout the Downtown. ▪ Introducing paid parking in high demand areas encourages turnover and enhances parking availability. As the community becomes more familiar with the updated program, they will recognize the opportunity to find more affordable options at fringe locations if they are willing to walk.
• The City should consider implementing employee permit parking zones that would help mitigate the issue of employees utilizing high-demand customer parking spaces. o Employee parking zones can be implemented in off-street parking lots or garages that are Figure 4: Two Hour
Parking Limit Sign
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located on the perimeter of the Downtown core area. This will increase the customer parking availability in high demand locations.
o Increasing on-street enforcement will also expand the need and demand for employees to utilize the employee permit parking zones.
• Offering low-cost employee parking permits will incentivize employees to utilize the off-street permit parking locations. To enable data-driven decisions, there are a variety of Municipal Code updates that should be considered to enhance flexibility for policy changes. o For example, rather than defining the specific length of time limits and operating times within the Municipal code, the City has the opportunity to designate these details based upon posted signage alone. This would streamline the process for future policy adjustments and enable the City to transition to a data-driven policy approach.
o Similarly, a range of paid parking rates could be established within the Municipal Code that would allow the City to adjust hourly rates based on data with the intent of reaching a desired occupancy rate.
• The City should also reduce the 120-hour rule to 72-hours in order to align with the California Vehicle Code (CVC).

C. Parking Meters, Collections, and Maintenance
Summary:
• There are approximately 200 Duncan electromechanical single space meters, and the remaining are mechanical.
o These parking meters are outdated, and some of the spare parts are no longer sold by the vendor. As a result, not all meters are functioning, which impacts not only revenue but also the ability to effectively manage parking demand.
o Meter rates and hours of operation are not clearly posted. • Public Works maintains and collects the meters.
o Meter maintenance is primarily compliant driven and addressed when meter monies are collected.
▪ When the Public Works department receives a report that a meter is inoperable, the information is inputted into the Cartograph work order system.
▪ Public Works reported that the majority of work orders are for jammed coin slots.
▪ If a meter cannot be repaired, the meter has been removed from its location and typically not replaced due to limited resources which is the cause for the infrastructure gaps throughout the downtown.
• Meters are typically collected on a weekly basis. Many of the meter poles include a dual meter head.

Both single and dual space meters include an open coin receptacle, the dual meter shares a single coin receptable.

Assessment:
• Mechanical and electromechanical meters are outdated and not adaptable to rate changes, special event rates, or dynamic rate structures. Replacing on-street meters with digital single-space meters or multi-space pay stations would be advantageous. Parking rates would need to be significantly changed in order to create a sustainable infrastructure cost model. • Ideally, the City would replace existing single-space parking meters with multi-space meters (pay Figure 5: Existing Meters
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stations) and mobile payment.
o There are three main operational configurations for multi-space pay stations:
▪ Pay and Display: The driver parks, purchases parking session time at the pay station, and then returns to the vehicle to display the dashboard receipt. ▪ Pay by Space: The driver parks in a numbered space, then pays at the pay station using the parking space number. The driver is not required to return to the vehicle because payment is electronically tied to a space number. Parking enforcement uses a web application to verify payment status by parking space number. ▪ Pay by Plate: This configuration is similar to pay by space, but the driver enters the license plate number at the pay station to record payment. This method does not require drivers to return to their cars. Parking enforcement verifies payment status by license plate using a web application.
• The City should implement a Pay by Plate configuration due to the efficiencies and flexibility that plate-based systems incorporated with mobile payment options. Ideally, the City will leverage license plate recognition (LPR) technology for enforcement purposes (LPR explained in the next section). o If paid parking is reintroduced into the off-street parking lots, the same pay station/mobile payment solution can be utilized.
• Currently the Municipal Codes specifically refer to the use of single-space meters and coins. Municipal Code language will need to be updated and expanded to enable multiple parking payment devices and payment methods.
• Payment methods should be expanded to enhance customer convenience and minimize the frequency of coin collections and counting.
o In addition to coin, pay stations should accept payment via credit card combined with a mobile payment application.
▪ Continuing to accept coins at pay stations will comply with the Coin Act of 1928 and offer an equitable solution for those who may not have a credit card or mobile device. ▪ This would streamline pay station collections, counting, and maintenance processes as well.
• By encouraging payment via credit card or mobile payment application, the frequency of coin collections can likely be reduced.
• The use of bills is discouraged because bill note acceptors tend to require the most maintenance.
▪ The City’s current paid parking rate is much lower than most municipalities in California of similar size, and the ongoing fees associated with credit card transactions cannot be sustained by the current rate. Therefore, in order to update the paid parking infrastructure, the City must consider a rate increase along with the transition to pay stations and mobile payment. This will help make the program sustainable. • Meter maintenance should be established on a reoccurring schedule in order to sufficiently maintain all paid parking equipment.
• With the implementation of pay stations, meter monies will be contained in a secure closed-canister system which provides a level of financial reconciliation that does not currently exist. o Pay stations provide payment transaction data that can be verified against coin counting and bank deposit receipts. Revenue trends should be tracked over time to check for anomalies, and any variances in the collections and counting process should be investigated.

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D. Parking Permits
Summary:
• There is no employee parking permit option provided by the City for employees that work in Downtown Redding.
• In order to aid residents living Downtown, the City Council may designate a residential parking permit area if it is found that the area is predominantly residential, but parking is limited by streets that are congested by non-residents.
• There is a dated Municipal Code that provides convention attendees courtesy parking privileges throughout Redding (stickers on windshield) issued by the City Clerk and approved by the Police Department.
• Vehicles cannot be parked in an alley for more than 15 minutes without a permit. o Temporary permits for loading and unloading lasting more than 15 minutes can be obtained in writing from the City Clerk.
• These permit programs are outdated and, when applicable, have been managed using physical permits and tracked using manual methods.

Assessment:
• The introduction on LPR (License Plate Recognition) technology, permits by plate (virtual), and a parking permit management system would improve the permit and enforcement processes of the City.
o The City should consider moving towards permits by plate. This type of permit identifies a vehicle’s license plate number as the vehicle permit. With LPR technology, it can be efficiently determined if a vehicle has permission to park within a designated area or parking zone. ▪ The LPR system can automate the permit enforcement process by using the license plate number as the permit number and verifying permit status using a database with real-time information.
o The implementation of an automated permit management system would streamline operations and improve convenience for customers with a self-managed online portal where they can purchase, update, and manage permits.
• The introduction of perimeter lots for long-term parking and potentially an employee permit program would be beneficial to increase turnover rates in high demand areas. o Perimeter lots are located away from business fronts and prime parking locations. These lots are usually on the perimeter of core areas. Perimeter lots can be located on streets such as East Street, South Street, Oregon Street, and Shasta Street near the Downtown core. o Designating these lots for long-term parking, especially for employees, can greatly increase turnover and leave prime parking spaces for customers and short-term parking. Providing transportation to these perimeter lots can encourage their use. • The City should introduce an Employee Parking Permit Program that allows employees of Downtown businesses to obtain parking permits employee permit parking zones. o Some of the perimeter lots can be designated only for employees of Downtown. Creating an employee parking permit program with incentives such as low permit rates, free transportation, or guaranteed parking could encourage the use of the parking lot and open spaces near businesses for customers to park storefront.
o To introduce an employee parking program, the Municipal Code will need to be updated to address permit parking polices and the opportunity for virtual permits. o If an employee parking program is introduced, the City should determine permit rates based upon stakeholder feedback and demand.

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o To encourage employee participation, it is important to price permits lower than the cost for daily parking to encourage compliance and ensure that permit holders have an affordable and convenient option.
• The Residential Parking Permit Program needs to be updated. Permit policies need to be specific in how residential permits are to be obtained and used. There are currently no policy regulations on how residential parking permits are to be enforced or used. o Determining these regulations will create a more understandable and easily enforceable program.
▪ From discussion with City staff, it was determined that residential parking permits are yellow hangtags. However, it was reported by those who enforce parking that hangtags are rarely seen on vehicles parked in “R” parking spaces. “R” parking spaces were identified to be parking for those who have residential permits only. Through community connections, enforcers know that vehicles parked in “R” spaces belong to residents. This method of enforcement is unreliable and can be inefficient. o The City should consider converting to residential parking permits to virtual parking permits that can be enforced through automated technology like LPR or parking enforcement handhelds. The enforcement process of these permit zones would become simplified and more efficient.
o The City should also change the process of how residential parking permit areas are designated. Currently, a residential permit parking area is designated by City Council.

Adjusting the designation to allow for a petition process would be beneficial in creating policy based on community needs. The petition process would require at least 65% of residents living in the area to agree with the implementation of a residential parking permit area in their neighborhood.
o To prevent to use of on-street resident parking in high-demand commercial areas, the residential parking permit areas should be limited to only residential zones and should not be allowed in any zone with a mixed-use neighborhood overlay. o The City should update the Municipal Code and eliminate outdated permit codes like courtesy parking for convention and alley parking permits If the City retained this policy, transitioning to virtual permits will provide a more efficient enforcement opportunity.

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Parking Management and Enforcement
This section outlines findings from a review of the City’s parking operation as it relates to the overall management and enforcement. The recommendations consider opportunities to optimize the operation with changes to the organization structure, staffing, and technology.

A. Parking Management Structure
Summary:
• Parking operation duties are distributed amongst multiple departments. o The Public Works Department is responsible for meter maintenance, repairs, collection, and parking enforcement.
o The Police Department is responsible for some parking enforcement, shuttle drivers, and processing parking citation information.
o The Finance Department is responsible for collecting parking citation payments and noticing violators.

Assessment:
• Centralizing parking management support and incorporating automated parking technology systems can be beneficial to the City’s internal processes.
o The current parking management processes are inefficient. The City should leverage an established parking citation and permit management system (CPMS) to automate the existing operation.
▪ A CPMS can provide the hardware and infrastructure required to be efficient in the field which will provide an automated system that can be integrated with the Finance Department to minimize manual processes and automate notifications and fee escalations.
o This update will provide the foundational tools necessary to provide ongoing assessment and data resources to ensure optimized operations and future updates.

B. Enforcement
Summary:
• Within the Public Works department, there is one full-time employee who is responsible for all parking enforcement. However, this employee begins work at 4:00am and ends their shift at 11:30am. o This means that there is no parking enforcement in Downtown past 11:30am. This time frame does not align with their current parking operation times for paid parking or time limited parking spaces.
• LPR technology has been previously utilized for parking by Police Department Cadets. Police Cadets have been assigned to shuttle driver duties and the LPR technology has not been used since the shuttle program support was initiated.
• Hand-written parking citations are issued, and the City does not use an automated citation management system or handheld device.
o The Police Department manually inputs all parking citations including those issued by Public Works personnel.
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o The Finance Department manages parking citation payments and delinquent noticing. ▪ Twenty-one days after arriving at the Finance Department, if citations are not paid, the offender will receive a notice letter and a hold will be placed on their vehicle with the DMV.
▪ The DMV hold restricts the renewal of a vehicle registration until citations are paid. All parking citations are $24.50, and a $20 late fee is applied after fourteen days without payment, but the late fee does not increase with further delay of payment. ▪ Late fees typically increase linearly if a citation is not paid. This fee continues to escalate until the citation is paid.
• The City rarely tows vehicles. After four to five days of a vehicle being parked without moving, a warning notice is typically issued to the vehicle.
• The City is able to enforce parking on behalf of private parking facility owners if they sign a “consent to enforcement” form. The form authorizes the Police Department to enforce parking restrictions at the designated location (Code 11.24.260B).
o This policy is beneficial in support of public-private partnerships; however, consistent enforcement resources are necessary to ensure compliance similar to the need to support City parking locations.

Assessment:
• Designating one employee as the single parking enforcement resource is an ineffective management policy, especially considering the current staffing schedule. The community has become accustomed to the lack of enforcement resources which is prevalently apparent throughout the downtown. Parking enforcement personnel should be consistently available during posted hours of operation to promote occupancy and utilization throughout the downtown by increasing compliance. • Use of paper citations and manual record-keeping of citation information are inefficient processes.

The City should procure an automated citation and permit management system (CPMS). o Automated citation management systems allow for direct input of citation information into the City’s database. The system also allows enforcement officers to upload photos of offenses, and the City can manage and track citations with ease. This citation management system can also be connected to the LPR technology so that information collected will be automatically transcribed into a citation and uploaded to the City’s database. o The City has an opportunity to enhance the parking operation and prepare for downtown growth and expansion by acquiring a CPMS. The hardware/software solution increases the City’s ability to focus on customer service and education, while demonstrating trends and data related to behavioral patterns in parking. This information will help guide the City in making any future changes to the parking program.
• The City’s mobile LPR technology is a valuable resource that needs to be utilized for parking enforcement. The City’s LPR technology is currently underutilized. The City’s LPR technology will greatly improve the ability to enforce time limits and parking meters and mitigate any concerns about the use of tire chalking. The increased efficiency of enforcement will also be beneficial in maintaining high turnover rates and increasing time limit and meter compliance. The increase in compliance will contribute to an increase in paid parking revenue for the City. o LPR technology is a necessary asset for the transition to improved paid parking technology, mobile application payments, and pay by plate (virtual) permits. • Time limits needs to be efficiently managed. This includes an update to the City’s vehicle abatement program. The Municipal Code should be updated to be consistent with the California Vehicle Code.

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Rather than 120 hours, a vehicle should be parked for longer than 72 consecutive hours on street or within a City facility. LPR technology can aid in tracking these noncompliant vehicles and ensure that vehicles are not stored long term or abandoned on street. • The City should leverage the opportunity to create shared parking agreements with private parking lot owners that will allow the City to enforce parking regulations and increase compliance throughout Downtown. Creating these public-private parking partnerships can help limit the abuse of long-term parking in impacted locations. This will create a cohesive enforcement map throughout the Downtown area.

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Wayfinding and Parking Guidance
This section outlines findings from a review of existing wayfinding and parking guidance. The recommendations consider opportunities to improve and increase wayfinding signage for the overall improvement of navigation throughout Downtown Redding.

Parking Signage
Summary:
• Static signage is being used to identify public parking, location amenities, attractions, and provide Downtown history. These static signs are distributed sporadically throughout the Downtown area. • City operated parking lots are identified by green “Parking” branding.

The logo has a “P” in a navigation pin and is clean and easy to understand. Some private lot owners have requested to have similar signage placed on their properties.
o Despite the Downtown parking branding, the 1551 Market Street garage does not have prevalent signage that would alert a driver of the location and amenities.
• The 2018 Downtown Specific Plan designates that public signage requires maintenance and upkeep.
o Some wayfinding signage is faded and outdated.
• Two-hour time limit signs are consistent in the core of Downtown. The signage includes the days and hours of operation. In residential parking permit areas, these signs have an exception for R permits. The courthouse area includes “Permit Parking OK” signs with no indication of hours or the type of permits that are allowed.

Assessment:
• The City should update and increase wayfinding signage. Signage systems are important to the success of Downtown revitalization. An effective wayfinding and parking guidance solution is important to:
o Mitigate spillover parking impacts.
o Encourage remote or perimeter parking locations, especially in instances where convenient parking is at or near capacity.
o Reduce congestion and time spent by vehicles searching for parking. o Reduce greenhouse gas (GHG) emissions from excess driving while looking for parking. o Properly communicate parking options to access various destinations. o Improve the overall experience of parking in Downtown. • An opportunity also exists to enhance “breadcrumbing” in Downtown Redding by increasing wayfinding signage. Breadcrumbing signage will lead drivers and pedestrians to different destinations throughout Downtown. Additional signage will make it easier for motorists, particularly visitors, to find available parking and understand where they are allowed to park. o Enhanced signage will effectively direct visitors to available parking areas and provide 4 Figure 6: Pedestrian Wayfinding
Signage
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information regarding parking restrictions.
o Increase wayfinding signage in locations that have high visitor volumes such as the Amtrack Train Station and RABA Passenger Terminal.
o In addition to static wayfinding signage, the City can deliver real-time parking availability information through digital signage or a vehicle messaging system. o As parking management improves throughout the City, there could be an opportunity to provide real-time parking availability data through digital signage. The first opportunity could be to leverage the new garage and promote occupancy and availability to mitigate congestion and potential circling.
▪ Vehicle counting systems coupled with automated wayfinding systems are helping to revolutionize how the public utilizes parking resources. Automated Parking Guidance System (APGS) signs can promote parking availability and mitigate congestion the throughout the city. APGS integrates communication network systems implemented in parking facilities to provide information to the automated signage. Parking availability information can also inform drivers about parking availability before they enter into a parking facility.

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Alternative Modes of Transportation
Encouraging alternative modes of transportation supports a healthy transportation system that reduces congestion and mitigates parking demand. As it pertains to parking, the goal is to ensure that those who must drive and those who require parking have the availability to do so, even during the busiest of times. Creating alternative modes of transportation for all residents and visitors will be key in developing a sustainable transportation system.

Busses and Shuttles
Summary:
• Currently, the City has two forms of alternative transportation. These are RABA (Redding Area Bus Authority) and the DASH (Downtown Area Shuttle). RABA is funded by the City while the DASH is funded by the McConnell Foundation.
o RABA offers fourteen fixed bus routes and three commuter bus services (including a School Express). There are approximately ten to fourteen bus routes that service the Downtown area.

RABA provides an effective way to get around the City. Offering many routes to the Downtown area will be beneficial when incentivizing alternative modes of transportation. o DASH, a Downtown Area Micro Shuttle, is
run by police cadets throughout the week.

There are two main routes with 11 stops
total. The DASH serves the Downtown area
and maintains an eight-to-ten-minute
frequency. Despite this consistent
schedule, stakeholder feedback
recognizes that the DASH is rarely used.

Subsequently, cadets reported an
inconsistency when it comes to ridership.

Some days the DASH serves eight people,
while on other days there is zero DASH
ridership. The DASH is a great asset to
Downtown, but it should be utilized more. Finding ways to promote and encourage ridership should be a priority.
▪ The DASH runs Monday – Friday
• Mornings (6:45 a.m. – 9:30 a.m.)
• Mid-Day (10:30 p.m. – 1:30 p.m.)
• Afternoon (3:30 p.m. – 5:30 p.m.)
• The City has an Amtrack train station near the intersection of Yuba Street and California Street in Downtown. This can be an effective method in bringing in visitors and tourists. Adjacent to the station is the RABA Downtown passenger terminal. Having an alternative mode of transit near the train station is key to moving visitors around the city. Additional wayfinding near the station would also be beneficial.
• The biking community within Downtown Redding is large and bike lane infrastructure has been developing well throughout the past couple of years. Some stakeholders say they prefer biking into the Downtown area compared to driving. Biking can also be an efficient alternative mode of 5 Figure 7: DASH Shuttle
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transportation. (See Section 6)
• The downtown block lengths are walkable. However, it was reported by stakeholders that continuous construction has made walking downtown challenging and dangerous due to closed sidewalks.

Prioritizing pedestrians and their ability to safely navigate downtown should be considered by the City and developers during construction.

Assessment:
• Redding has the backbone of a complete transportation system. Improved mobility throughout Downtown can be achieved through additions to the DASH program, bike network improvements, and increased walkability during construction.
o It was reported through stakeholder feedback that the DASH program, while well known, is not well utilized. Stakeholders claimed they did not know how the DASH program worked or how to use the shuttles. The DASH is currently being promoted through signs and occasionally through social media outlets. Increasing education and information transparency would be beneficial and may increase ridership. Education may include mailing flyers to residents, emailing residents, hosting DASH information sessions, increased signage, and online outreach including social media posts.
▪ The potential of deploying or utilizing a DASH app would be advantageous. App users would be able to see the DASH schedule, locate DASH stops, and know in real time where the DASH is. Although currently not a program aspect of DASH, having the capability to alert or “call” the DASH when one needs service could be a beneficial tool in the app. This functionality could be utilized by those who need an ADA accessible shuttle.
▪ An additional consideration is the DASH should run on a continuous loop which can establish a designated expectation for the DASH and the consistent route would provide a reliable and locatable resource for downtown visitors and employees. • Employee parking permit zones should be added to any potential DASH route to provide a reliable and accessible transportation source from perimeter parking locations.
o The City should continue to improve bikeway connectivity throughout Downtown to ensure the safety of bicyclists. These improvements can encourage the use of biking as an alternative mode of transportation (see section 6).
• The City has the opportunity to incorporate new trends seen in other communities. o The emergence of Transportation Network Companies (TNC) throughout California has changed patterns of behavior for travelers and residents ( e.g., Uber, Lyft). o Increasingly, professionals are choosing to travel by TNC, as opposed to single occupancy vehicles. In many small cities, the TNC base has disrupted well-established franchise regulations and taxis have become obsolete. Whether or not TNC will become popular in Redding, they will become a part of the Downtown ecosystem and will require consideration for standing, loading, and enforcement of active violations.

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Microbi Mobility
A. Walkability
Summary:
• Opinions revolving around walking within Downtown Redding vary. Some stakeholders expressed they wish to park and walk directly into the business they are patronizing. Others wish to park once and be able to walk around Downtown and patronize multiple businesses in one trip. • Despite opinion, stakeholders have expressed concern over the walkability within Downtown Redding.
o A request among some stakeholders was increased lighting for better visibility in the evenings and night. Stakeholders expressed that there is a lack of lighting in key locations such as the parking facilities near the Cascade Theater.
▪ The City announced a lighting plan that will increase lighting in the Market Street Promenade.
o Walkability concerns regarding construction were brought up during stakeholder meetings as well. Stakeholders noticed that during the on-going construction of many building sites in Downtown Redding, sidewalks were often closed or blocked off. Pedestrians were pushed onto the streets which created a dangerous environment. The City has many construction projects that limit the availability of sidewalks, some without accommodations.

Assessment:
• Parking resources need to be better managed and provide short term parking in front of business to promote turnover and push long-term parking options to parking facilities. This approach would be helpful in addressing the varying needs of walking in Downtown Redding. • In order to address concerns over lighting issues, the City should implement a Downtown lighting plan. Safety is an important factor to consider and a possible deterrent for Downtown visitors and residents if they feel unsafe due to lighting. Ensuring there are safe, lighted paths throughout Downtown with encourage visitors to visit or stay past evening hours. o Those parking a vehicle Downtown will seek well-lit areas where threats feel minimal.

Increasing lighting in all Downtown parking facilities would be advantageous. o Employee parking permit locations should be taken into priority consideration. Employees who arrive in the early mornings and leave in the late evenings must safely travel to and from the employee permit lots. Without safe commuting options or well-lit parking facilities, employees may avoid utilizing the permit lots or purchasing employee permits. o New construction sites and corresponding operational plans should budget for safety related items such as lighting and safe sidewalk passage near these locations. • To increase safety and provide ongoing compliance support, the City could appoint Downtown Ambassadors which will increase visibility and parking enforcement support throughout Downtown Redding. An increased presence would provide the consistent compliance to promote turnover and parking occupancy along with the added benefit of visibility and Downtown safety. • The City should work with developers to ensure the safety of pedestrians during construction. 6 Packet Pg. 310 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 22
Prioritizing pedestrian safety should be a main concern during the construction period. The City can hold developers responsible by requiring a pedestrian safety plan in their construction plan submittals. If a construction site needs to block a portion of the sidewalk, ensuring there is an alternative route that does not reroute pedestrians dramatically is necessary. For example, moving the sidewalk temporarily onto the street could be possible by using concrete blocks to protect pedestrians from vehicles.

B. Bikes
Summary:
• The biking network in Redding is currently in the
developing stage. While there are bike lanes on some
streets in Downtown, including California Street, there are many streets without them. This creates an incomplete and unsafe bike network. Stakeholders expressed concern over bike safety and requested the installation of protected bike lanes throughout Downtown.
o In July 2021, a new two-way protected bike path
named “Diestelhorst to Downtown” was opened
that connects the Downtown Redding to the
Diestelhorst bridge near the Sacramento River trail.

This is one of the first protected bike lanes in
Downtown Redding.
• Bike storage is scattered inconsistently throughout
Downtown Redding with only a few sidewalk bike racks.
o The 1551 Market Street garage has public bike
storage; however, it is not easily accessible. To
access these bike storage facilities, bicyclists must
enter the parking garage from a street level
entrance and take an elevator down to the
underground storage. However, to gain access to
the entrance, a resident keycard or valid parking
ticket is required to enter. This forces bicyclists to
enter through the vehicle ingress/egress ramp.
o The Shasta Living Streets organization is currently constructing a bike depot next to the Redding Transit Center. This bike depot will include bike storage and trail services. The goal is to provide the community with options to travel car-free, educate the community on bike safety and access, implement a bike match program, host community activities, and eventually host bike tours.

Assessment:
• In order to increase safety, mobility, and access for bicyclists in Downtown Redding, the City should consider increasing bike lane infrastructure. Connecting bikeways throughout Downtown will ensure the safety of bicyclists and can also be encouraged as an alternative form of transportation. o Increasing different classifications for all streets Downtown Redding would be beneficial. ▪ Wider and more congested streets can be accompanied by a buffered or delineated Figure 8: Bicycle Storage in 1551 Market St
Garage
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Class II bike lane. A class II bike lane is defined as a portion of the roadway that has been designated by striping, signage, and pavement markings for one-way bicycle travel on either side of a street or highway. Implementing a buffer or delineators would increase the safety of bicyclist on these congested streets as more distance is created between the vehicles.
▪ Streets with less congestion but still frequently used can be accompanied by Class II bike lanes without delineators or buffers.
▪ Streets that are narrower and the least congested can be accompanied by a Class III bike lane. Class III facilities are to be shared with motorists on roadways and is identified by signage and shared bike lane markings.
o In the City of Redding’s 2010 Bikeway Action Plan, a highlight was the prioritization of route improvements including bicycle infrastructure, bike lane striping, signage, and bicycle parking.

The plan envisioned a bicycle installation program for developers and businesses to monetarily contribute to the safety and needs of bicyclists.
o Expanding the bike system by upgrading to protected bike lanes, prioritizing bicyclists at intersections, and increasing bicycle accommodation will ensure safer and increased bicycle usership. Biking can become a top alternative transportation method with these improvements.
• The City can leverage the new Shasta Bike Depot as a hub for bike routes. The location of the new bike depot can encourage residents and visitors to arrive to Downtown with an alternative transportation method. The webbing of bike routes from the Shasta Bike Depot will allow people to navigate Downtown via bicycle and also provide safe bicycle storage. • The City should work with developers to ensure all public bicycle accommodations on private property are easily accessible in the planning process. o The 1551 Market Street bicycle parking experience is an example of an unsafe and inaccessible bike parking facility. Having bicyclists use the vehicle ingress and egress point to access the public bike parking can cause issues and is extremely unsafe for bicyclists. Before approving construction plans, the City should do an additional review to ensure that developments are accommodating bicyclists and providing safe and accessible bike parking facilities. o Bicycle parking facility standards can be introduced and required within the Municipal code.

These requirements will ensure that developers meet the standards that should be applied to bicycle parking.
▪ Bicycle parking standards can include minimum space widths, accessibility standards, security standards, safety standards, and minimum required parking space standards.

C. Shared Mobility Programs
Summary:
• Shared mobility devices, such as scooters, are currently used within Downtown Redding. In 2019, an entrepreneur donated 100 electric “Wolf” scooters to the City. o Some stakeholders claimed that they knew the City had Wolf scooters, but they did not have much knowledge on the details revolving the scooters.
o During a site visit, the Wolf scooters were rarely seen but were being used by young adults and teenagers.
• The Shasta Bike Depot has planned on accommodating shared mobility devices including storage space for e-bikes and Wolf scooters.

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Assessment:
• While shared mobility devices such as have not become an issue within Downtown Redding, many cities have experienced congestion, safety, and liability issues due to the lack of regulations revolving shared mobility devices.
• The City should update their municipal codes and implement a shared mobility device program in order to prevent any future problems that may come with an increase in shared mobility devices such as dock-less bikes and scooters.
o The code updates and program regulations can include:
▪ Operators must apply for a shared mobility device permit ▪ Shared mobility device requirements such as geofencing, maximum fleet numbers, signage, and location of deployment.
▪ City impoundment authorization
o The City should also have the right to revoke any permits in the case operator violates rules and regulations.
• The City can encourage the use of shared mobility devices as an alternative mode of transit and offer low-cost monthly permits or vouchers to those who meet income qualifications to receive free or reduced-price trips.
• The shared mobility program and regulations will encourage the use of shared mobility devices as well as enable to City to keep shared mobility devices under control.

Packet Pg. 313 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 25
Conclusion
The City can optimize parking management and improve the Downtown Redding parking experience by using the strategies described in this Operational Needs Assessment Outline. The recommendations were based upon findings during the site visit, stakeholder feedback, and industry best practices. The feasibility and prioritization of the recommendations will ultimately be dependent on the City Council’s priorities, budget, staffing and resources, stakeholder feedback, and ongoing data collection.

Below are three strategies that could be considered by the City. The strategy chosen will fundamentally influence the City’s next steps. The following table provides an overview of the three options along with their analysis. This table is then followed by a list of recommendations associated with the recommended strategy. 7 Packet Pg. 314 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 26
Strategy Analysis Recommendation
Option 1:

Remove all
paid parking
and rely on
time limits.

Option 1 is not recommended at this time. With current
operations, such as a lack of consistent enforcement, eliminating paid parking in Downtown would decrease compliance of
posted time limits.

However, with changes to the City’s operations, such as hiring additional enforcement staff and beginning consistent
enforcement, parking could become a compliance-based
program. Option 1 could be a viable option if current operations were adjusted.

X
Not recommended at
this time.

Option 2:

Introduce a
pay-to-stay
model.

Option 2 is not recommended at this time but should be
considered for future evaluation. A pay-to-stay model is a customer service based paid parking model. Ultimately, the customer pays for time they would like to stay. Some cities offer this program where the first hour is free and every hour after is an escalated rate. This is not recommended at this time as the City’s current rate structure is very low and the increase in pricing and pay structure may discourage people from coming Downtown.

Option 2 should be considered for future evaluation when the City transitions to a demand-based paid parking structure. With data, the City can evaluate the feasibility of introducing a pay-tostay parking model. The transition to Option 2 should only be made when there is sufficient parking occupancy and turnover data to support this change.

X
Not recommended at
this time. Consider
for future evaluation.

Option 3:

Continue
paid parking.

Option 3 is recommended at this time. With the increase of new development and additional paid parking options, it is
recommended that the City continue paid parking in order to ensure a consistent parking system Downtown. The paid parking program would require some operational changes such as
increasing enforcement, transitioning to multi-space meters, and increasing parking rates. However, these changes would
ultimately provide additional revenue to the City as compliance increases. A consistently enforced paid parking program would also ensure high turnover rates at prime on-street locations. Data collected from enforcement also allows the City to make datadriven decisions and transition to a demand-based parking program. Option 3 allows the City to easily regulate parking, increases revenue and compliance, and contributes to an overall unified parking operation Downtown.

Recommended
strategy
Packet Pg. 315 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 27
List of Recommendations:
# Recommendation
Operational
Needs
Assessment
Section
1 Adopt municipal code updates to “future-proof” city policies.

Updates include:
- Time limit standards
- No re-parking ordinance
- Vehicle removal period
- Angled parking standards
- Loading zone standards
- Residential permit parking designation and standards
- Paid parking standards
- Employee parking program
- Temporary parking permit program
- Enforcement regulations
- Bicycle parking facility standards
- Shared mobility device standards
2 Designate one or two employees as the City’s parking enforcement resource. 3-B:

Enforcement
3 Ensure parking enforcement personnel is consistently monitoring downtown parking regulations during posted hours of operation.
3-B:

Enforcement
4 Procure an automated citation and permit management system (CPMS) to avoid manual record-keeping of paper citations and permits. A CPMS can provide the hardware and infrastructure required to be efficient in the field which will provide an automated system that can be integrated with the Finance Department to minimize manual processes and automate notifications and fee escalations. The City should introduce LPR (License Plate Recognition) technology for enforcement and data collection when procuring the CPMS. LPR technology is a necessary asset to transition to improved paid parking technology, mobile application payments, and pay by plate (virtual) permits. 2-C: Parking
Meters,
Collections, and
Maintenance
2-D: Parking
Permits
3-A: Parking
Management
Structure
3-B:

Enforcement
Packet Pg. 316 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 28
# Recommendation
Operational
Needs
Assessment
Section
5 Continue paid parking on-street and replace existing single-space parking meters with multi-space meters (pay stations) and mobile payment. Payment methods should also be expanded to enhance customer convenience and minimize the frequency of coin collections and counting, such as Mobile Payment. 2-C: Parking
Meters,
Collections, and
Maintenance
2-B: Time Limits
and Paid
Parking Policies
6 Implement a Pay-by-Plate pay station configuration for the efficiencies and flexibility that plate-based systems offer. 2-C: Parking Meters,
Collections, and
Maintenance
7 The City should consider increasing parking rates. Parking rates would need to be significantly changed in order to create a sustainable infrastructure cost model.

Typically, the highest demand locations should be priced a premium while underutilized areas are incentivized with a discounted rate. 2-C: Parking
Meters,
Collections, and
Maintenance
8 Collect on-going, consistent parking occupancy and turnover data to enable the transition to a demand-based parking program.
2-A: Parking
Supply
2-B: Time Limits
and Paid
Parking Policies
9 Transition to a demand-based parking program where policies are adjusted based on the actual occupancy and utilization of the curb space. 2-B: Time Limits
and Paid
Parking Policies
10 Reintroduce paid parking into the off-street parking lots and utilize the same pay station/mobile payment solution as on-street parking.
2-C: Parking
Meters,
Collections, and
Maintenance
11 Leverage the opportunity to create shared parking agreements with private parking lot owners that will allow the City to enforce parking regulations and increase compliance throughout Downtown. Creating these public-private parking partnerships can help limit the abuse of long-term parking in impacted locations.
3-B:

Enforcement
Packet Pg. 317 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 29
# Recommendation
Operational
Needs
Assessment
Section
12 Introduce perimeter lots for long-term parking and potentially an employee permit program. This is beneficial to increase turnover rates in high demand areas.
2-B: Time Limits
and Paid
Parking Policies
2-D: Parking
Permits
13 Transition to permits by license plate. This type of permit identifies a vehicle’s license plate number as the vehicle permit. LPR system can automate the permit enforcement process by using the license plate number as the permit number and verifying permit status using a database with real-time information. 2-D: Parking
Permits
14 Designate employee permit parking zones that would help mitigate the issue of employees utilizing high-demand customer parking spaces. Employee parking zones can be implemented in off-street parking lots or garages that are located on the perimeter of the Downtown core area.
2-B: Time Limits
and Paid
Parking Policies
15 Introduce an Employee Parking Permit Program that allow employees of Downtown businesses to obtain parking permits in employee permit parking zones.
2-B: Time Limits
and Paid
Parking Policies
16 Determine permit rates based upon stakeholder feedback and demand. 2-D: Parking Permits
17 Offer cost affordable employee parking permits. This will incentivize employees to utilize the off-street permit parking locations.
2-D: Parking
Permits
18 Develop additional incentives such as cost affordable permit rates, alternative transportation options, or guaranteed parking locations. These incentives could encourage the use of the employee permit parking lots and open parking spaces near businesses for customers to park storefront.
2-D: Parking
Permits
19 Prioritize increasing lighting in employee permit parking locations. Employees who arrive in the early mornings and leave late in the evenings must safely travel to and from the employee permit lots. Without safe commuting options or well-lit parking facilities, employees may avoid utilizing the permit lots or purchasing employee permits.
6-A: Walkability
20 Add employee parking permit areas to any potential DASH route to provide a reliable and accessible transportation source from perimeter parking locations. 5: Busses and
Shuttles
Packet Pg. 318 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 30
# Recommendation
Operational
Needs
Assessment
Section
21 Transition physical residential parking permits to virtual parking permits that can be enforced through automated technology like LPR or parking enforcement handhelds.
2-D: Parking
Permits
22 Update the process to designate residential parking permit areas. This would be beneficial in creating policy based on community needs. Establish a petition process requiring at least 65% of residents living in the area to agree with the implementation of a residential parking permit area in their neighborhood. 2-D: Parking
Permits
23 Update and increase wayfinding signage. Signage systems are important to the success of Downtown revitalization.
4: Parking
Signage
24 Increase education and information transparency about the DASH program. This would be beneficial in increasing awareness of the DASH and may increase ridership. Education may include mailing flyers to residents and businesses, posting flyers on business windows, emailing residents, hosting DASH information sessions, increased signage, and online outreach including social media posts.
5: Busses and
Shuttles
25 Evaluate establishing the DASH running on a continuous loop. This can establish a designated expectation for the DASH and the consistent route would provide a reliable and locatable resource for downtown visitors and employees. 5: Busses and
Shuttles
26 Implement a Downtown lighting plan to address concerns over lighting issues.

Safety is an important factor to consider and a possible deterrent for Downtown visitors and residents if they feel unsafe due to lighting. Ensuring there are safe, lighted paths throughout Downtown with encourage visitors to visit or stay past evening hours.
6-A: Walkability
27 New construction sites and corresponding operational plans should budget for safety related items such as lighting and safe sidewalk passage. Prioritizing pedestrian safety should be a main concern during the construction period and the City should work with developers to ensure the safety of pedestrians during construction. The City can hold developers responsible by requiring a pedestrian safety plan in their construction plan submittals. If a construction site needs to block a portion of the sidewalk, ensuring there is an alternative route that does not reroute pedestrians dramatically is necessary.
6-A: Walkability
Packet Pg. 319 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 31
# Recommendation
Operational
Needs
Assessment
Section
28 , the City could Appoint Downtown Ambassadors to increase safety and provide ongoing compliance support. This can increase visibility and parking enforcement support throughout Downtown Redding. An increased presence would provide the consistent compliance to promote turnover and parking occupancy along with the added benefit of visibility and Downtown safety. 6-A: Walkability
29 Implement real-time parking availability information through digital signage or a vehicle messaging system. Vehicle counting systems coupled with automated wayfinding systems are helping to revolutionize how the public utilizes parking resources. Automated Parking Guidance System (APGS) signs can promote parking availability and mitigate congestion the throughout the city. 4: Parking
Signage
30 Deploy a DASH app. App users would be able to see the DASH schedule, locate DASH stops, and know in real time where the DASH is. Although currently not a program aspect of DASH, having the capability to alert or “call” the DASH when one needs service could be a beneficial tool in the app. This functionality could be utilized by those who need an ADA accessible shuttle. 5: Busses and
Shuttles
31 Increase bike lane infrastructure to increase safety, mobility, and access for bicyclists in Downtown Redding. Connecting bikeways throughout Downtown will ensure the safety of bicyclists and can also be encouraged as an alternative form of transportation.
6-B: Bikes
32 Expand the bike system by upgrading to protected bike lanes, prioritizing bicyclists at intersections, and increasing bicycle accommodation. 6-B: Bikes
33 Leverage the new Shasta Bike Depot as a hub for bike routes. The location of the new bike depot can encourage residents and visitors to arrive to Downtown with an alternative transportation method. The webbing of bike routes from the Shasta Bike Depot will allow people to navigate Downtown via bicycle and also provide safe bicycle storage.
6-B: Bikes
34 Evaluate policies for the potential impact of Transportation Network Companies (TNCs). In many small cities, the emergence of TNC base has disrupted wellestablished franchise regulations and taxis have become obsolete. Whether or not TNC will become popular in Redding, they will become a part of the Downtown ecosystem and will require consideration for standing, loading, and enforcement of active violations.
5: Busses and
Shuttles
35 Encourage the use of shared mobility devices as an alternative mode of transit and offer low-cost monthly permits or vouchers to those who meet income qualifications to receive free or reduced-price trips.
6-C: Shared
Mobility
Programs
Packet Pg. 320 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 32
# Recommendation
Operational
Needs
Assessment
Section
36 Track revenue trends over time to check for anomalies, and any variances in the collections and counting process.
2-C: Parking
Meters,
Collections, and
Maintenance
Packet Pg. 321 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) DIXON RESOURCES UNLIMITED 33
Appendix A. Comparable Cities Analysis
Paid Parking Rates
City On-Street Hourly Off-Street
City of Redding $0.20/hr. n/a
City of Chico $0.50/hr. $78.00 per month
City of Eureka N/A Mostly free / $0.15/hr.

City of Paso Robles 2 hours free, $1.00/hr.
thereafter n/a
City of Santa Rosa* $1.00 - $1.50/hour
Mixed - 1st hour free,
$0.50/hour; & $0.75 -
$1.00/hour
City of Stockton $0.50 - $3.00/hour $1.50 - $3.00/hour / $12 daily
Parking Citation Penalties
City Meter Violation
Red Curb
Violation
Double Parking
Violation
Time Limit
Violation
City of Redding $24.50 $39.50 $24.50 $24.50
City of Chico $29.00 $48.00 $33.00 $24.00
City of Eureka $43 - $38* $53.00 $43.00 $38.00
City of Paso Robles^ $33.00 $33.00 $139.00 $33.00
City of Santa Rosa $35.00 $70.00 $70.00 $40.00
City of Stockton $44.00 $78.00 $66.00 $44.00
*Penalty based on time limit (e.g., 20 min vs 1 hr.)
^Paso Robles penalty increases in process ($50)
Packet Pg. 322 Attachment: Operational Needs Assessment Outline (available online) (9.11(b)--Downtown Parking Implementation Strategy) Packet Pg. 323 Attachment: Interim Parking Plan Timeline (available online) (9.11(b)--Downtown Parking Implementation Packet Pg. 324 Attachment: Current Parking Map (available online) (9.11(b)--Downtown Parking Implementation Strategy) Packet Pg. 325 Attachment: Parking Supply and Demand (available online) (9.11(b)--Downtown Parking Implementation Strategy) Downtown Parking
Online Parking Survey Results
Presentation Date
Name of Presenter
Packet Pg. 326 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking Parking Survey Results • 253 Completed Surveys • 3,029 Questions Answered • 85% Completion Rate Packet Pg. 327 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking How would you describe yourself as it relates
to Downtown Redding?
Work Downtown - 35%
Live Downtown – 7%
Own a business – 6.5%
I’m a student - .5%
I’m a visitor – 45%
I rarely go downtown – 6%
Packet Pg. 328 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking How often do you visit Downtown?
Daily- 33%
Multiple times a week– 31.5%
Multiple times a month– 23%
Multiple times a year - 7.5%
Rarely – 5%
Packet Pg. 329 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking How do you typically access Downtown
Redding?
Car- 75%
Taxi, Lift, Uber, etc.– .5%
Public Transit– .3%
Bike- 10%
Walk– 14%
Other– .2%
Packet Pg. 330 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking If you drive, where do you park?
On-street- 46%
Public Parking– 37%
Private Parking– 15%
Other – 2%
Packet Pg. 331 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking How long does it take to find a parking space?
Right away - 10%
2 min or less– 22%
5 min or less– 39%
10 min or less- 20%
More than 10 min– 9%
Packet Pg. 332 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking What is a reasonable walking distance from a
parking space to a downtown destination?
1 block- 21%
2 blocks– 44%
3 blocks– 20%
4 blocks – 11%
Other – 4%
Packet Pg. 333 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking Is 2 hour on-street parking generally enough
time for you?
Yes- 27%
Sometimes– 35%
No– 32%
I visit on weekends - 4%
Other– 2%
Packet Pg. 334 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking What Parking Priorities
are most important?
#1 Cleanliness, security & lighting
#2 enhanced wayfinding
#3 easier paid parking options
#4 invest in bikeways and shuttles
Packet Pg. 335 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking Is it important to have 2-hour parking in front
of shops and restaurants?
Yes- 68%
No– 14%
Not sure- 15%
Other– 3%
Packet Pg. 336 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking Comment Summary:
• Make Downtown more bike and pedestrian friendly. Pedestrian walk signs take too long to turn green and traffic is moving too fast.
• Many had safety concerns about walking long distances downtown, particularly at night.
• Need more modern ways of paying for parking – credit card, app, etc. • 2 hour parking needs to be enforced otherwise cars park all day. • Not enough ADA parking available.
• Downtown business customers complain about the lack of parking. • Many thought downtown parking should be free.
• Employees that work downtown should have more dedicated parking.

Packet Pg. 337 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking Thank You
Questions?
Packet Pg. 338 Attachment: Downtown Parking Survey Results (available online) (9.11(b)--Downtown Parking

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions relative to the Downtown Redding Parking Strategy:
(1) Accept the Downtown Redding Parking Strategy;
(2) Authorize staff to identify potential funding sources, negotiate lease agreements with private owners for additional public parking supply, and return to the City Council (Council) for lease execution; and
(3) Direct staff to engage Downtown businesses/property owners to analyze and determine the viability of a long term funding source (user paid or business/property based improvement district) to provide a sustainable parking system in Downtown.

Fiscal Impact
Consultant costs to prepare the Downtown Redding Parking Strategy (Strategy) are estimated to be $76,000. The City of Redding (City) staff time supporting planning efforts, document review, and public engagement has incurred value estimated at roughly $20,000. Funding for the consultant effort was provided through a combination of grants from the State of California ($12,000) and the Shasta Regional Transportation Agency ($64,000). The remaining funding was provided by the Streets Division.

Short-term funding of the Strategy recommendations are yet to be determined, but will likely come from a combination of one-time revenue generated from the sale of Downtown property associated with the Block 7 Project partnership (California Street Parking Structure redevelopment), parking enforcement revenue, and some General Fund investment. Staff expects the Council will consider the Block 7 Project at its regular meeting on September 17, 2019, including the associated property transaction.

MEETING DATE: September 3, 2019
ITEM NO. 9.11(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.11(a)--Consider the Downtown Redding Parking Strategy.

Chuck Aukland, Public
Works Director
Packet Pg. 339 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) Report to Redding City Council August 28, 2019
Re: 9.11(a)--Downtown Redding Parking Strategy Page 2
Alternative Action
The Council may choose not to accept the Downtown Redding Parking Strategy and provide alternative direction to staff. The Council could also choose to not authorize staff to negotiate lease agreements with neighboring businesses.

Background/Analysis
For decades, the City and its community partners have invested significant time and resources to encourage development, activity and improvements in the City’s downtown area (Downtown).

These deliberate, formal planning efforts along with persistence and community partnerships have proved successful resulting in the investment of over $250 million in both public grant funding and private funding over the next few years. These planning efforts include the recently updated Downtown Specific Plan, The Downtown Transportation and Circulation Plan, and the Regional Transportation Plan with its associated Sustainable Communities Strategy. In fact, the City is a partner on two significant development projects currently underway – the Market Center (former Dicker’s building) and Block 7 (California Street Parking Structure) projects that will bring more than 160 residential units, 40,000 square-feet of retail and office space, bicycle and pedestrian facilities, re-introduce the downtown street grid through the Promenade and replacement parking projects. Other projects include a new Courthouse, several mixed use developments, and renovation of older motels to name a few.

Along with these new developments will come necessary changes to the availability, location, enforcement, administration, and maintenance of public and private parking facilities to support the needs of Downtown patrons, property owners and businesses. Each one of the planning efforts noted above identified the need to develop a parking strategy to accommodate these needs. As such, the City received grant funding and contracted with the consultant team of Placeworks/Watry Design to prepare the attached Downtown Parking Strategy. The Strategy analyzes the current and proposed demand and supply for parking, opportunities to add supply, management and enforcement considerations and financial options to ensure the most efficient utilization of parking supply that is convenient and available for all user groups.

Current System
The current City-maintained public parking system includes just over 1,200 on-street parking stalls and another 1,002 off-street stalls in five lots with the majority (640) in the California Street Parking Structure. Through various Council-approved actions and community initiatives over the years, the system has become a heavily General Fund subsidized assortment of facilities with insufficient revenue to provide for maintenance, improvements or replacement. The offstreet parking is offered free of charge, and on-street is a mixture of roughly 230 metered parking stallsat $0.20 per hour while the remaining stalls are free of charge with various time limitations.

Due to the lack of revenue, enforcement is inconsistent and insufficient and there is a large backlog of deferred maintenance and replacement costs. The California Street Parking Structure alone is nearing the end of its useful life and in need of major repairs or replacement that would cost millions. The small amount of revenue generated from meters and fines goes to general cleaning of the lots, maintenance of sump pumps, utility costs, and some limited time for meter collection/repair and enforcement. The annual General Fund subsidy is roughly $60,000- $80,000.

Packet Pg. 340 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) Report to Redding City Council August 28, 2019
Re: 9.11(a)--Downtown Redding Parking Strategy Page 3
Parking Supply and Demand
The Strategy reveals that the existing parking system is underutilized with significant surplus capacity. Of the over 4,600 public and private parking spaces available in the Downtown, fewer than 60 percent are currently being utilized on average. Pockets of higher demand areas within the Downtown Core see utilization rates over 80 percent. The consultant modeled future parking demand based on predicted business type and size. The model conservatively assumed much lower vacancy rates than exist today to account for a revitalized and vibrant Downtown.

Following completion of all planned demolition and construction improvements, the model predicts there will be sufficient supply to meet parking demands. However, during construction and following demolition of the California Street Parking Structure, there will be a tight supply of available parking, particularly in the Downtown Core area, as shown in the following chart depicting predicted supply and demand in the Downtown Core. Note the various phases relate to the timing of planned developments over the next several years with Phase III being the longer term (5-10 year) needs.

To alleviate this temporary reduction in supply, several measures have already been taken to increase supply in both the core area and throughout Downtown. Two new parking lots -will soon be available for public use adding approximately 200 spaces to the supply. These new lots include the Bell Rooms Lot (RABA owned) located just west of the Shasta/California and Tehama California intersections and the old Redding Police Building which has been demolished and will be converted into a parking lot.

Recommended Strategy
Additional Supply: To increase supply, the Strategy recommends the City consider leasing underutilized private parking lots at various identified locations Downtown. The recommendation is to add up to 200 spaces in strategic locations at least during the construction period of the next few years and review demand needs once construction is complete. The anticipated parking landscape will adapt from a large centralized lot to smaller lots dispersed throughout Downtown to meet user needs. This strategy limits overinvestment in parking facilities which can reach $30,000-$40,000 or more per stall for structures and provides Packet Pg. 341 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) Report to Redding City Council August 28, 2019
Re: 9.11(a)--Downtown Redding Parking Strategy Page 4
flexibility to meet fluctuating parking demands and locations. To ease the transition and inconvenience during construction, staff suggests the off-street parking supply, both owned and leased, remain free of charge until construction winds down and new parking facilities are completed. This will encourage long-term all-day parking (employees and students) in off-street lots, thereby freeing up convenient on-street spaces for business turnover. It is estimated that an additional 200 spaces can be obtained at an annual cost of $75,000-$125,000 depending on location and condition.

Replenish Broken/Missing On Street Meters: To ensure turnover of on-street spaces, a consistent enforcement strategy must be implemented for both the paid metered spaces and the unmetered timed zones. The City has roughly 230 active meters in Downtown. However, there are hundreds more locations where meters were once active but removed due to vandalism or insufficient revenue for repair/replacement parts. To be consistent throughout the on-street system, it is recommended that the City invest in replacement meters for these locations. The proposed rate will remain $0.20 per hour to be consistent with the existing mechanical meters that cannot be altered. This will also provide some interim revenue to pay back the investment and fund enforcement. An additional 200 meters is estimated to cost roughly $180,000.

Estimated meter revenue is approximately $300 per meter per year at the $0.20 per hour rate.

Marketing/Signage: With significant changes to parking location, availability, and procedures, it is important to provide a convenient forum for communication and ensure simple and clear information. Staff proposes to add wayfinding signage throughout Downtown to all off-street public parking lots (leased and owned). There is also a need to simplify the various enforcement zones for consistency and familiarity. Staff will return to the Council at a future meeting to request reducing the parking zones to two-hour time limits in most locations. Finally, the City will maintain a Downtown website with frequent updates and user friendly diagrams and information to clearly keep the public informed of various parking availability, procedures, and overall progress of Downtown developments.

Longer Term Financing: When construction of the larger projects is complete and the transition to a different parking landscape begins to settle, there will be a need to consider longer term parking sustainability. In order to provide a healthy supply, leased space, enforcement, maintenance, capital replacement reserves, administration and any equipment costs, there is a need for both ongoing and one-time revenue. There are three basic options for consideration to fund these program elements; the City’s General Fund; a user paid system that may include meters, pay stations or mobile applications; business/owner paid system through a Business Improvement District or something similar; or some combination of all three. Staff recommends the City engage the business/owner community to gauge their interest in investing in parking facilities for their customers/patrons and the associated management, maintenance and repair costs. Should the community decline investing in the system, staff will provide options for the Council’s consideration to develop a user paid system that can generate sufficient revenue to pay for the resources needed. As demonstrated in the Strategy, an estimated $400,000-$600,000 per year is needed to provide sufficient revenue for on-going operations, maintenance and repair, regardless of the payment method. User-paid options will require additional investment in collection equipment.

Packet Pg. 342 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) Report to Redding City Council August 28, 2019
Re: 9.11(a)--Downtown Redding Parking Strategy Page 5
Public Engagement
To ensure a comprehensive engagement for this important topic, numerous outlets and opportunities for input in developing this parking strategy were made available to the community; both formal and informal. The various formal planning efforts noted above included community workshops where parking was a topic. Staff met several times with an advisory group of Downtown property and business owners, property managers, government officials, Shasta College officials and community advocates during the preparation of the Strategy to gather input and direction. Staff also met with several individual businesses and stakeholders to seek their concerns and suggestions. In addition, a separate Public Workshop was conducted on August 26, 2019, to provide a forum for the community to consider the Strategy elements and provide feedback.

Council Priority/City Manager Goals
• Budget and financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Communication and Transparency – “Improve the quality of communication with the public and City Employees to enhance knowledge and increase transparency to improve public trust.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Downtown Redding Parking Strategy (available online)
Packet Pg. 343 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) AUGUST 2019

DOWNTOWN

REDDING

PARKING

STRATEGY
for the
City of Redding
Packet Pg. 344 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) Packet Pg. 345 Attachment: 09-03-19 Staff Report (available online) (9.11(b)--Downtown Parking Implementation Strategy) City of Redding