Redding City Council
August 2, 2022

On-Going Services
Product Name Quantity
Sales
Price
Year One
Total
Year Two
Total
Year Three
Total
Year Four
Total
Year Five
Total
WebOffice Professional
Edition
Includes:

Pay by Plate Configuration
Maintenance alarms alerts to cell
phone
Pay Station Mapping (Google
Maps)
Reporting (standard and
analytical)
Credit Card Gateway
Cellular Communication Fees
24/7 Support
$57 per month per meter 50 $684.00 $34,200.00 $34,200.00 $34,200.00 $34,200.00 $34,200.00 Optional – Validation
Codes
Patrons can enter validation
codes at kiosk for discounted
parking. A monthly fee of $12 per
unit will be charged. 50 $12.00 $600.00 $600.00 $600.00 $600.00 $600.00 Optional - Text Messages
Based on usage and invoiced
monthly to city. 1 $0.05 $0.00 $0.00 $0.00 $0.00 $0.00
Optional – Extend by Text
Messages
Based on usage and invoiced
monthly to city, city can pass on
the convenience fee to the end
user. 1 $0.35 $0.00 $0.00 $0.00 $0.00 $0.00
Flowbird App and Text to
Park (Mobile Payment)
Includes:

Payment via iPhone or Android
App
Expiration Reminder
Time Extension
Integration with CWO for rates
and reporting
Convenience fee paid for by the
parker or organization
Stickers and signs to be provided
by Flowbird. 1 $0.35 $0.00 $0.00 $0.00 $0.00 $0.00
PartSmart Parts Exchange
Extended hardware warranty. 50 $384.00 $0.00 $19,200.00 $19,200.00 $19,200.00 $19,200.00 Annual Total $34,800.00 $54,000.00 $54,000.00 $54,000.00 $54,000.00 Packet Pg. 542 Attachment: ^Flowbird Quote (4.11(c)--Purchase Parking Equipment)

General Services
Product Name Quantity
Sales
Price
Year One
Total
Year Two
Total
Year Three
Total
Project Management, Programming, Training
Flowbird to provide project management, initial
programming/configuration and remote training on Back
Office Solution. Included in cost of meter per Sourcewell. 1 $0.00 $0.00 CWT Installation
Flowbird will secure and level pay station to the ground and provide hardware training, review preventative maintenance and trouble shooting
Ground preparation is not included. If ground prep is needed cost will be $700 per site. 50 $650.00 $32,500.00
CWT Shipping
Shipping is included in the meter price for Soucewell. 50 $0.00 $0.00 Annual Total $32,500.00
,000.00
$0.00 $0.00
Total Costs
Year One
Total
Year Two
Total
Year Three
Total
Year Four
Total
Year Five
Total
$432,138.00 $54,000.00 $54,000.00 $54,000.00 $54,000.00 All prices stated are exclusive of taxes and shipping costs unless specifically itemized in this quotation. Customer is responsible for all taxes or providing proof of tax-exempt status. By accepting this order, Customer agrees to be bound by all applicable terms and conditions or terms of existing contract(s) between Customer and Cale dba Flowbird for the same products and services, if any:

Accepted by: ______________________________ Date: _____/_____/_____PO________________ Quote Acceptance Information
Packet Pg. 543 Attachment: ^Flowbird Quote (4.11(c)--Purchase Parking Equipment) 2603 Main Street, Suite 300
Irvine, CA 92614
O: 949-428-7241; F: 949-281-3195
www.ClientServices.com
7/7/2022
City of Redding Permit Cost Model

Description of Services Cost per Instance
Online Permit Application:

Online permit application to be used by the City and its Patrons to register for and obtain residential, business, visitor, etc. parking permits. The online permit application can also be used by the City’s Personnel to manage the permitting process. Finally, in utilizing an Android Solution with Data Ticket’s proprietary parking citation software, the City’s ticket writers will have access to a daily file that includes all valid permits. When the issuing officer enters the license plate number, the handheld will indicate to the Officer whether the permit is valid or not.

The solution will provide the City’s Patrons with the following capabilities:
 Ability to register online and apply for permits
 Ability to verify resident address with DMV to ensure resident resides in permit area if applicable
 Ability to submit up to 3 documents online via the web to prove they are a resident (i.e.,driver’s license, etc.) if applicable
 Provide online temporary permit with expiration date to be printed directly from patron’s computer
 Ability to create a login name and password to the solution with which the user may manage all future permits or to check out as a guest  Ability to pre-purchase permits for upcoming years
 Ability to re-use data previously entered to purchase new permits  Tracking of all permits purchased by residents/guests, etc.  Storage of all permit data online
 Acceptance of Visa, MasterCard, Discover and American Express  Live, bi-lingual customer service agents available M-F, 7:30am-5pm who will process registration requests, answer specific and general permit questions and provide fulfillment assistance
The Solution will provide the following capabilities to the City’s personnel:
 Ability to register all permit types within the permit solution online  Ability to verify resident address with DMV to ensure resident resides in permit area – if applicable
 Ability to accept documentation & scan into the solution  Ability to generate reports on permits issued
 Ability to search for permits by resident
 Ability to modify permit holder information
 Online training of all City personnel
$2,500.00 Start Up
&
$2,000.00/Month
Packet Pg. 544 Attachment: ^Data Ticket - Permit Cost Model (4.11(c)--Purchase Parking Equipment) 2603 Main Street, Suite 300
Irvine, CA 92614
O: 949-428-7241; F: 949-281-3195
www.ClientServices.com
7/7/2022
Description of Services Cost per Instance
Permit Fulfillment (if using hangtags/stickers) - Optional Services for the above-mentioned item includes:
 Assignment of each permit per successful registration  Generating and mailing a custom notice to each successful registrant with an assigned permit
 Includes Postage – USPS first class rate
$5.00 per permit Fulfilled
And
$.85 per letter sent
Permit Approval/Denial Process - Optional
 Approval or Denial of documents by Data Ticket
$4.00 per approval/denial
Permits (if using hang tags/stickers) - Optional
 Cost of sticker permit – depending on size and quantity chosen TBD
Email Blasts - Optional
 Generating and sending custom notification/information to prospective or active permit holders
TBD
Banking Fees:

Data Ticket will pass all banking fees on to the City’s patrons who wish to pay by credit or debit card
$3.50 per transaction
Refunds – For Agencies that opt for an Escrow/In Trust
Account:

Issuance of all refunds to individuals who are due a refund via 1st class mail
$5.00 per issued refund
Credit Card Charge Backs:

Processing of each chargeback
$33.50 per chargeback
Packet Pg. 545 Attachment: ^Data Ticket - Permit Cost Model (4.11(c)--Purchase Parking Equipment) Product Quote
Date
7/1/2022
Quote #
REDp070122
Bill To:

City of Redding
Ship To
City of Redding
Terms
Net 30
Rep
SS
By signing above, you have confirmed the "Ship
To" address is correct as written.

Data Ticket will pass through any additional
charges incurred for incorrect or incomplete
shipping addresses to your agency.

When the order is received, please spot
check all items for any inconsistencies
and report them to
[email protected] within 60
days of receipt.

Description Qty Rate Total
Samsung A52 5G- Purchase
$950.00/ device
2 950.00 1,900.00T
Otter Box Case for Samsung A52
$75.00/ case
2 75.00 150.00T
Alpha 3RB Upgraded Version- Alpha 3R Bluetooth Printer- Purchase $375.00/ printer
2 375.00 750.00T
TSC, ACCESSORY IP54-RATED ENVIRONMENTAL CASE WITH

SHOULDER STRAP OPTION
Included in above purchase price
2 0.00 0.00T
1st Year License Fee Per Unit- One Time Software Fee Due at Inception of Purchase
$500.00/unit
2 500.00 1,000.00
Annual License Fee Per Handheld Unit to Receive Software Updates. Start of 2nd Year of Handheld Use.
$150.00/unit per year
0 150.00 0.00
Software Maintenance/Support/ Troubleshooting–
Includes phone support M-F during regular business
hours, remote repair, and updates.
$20.00/unit per month
2 20.00 40.00
Replacement for Lost/Stolen/Damaged Handheld Unit–
($175.00 deductible charged for each lost/stolen or damaged unit) $15.00/unit per month
2 15.00 30.00
Initial Training- provided in person, travel billable or conducted remotely via Zoom at no charge
-discounted from $800.00
1 500.00 500.00
Data plans can be provided by Data Ticket on Verizon or AT&T at actual cost
Shipping charged at actual cost

Packet Pg. 546 Attachment: ^Data Ticket Handheld Mobile Citation and Printers Quote (4.11(c)--Purchase Parking Equipment) Product Quote
Date
7/1/2022
Quote #
REDp070122
Bill To:

City of Redding
Ship To
City of Redding
Terms
Net 30
Rep
SS
By signing above, you have confirmed the "Ship
To" address is correct as written.

Data Ticket will pass through any additional
charges incurred for incorrect or incomplete
shipping addresses to your agency.

When the order is received, please spot
check all items for any inconsistencies
and report them to
[email protected] within 60
days of receipt.

Description Qty Rate Total
I agree to pay the total amount due on this invoice in the event the contract is not approved. This is due to the fact that this is a pre-order prior to the execution of the contract which is being initiated so that a go live of August 1st, 2022 can be met
California Sales Tax 7.25% 203.00

Approval Signature DATA PLANS
__ Secure WiFi
OR
Through Data Ticket
__ AT&T
__ Verizon
Agency to Provide
__ AT&T
__ Verizon
__ Other
Total $4,573.00
Packet Pg. 547 Attachment: ^Data Ticket Handheld Mobile Citation and Printers Quote (4.11(c)--Purchase Parking Equipment) Quote for:

City of Redding
Attn:

Jennifer Rentz

Reference:

Mobile Parking LPR
(MSRP) Data Ticket – Redding CA
Quote By:

Russell Robinson
Date:
07-06-22
Packet Pg. 548 Attachment: ^Data Ticket - LPR Devices by Vigelent Solutions (4.11(c)--Purchase Parking Equipment) Packet Pg. 549 Attachment: ^Data Ticket - LPR Devices by Vigelent Solutions (4.11(c)--Purchase Parking Equipment)

Vigilant Solutions, LLC
1152 Stealth Street
Livermore, California 94551
(P) 925-398-2079 (F) 925-398-2113
Issued To: City of Redding - Attention: Jennifer Rentz Date: 07-06-22 Project Name: Mobile Parking LPR Quote ID: RUR-0287-01

PROJECT QUOTATION
We at Vigilant Solutions, LLC are pleased to quote the following systems for the above referenced project:

Qty Item # Description
(2) Mobile LPR SYS-1
CDM-4-1122L5M
Mobile LPR 4-Camera L5M High-Definition System
Hardware:
● Qty=2 6mm lens package
● Qty=2 8mm lens package
● VLP-5200 Processing Unit
● Wiring harness w/ ignition control (Direct to Battery) o Single point power connection
● Field installed GPS antenna
Software:
● CarDetector Mobile LPR software application for MDC unit o LPR vehicle license plate scanning / real time alerting o Full suite of LPR tools including video tool set
(8) CAM-MOUNT-FLATASSY-SET
Universal LPR Camera Mounting Bracket
● RAM Ball Mount with Flat Base
● Mounted directly to vehicle surface
o Requires drilling
● Includes Locking Plate, Thumb Screw and Locking Screw ● One per camera
(2) VS-TBLT-301Y-KIT Vigilant Tablet Kit - 301Y
● 10.1" Rugged Tablet with Intel 8th Generation Core i7 processor o Touch screen
o Power Supply
● Docking Station
● GPS/LTE Antenna
● Mouse
● Mounting Hardware
● Keyboard Sold Separately
(2) TAB-DCHAR-01 RAM Base Plate and Pole for Dodge Charger Police ● RAM Base Plate and Pole for Dodge Charger Police for mounting of the docking station and keyboard/mouse
Packet Pg. 550 Attachment: ^Data Ticket - LPR Devices by Vigelent Solutions (4.11(c)--Purchase Parking Equipment)

(1) VSBSCSVC-01 Vigilant LPR Basic Service Package for Hosted/Managed LPR Deployments ● Managed/hosted server account services by Vigilant
o Includes access to all LEARN or Client Portal and CarDetector software updates
● Priced per camera per year for up to 14 total camera units registered ● Requires new/existing Enterprise Service Agreement (ESA) (2) VS-VPS-PT-01 Parking Enforcement System Toolkit
● Annual fee per-system
● Toolkit enables Vigilant LPR systems to receive alerts on chalking (timed parking) violations as well as whitelist violations for vehicles that have not paid, do not have permits, or are otherwise not on a registered list of vehicles ● Included with a Vigilant Mobile System Subscription
(3) VS-VPS-PI-INT Parking Integration
● Enables integration for payment validation using LPR
● Integration allows for credentials to be entered into the Client Portal software for synchronization of parking locations and paid vehicles to Vigilant LPR systems ● Annual fee, per integration
(1) SSU-LN-COM Vigilant Start Up & Configuration of Hosted/Managed Server Account ● New client account setup
● Required for all hosted/managed client accounts
(2) SSU-SYS-COM Vigilant System Start Up & Commissioning of 'In Field' LPR system ● Vigilant technician to visit customer site
● Includes system start up, configuration and commissioning of LPR system ● Includes CDM/CDF Training
● Applies to mobile (1 System) and fixed (1 Camera) LPR systems (1) VS-TRVL-01 Vigilant Travel via Client Site Visit
● Vigilant certified technician to visit client site
● Includes all travel costs for onsite support services (2) VS-INSTALL Installation services for 4-camera mobile LPR system.

Packet Pg. 551 Attachment: ^Data Ticket - LPR Devices by Vigelent Solutions (4.11(c)--Purchase Parking Equipment)

(2) VS-SHP-01 Vigilant Shipping Charges - Mobile
● Applies to each Mobile LPR System
● Shipping Method is FOB Shipping
Subtotal Price (Excluding sales tax) $56,195.00
Additional Options
Qty Item # Description
(2) CDMS44HWW 4-Camera Mobile LPR System - Extended Hardware Warranty - Years 2 through 5 ● Full mobile LPR hardware component replacement warranty ● Applies to 4-Camera hardware system kit
● Valid for 4 years from standard warranty expiration
Subtotal Price (Excluding sales tax) $16,800.00
Quote Notes:

1. All prices are quoted in USD and will remain firm and in effect for 60 days.

2. Returns or exchanges will incur a 15% restocking fee.

3. Orders requiring immediate shipment may be subject to a 15% QuickShip fee.

4. Motorola's Master Customer Agreement and all applicable addenda, available at https://www.motorolasolutions.com/en_us/about/legal.html shall govern the products and services, and is incorporated herein by this reference.

5. System proposed can perform permit, time limit, and scofflaw enforcement.

6. Sales Tax is not included in the quote.

7. Does not include in-vehicle cellular hotspot (MIFI / Cradlepoint) Quoted by:

Russell Robinson - Solution Sales Representative - 949-327-7391 - [email protected] Total Price $72,995.00 (Excluding sales tax)
(Including All Adds)
Annual Recurring Cost Starting Year Two:

Annual Recurring Costs: Mobile LPR System
Line Item  Year 2  Year 3  Year 4  Year 5
CLK (Software)  $4,200  $4,200  $4,200  $4,200
Integrations  $3,000  $3,000  $3,000  $3,000
Parking Toolkit  $2,000  $2,000  $2,000  $2,000
Total  $9,200  $9,200  $9,200  $9,200
Packet Pg. 552 Attachment: ^Data Ticket - LPR Devices by Vigelent Solutions (4.11(c)--Purchase Parking Equipment) Packet Pg. 553
Attachment: ^Notice of Exemption (4.11(c)--Purchase Parking Equipment)

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. 554 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 555 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 556 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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.

Packet Pg. 557 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Report to Redding City Council March 31, 2022
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.

Packet Pg. 558 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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.

Packet Pg. 559 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Report to Redding City Council March 31, 2022
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. 560 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 561 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 562 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment)

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. 563 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) *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. 564 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 565 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) DIXON RESOURCES UNLIMITED 1
Operational
Needs
Assessment
Outline
City of Redding, CA
FINAL
November 2021
Packet Pg. 566 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 567 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 568 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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
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• 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.

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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. 572 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 573 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 586 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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.

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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. 590 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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
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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
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# 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. 593 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 594 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 595 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 596 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 597 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 598 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 599 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 600 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 601 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Downtown Parking
Online Parking Survey Results
Presentation Date
Name of Presenter
Packet Pg. 602 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Parking Survey Results • 253 Completed Surveys • 3,029 Questions Answered • 85% Completion Rate Packet Pg. 603 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 604 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 605 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 606 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) If you drive, where do you park?
On-street- 46%
Public Parking– 37%
Private Parking– 15%
Other – 2%
Packet Pg. 607 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 608 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 609 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 610 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 611 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 612 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 613 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Thank You
Questions?
Packet Pg. 614 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment)

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. 615 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 616 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 617 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 618 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) 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. 619 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) AUGUST 2019

DOWNTOWN

REDDING

PARKING

STRATEGY
for the
City of Redding
Packet Pg. 620 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 621 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 1 of 62
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watrydesign.com

Downtown Redding
Parking Strategy
August 2019
Submitted by Watry Design and PlaceWorks
Submitted to City of Redding
Packet Pg. 622 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding

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Table of Contents
EXECUTIVE SUMMARY........................................................................................................................................... 5 INTRODUCTION ..................................................................................................................................................... 7 DOWNTOWN PARKING CONTEXT AND CHALLENGES............................................................................................. 9 DOWNTOWN PARKING SUPPLY AND DEMAND ................................................................................................... 10 METHODOLOGY ...........................................................................................................................................................10 FINDINGS....................................................................................................................................................................11 DEVELOPMENT FORECAST AND IMPACTS TO DOWNTOWN PARKING ................................................................. 18 PARKING DEMAND ANALYSIS BY PHASE ............................................................................................................................20 Phase I – Current.................................................................................................................................................20 Phase II – Short Term ..........................................................................................................................................20 Phase III – Long Term..........................................................................................................................................22 PARKING SUPPLY ANALYSIS BY PHASE...............................................................................................................................22 Phase I – Current.................................................................................................................................................22 Phase II – Short Term ..........................................................................................................................................23 Phase III – Long Term..........................................................................................................................................25 PARKING STRATEGIES .......................................................................................................................................... 30 SHARED PARKING AND SUPPLY MANAGEMENT ..................................................................................................................30 ADDING PUBLIC PARKING SUPPLY....................................................................................................................................31 COSTS, REVENUE, AND FINANCING ..................................................................................................................................33 Municipal or Private Parking Lots for Public Use ................................................................................................34 Pricing Strategies................................................................................................................................................35 Revenue Collection..............................................................................................................................................37 Management of the Parking System...................................................................................................................41 Enforcement Options..........................................................................................................................................42 Off-Street Parking Improvement Cost Considerations........................................................................................43 Public On-Street Parking Costs............................................................................................................................45 RECOMMENDATIONS AND IMPLEMENTATION.................................................................................................... 46 PARKING SUPPLY AND OWNERSHIP..................................................................................................................................46 PARKING PRICING STRATEGY ..........................................................................................................................................46 REVENUE COLLECTION...................................................................................................................................................47 MANAGEMENT ............................................................................................................................................................48 MARKETING................................................................................................................................................................48 ENFORCEMENT ............................................................................................................................................................48 IMPLEMENTATION ........................................................................................................................................................49 Short Term ..........................................................................................................................................................49 Long Term ...........................................................................................................................................................50 FINANCING CONSIDERATIONS ............................................................................................................................. 50 CONCLUSION ....................................................................................................................................................... 52 APPENDICES......................................................................................................................................................... 53 Packet Pg. 624 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 4 of 62
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List of Figures
FIGURE 1: STRATEGY AREA................................................................................................................................................... 8 FIGURE 2: 2010/2017 OFF-STREET PUBLIC/PRIVATE PARKING CAPACITY .................................................................................13 FIGURE 3: 2010/2017 PUBLIC PARKING CAPACITY ...............................................................................................................14 FIGURE 4: 2018 ON-STREET AND OFF-STREET PARKING CAPACITY ...........................................................................................15 FIGURE 5: DOWNTOWN PARKING DISTANCE ANALYSIS: WALKING DISTANCE TO DOWNTOWN PARKING LOCATIONS...........................16 FIGURE 6: COMPARABLE PARKING DISTANCE ANALYSIS: WALKING DISTANCE TO REGIONAL SHOPPING CENTERS ...............................17 FIGURE 7: PHASE I CURRENT PARKING SUPPLY (CORE AREA) ...................................................................................................17 FIGURE 8: PHASE II SHORT TERM PARKING SUPPLY (CORE AREA) .............................................................................................23 FIGURE 9: PHASE III LONG TERM PARKING SUPPLY (CORE AREA) ..............................................................................................25 FIGURE 10: SUPPLY AND DEMAND PER PHASE (CORE AND STRATEGY AREAS) ..............................................................................29 FIGURE 11: POTENTIAL OFF-STREET PARKING LEASE LOCATIONS ..............................................................................................32 FIGURE 12: SINGLE-SPACE PARKING METER .........................................................................................................................37 FIGURE 13: MULTI-SPACE PAY STATION ..............................................................................................................................39 FIGURE 14: SMART METER TECHNOLOGY.............................................................................................................................40 List of Tables
TABLE 1: CURRENT AND SHORT-TERM DEVELOPMENT IMPACTS TO PARKING SUPPLY...................................................................19 TABLE 2: CURRENT SF, PARKING SUPPLY AND DEMAND (WEEKDAYS) ........................................................................................26 TABLE 3: PHASE II SF, PARKING SUPPLY AND DEMAND (WEEKDAYS) .........................................................................................27 TABLE 4: PHASE III SF, PARKING SUPPLY AND DEMAND (WEEKDAYS) ........................................................................................28 TABLE 5: CURRENT OFF-STREET PARKING OWNERSHIP (CORE AREA) ........................................................................................35 TABLE 6: PROJECTED OFF-STREET PARKING OWNERSHIP (CORE AREA) ......................................................................................35 TABLE 7: INITIAL IMPROVEMENTS: COST PER SQUARE FEET .....................................................................................................43 TABLE 8: PREVENTATIVE MAINTENANCE: COST PER SQUARE FEET ............................................................................................44 TABLE 9: ROUTINE MAINTENANCE: COST PER SQUARE FEET....................................................................................................44 TABLE 10: REPLACEMENT OF SYSTEM: COST PER SQUARE FEET ................................................................................................45 TABLE 11: SHORT-TERM EQUIPMENT/MATERIAL COSTS .........................................................................................................50 TABLE 12: SHORT-TERM IMPLEMENTATION COSTS.................................................................................................................51 Packet Pg. 625 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 5 of 62
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EXECUTIVE SUMMARY
The goal of this Downtown Redding Parking Strategy is to make the most efficient use of all public and private parking spaces in Downtown Redding (Downtown), while planning for potential future demands that may necessitate the turnover of on-street parking spaces and the use of additional off-street parking. As construction commences on several significant new Downtown developments including the removal of the California Street Parking Structure, there will be a period of a few years when parking will be required to shift to alternative locations throughout Downtown to make use of the existing capacity.

This study analyzes parking supply and demand and makes recommendations for consideration by the community and City Council. A detailed modeled analysis of the current and proposed parking demand reveals there is considerable excess capacity in the current parking supply to meet the expected demand into the future in both the Downtown Core and the overall Strategy Area studied as shown in the following tables:

Executive Summary Table 1 and 2: Core and Strategy Area Supply and Demand Packet Pg. 626 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 6 of 62
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However, during the construction period over the next few years, the supply will be limited, and the City may desire to add supply during this time to ensure consistent and convenient parking for all user groups including employees, patrons, students and residents. To effectively manage the tight supply and ensure clear communication to the public, there will be a need to increase enforcement, maintenance and public education efforts. These activities as well as the cost of the additional supply needed will require significantly more resources than is allocated to the parking system today. The City and the community will need to consider whether these resources will come from the City’s General Fund, be user paid, or funded by property owners through some form of Business Improvement District or other funding mechanism.

Should the decision be made to implement a user paid system, in order to ensure adequate parking throughout this transition and in the long term, it is recommended that the City of Redding (City):
• Lease private lots in order to add public parking inventory, as necessary • Implement a standard fee structure for parking
• Purchase and implement a parking management mobile device application • Add smart meters to all on-street parking spaces in the Downtown Core District (Core) • Partner with new private/public parking garages and surface lots to manage parking • Add pay stations to the two City-owned surface parking lots and newly leased parking lots • Provide staff to manage the parking system, including enforcement • Develop and implement a parking marketing strategy, including signage In the long term, it is recommended that the City:
• Consider partnering with a private entity to manage the parking system • Add smart meters to all on-street parking spaces in the Downtown Redding Parking Strategy Area (Strategy Area)
• Add pay stations or app-managed spaces to other parking lots • Institute a demand based fee structure
A property owner paid system may reduce the initial capital investment in revenue collection devices like smart meters and pay stations. However, enforcement, administration, maintenance and capital reserves will require ongoing resources to ensure a sustainable and consistent parking system.

As these community changes occur to the Downtown and the new parking system, it is imperative to have an open line of communication with the public and Downtown businesses to clearly communicate where and how parking is changing and where it will be available and accessible.

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INTRODUCTION
Starting in August 2016 the City began studying parking in Downtown, for the 2018 Downtown Redding Specific Plan Update (Downtown Specific Plan), and was adopted in April 2018. The Downtown Specific Plan briefly addressed parking but acknowledged the need for further analysis. Since the Downtown Specific Plan, the City, in partnership with private developers, has received grant funding for two projects in Downtown, which will include the removal and addition of parking (e.g., the removal of two parking structures). In anticipation of these projects and future development/revitalization of Downtown, a detailed analysis is needed to address short- and long-term parking needs and strategies.

This strategy, submitted by Watry Design and PlaceWorks to the City, describes existing parking, recent development that has an effect of parking demand and supply, a set of alternative parking strategies, parking recommendations, and financing considerations. As shown in Figure 1: Strategy Area, the Strategy Area encompasses the Core and includes portions of the Downtown Specific Plan Area. For comparison and implementation purposes, this strategy compares the larger “Strategy Area” to the smaller “Core” or “Core Area.”

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Figure 1: Strategy Area
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DOWNTOWN PARKING CONTEXT AND CHALLENGES
For several decades, the City and its partners have been trying to encourage development in and the revitalization of Downtown. In an effort to make development projects more affordable in Downtown, the City has provided public parking and has reduced/eliminated parking requirements throughout the Strategy Area, especially in the Core Area. Additionally, the City has invested in parking resources in Downtown, including:
 Providing and maintaining off-street public parking, including a 640-space structure (the California Street Parking Structure), a 140-space subterranean structure (the old Dicker’s Parking Structure), and two surface lots. In the Core Area, a total of 1,014 off-street public parking spaces are available, of which 881 (or 87 percent) are owned by the City.
 Removing parking meters from City-owned lots (making them free of charge).  Providing and maintaining on-street public parking, including 540 spaces in the Core Area (277 of which have poles for parking meters) and 1,187 spaces in the Strategy Area (363 of which have poles for parking meters).

Despite the City’s investment in the provision of public parking and maintenance, challenges to the parking program remain and the resulting impact on Downtown vitality and development has been underwhelming.

Some of the ongoing issues affecting parking demand and supply include:
 Despite removing parking requirements for development projects in the Core Area, a limited amount of new development has come to Downtown in the past 20 years.  There is a high rate of business turnover in existing commercial buildings.  The Mt. Shasta Mall area continues to draws large retail stores away from Downtown.  There is a large government office presence in Downtown, whose employees patronize retail establishments, but their location in ground floor retail stores creates an all-day parking demand in prime retail parking locations. Recent data for this strategy indicates that government offices use a substantial supply of off-street parking spaces in the Core Area for all-day parking – well over 30 percent of the California Street Parking Structure.
 The California Street Parking Structure takes up nearly three city blocks – an area that is better utilized with more active uses, such as mixed-use development (housing, restaurants, and retail and office uses) and a more compact private parking garage.
 There is an uneven playing field for peripheral development outside of the Core Area. These properties are further from the free centralized off-street parking lots and they must provide on-site parking.
 Over the years, the City has removed some parking meters or has not replaced other broken on-street parking meters due to funding limitations. For the parking meters that remain, the charge for onstreet metered parking is $0.20 per hour. The majority of these meters are mechanical and do not have the ability to be programmed for different rates.
 The City provides very limited enforcement due to funding limitations. This means that parking meters are ignored by some, leading to all-day parking in high demand areas instead of preserving nearby convenient spaces for short-term customers.

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 The Downtown parking program is not self-sufficient. Instead, the City’s General Fund subsidizes parking, providing $70-80K/year for operational costs and necessary maintenance. Due to funding limitations, preventative maintenance has been deferred. The California Street Parking Structure and the old Dicker’s Parking Structure have approached the end of their useful life at more than 50-yearsold; however, due to prohibitive costs, the City likely will not replace these structures.

DOWNTOWN PARKING SUPPLY AND DEMAND
Methodology
City Public Works staff has gathered a considerable amount of data related to current parking supply and demand. Data was collected from several sources, as described below.  Physical Counts. City staff physically counted occupied parking stalls for the Core and the Strategy Areas in October 2010 and May 2017, between 11:00 am and 2:00 pm. For this analysis, the highest number of filled parking spaces on a block (between 2010 and 2017 counts) was used, to give a conservative estimate. Data was updated in 2018. Physically counting the occupied parking stalls is valuable in identifying the parking demands on a specific day and time. The counts performed helped to augment the model developed to determine the demand for parking spaces throughout the Phases outlined in this strategy.
 Interviews. Numerous interviews with interested downtown parties were conducted in Summer 2018 to help assess the variety of parking needs and to help calibrate the parking models used to complete this strategy. A few of the larger user groups comments are included below to provide prospective to the variety of issues addressed.
o Shasta County indicated that downtown office space is critically important to the Social Services operations and that downtown space provides good access to clients and has affordable lease rates. Once the Shasta County Courthouse is completed, it may open up space in the old courthouse to move some of these agencies into the vacated building. o Superior Court was interviewed to gain an understanding of existing and projected future parking needs. A new Courthouse is under construction in Downtown; with current parking spaces, they anticipate a need for approximately 100 additional parking spaces after the courthouse is operational.
o Commercial Realtors – Assisted in determining existing vacant lease space, what the current mix of existing commercial uses are and what clients for space downtown look for in parking. o Restaurant Counts. Existing restaurants in the Core and the Strategy Areas were counted during the 2018 summer, to feed into the demand model. At the time of the count, there were 40 restaurants in the Strategy Area, with the majority of them in the Core Area. o Downtown property owners and business owners, as well as Downtown interest groups such as Viva Downtown and the Chamber of Commerce, have been part of the process from the beginning and have provided valuable input on existing operations and what the future needs of business owners include.

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o Business owners – A variety of owners that own and maintain private parking lots have been consulted as to the impacts of owning businesses downtown and the various issues they continually have to address. These issues are primarily around maintenance and security and how the impacts from trespassing and vandalism affect their businesses.

It should be noted that the existing parking occupancy counts from 2010 and 2017 were for Downtown at a time when there were many vacancies, particularly in the retail sector. These parking occupancy numbers would not give an accurate snapshot of a fully leased and vibrant downtown area, which is anticipated to happen during the next several years. The existing demands downtown are very different from that of a fully energized downtown, which will be addressed in more detail later in this strategy.

Findings
The data is summarized in Figures 2 to 6, as described below. • Figure 2: 2010/2017 Off-Street Public/Private Parking Capacity shows the capacity percentages of the off-street public/private parking lots, based on the counts found at the time. • Figure 3: 2010/2017 Public Parking Capacity shows the capacity percentages of the public parking only, a combination of on- and off-street parking, based on the counts found at the time. • Figure 4: 2018 On-Street and Off-Street Parking Capacity provides public/private parking supply numbers, based on the counts found during the new survey. • Figure 5: Downtown Parking Distance Analysis illustrates walking distances from existing parking lots within the Core at 300 feet and 600 feet radiuses,
• Figure 6: Comparable Parking Distance Analysis compares the same 300 and 600 feet walking distances at other familiar developments.

As shown in Figure 2: 2010/2017 Off-Street Public/Private Parking Capacity:
o The Core was parked on average at 60 percent capacity (1,194 occupied stalls within a total supply of 1,987 stalls) inclusive of private facilities.
o The Strategy Area was parked on average at 56 percent capacity (1,916 occupied stalls within total supply of 3,395 stalls) inclusive of private facilities.

As shown in Figure 3: 2010/2017 Public Parking Capacity:
o The Core was parked on average at 65 percent capacity (1,018 occupied stalls within a total supply of 1,558 stalls).
o The Strategy Area was parked on average at 60 percent capacity (1,852 occupied stalls within total supply of 3,070 stalls).

As shown in Figure 4: 2018 On-Street and Off-Street Parking Capacity:
o The Core total supply count of 2,596 stalls is inclusive of private facilities, and is an increase of 53 stalls from the 2010/2017 survey counts (2,543).
o The Strategy Area total supply count of 4,651 stalls is inclusive of private facilities, and is an increase of 53 stalls from the 2010/2017 survey counts (4,598).

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As shown in Figure 5: Downtown Parking Distance Analysis and Figure 6: Comparable Parking Distance Analysis:
o These two figures, when compared side by side, illustrate the same walking distances from parking lots to either within the Downtown Core or to big box stores or shopping malls.

The data shows that there is an adequate supply of parking in Downtown, but there continues to be a perceived lack of parking. This is likely due to a combination of issues. One such issue is that, while the few prime on-street spaces in front of stores typically are always being utilized (often by vehicles parked for a full 8 hours), other off-street parking spaces located within one to two blocks away are underutilized. The existing on-street parking is typically the most desired and the off-street public parking supply is out of sight and often overlooked.

Additionally, the data found that many of the metered parking spaces have meters that are out-of-service or missing. As such, the payment requirements are unclear, as many assume the remaining meters are remnants of an older system and it is not necessary to pay. Enforcement has been light, due in part to limited enforcement staff and a lack of funds to pay for more enforcement staff and/or meters.

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Figure 2: 2010/2017 Off-Street Public/Private Parking Capacity Packet Pg. 634 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 14 of 62
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Figure 3: 2010/2017 Public Parking Capacity
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Figure 4: 2018 On-Street and Off-Street Parking Capacity Packet Pg. 636 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 16 of 62
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Figure 5: Downtown Parking Distance Analysis: Walking Distance to Downtown Parking Locations Packet Pg. 637 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 17 of 62
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Figure 6: Comparable Parking Distance Analysis: Walking Distance to Regional Shopping Centers

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DEVELOPMENT FORECAST AND IMPACTS TO DOWNTOWN PARKING
The revitalization of Downtown will have a significant effect on public parking demands, coupled with a reduced supply of public spaces, both during and after construction of the projects mentioned below. During the Downtown Specific Plan, parking emerged as an issue that many community members and business owners expressed concern. As part of the Downtown Specific Plan process, a community meeting was held on November 9, 2017 that focused on parking issues. Many of the comments received had to do with concerns about cost of parking, where paid parking may or may not be appropriate, enforcement of on-street parking meters, potential loss of parking spots, walking distance from parking, and the potential for new parking at various locations.

A number of significant developments are underway or in development in the short term. The parking impacts are outlined below.
 The 1551 Market Street project (affordable housing, retail space, subterranean parking, and reintroducing the downtown grid through the promenade) has already removed the 140-space subterranean structure (the old Dicker’s Parking Structure) and is in the process of rebuilding 100 spaces. The project will add 40-50 on-street spaces with new street connections on Market, Butte and Yuba Streets. The net result will not significantly change the overall supply of parking spaces but will certainly change the parking utilization and parking demand with a mix of residential and retail uses.
 The Block 7 project (affordable and market rate housing, retail space, office space, new transit service, bike and pedestrian facilities, and a new multi-story parking garage) will remove the approximately 640-space California Street Parking Structure. The project will replace roughly 300 spaces on-site with a 200-plus space multi-story parking structure, a 100 plus space surface lot at the south end, and an additional 15 on-street alley parking spaces. The net result will be a loss of roughly 325 spaces.  These and other planned developments will add about 180 residential units and nearly 40,000 square feet (SF) of retail/office space adding to the future parking demand. This demand will partially be met by providing off-street private parking on the project sites.  The Shasta County Courthouse project removed 135 off-street spaces and as designed a handful of new employee parking (10-12 spaces) will be on-site.
 The Diestelhorst to Downtown Active Transportation Project will remove about 15 on-street spaces for a cycle track along California Street.
 The McConnell Foundation has committed to a 10-year program to improve the physical and social environment in Downtown, beginning with the launch of the California Street Labs in October 2018, which will temporarily provide for about 70 spaces.
 This activity has encouraged other private development to follow with new breweries, a food truck hub and other mixed-use residential/commercial projects.

Following planned developments, there will be a total net reduction of 135 spaces in the Core Area and 260 in the Strategy Area. See Table 1 Current and Short-Term Development Impacts to Parking Supply for a summary of the parking supply changes following the planned short-term developments.

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Table 1: Current and Short-Term Development Impacts to Parking Supply On-Street parking loss or gain from development- Yellow Off-Street parking loss or gain from development - Green Forecasted developments:

Core
Area
Strategy
Area
1551 Market St. – Center Market Project
Demolished existing retail and subterranean lot -140 -140 Add subterranean lot 100 100
New on-street spaces 40 40
Total - 0 0

Block 7
Demolish parking garage -640 -640
Add multi-story parking structure 200 200
Replace with a surface lot at south end 100 100
California-Market Alley on-street spaces 15 15
Total - -325 -325

Courthouse block demolition
Demolished existing uses -135
Add employee parking 10
Total - -125

Diestelhorst to Downtown Project
Remove spaces for cycle track on Cal. Street -15 -15
McConnell Foundation
Open California Street Labs Parking Lot 30 30
Demolished police station and create surface lot 40 40
RABA (Redding Area Bus Authority)
Demolished retail and auto repair building and added surface lot 135 135 190 190
Net On- and Off-Street Parking Totals: -175 -300
+40 +40
Overall Total: -135 -260
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Parking Demand Analysis by Phase
This section summarizes the findings of the Downtown Redding Parking Demand Analysis (Watry, 2018), specifically, the anticipated current, short, and long term parking demands and how the demands align with existing and anticipated supply to determine needed additions, if any. The demand forecast is broken down into three main Phases. Phase I looked at the current situation and used the existing commercial, office and residential occupancy rates and compared them to actual parking counts during peak occupancy to determine that the models were calibrated correctly. Parking demand for short-term development (Phase II), along with demand for future long-term redevelopment (Phase III) were considered and included in an analysis (see Appendix 2 thru 5) of predicted future parking demands for Downtown and examined within the Core and Strategy Areas. Phase II and III assumes a fully vibrant and utilized downtown with the existing vacant square footage occupied at 90 percent. This was done to maximize the demand so that, when the vacant spaces are filled and lower parking demand uses such as office are converted to retail space, the associated increase in potential demand is captured in the models.

In a Downtown setting, residential development does not generate additional retail parking demand since residents will be able to park in their development and visit Downtown businesses without driving. In addition, if managed properly, parking for residents can be shared with businesses because many downtown employees live outside of downtown, leaving public parking spaces open during the evening.

With the collected current parking data, known and forecasted developments and the anticipated parking demands, the parking strategy should address short and long-term goals. Below are summaries of the phases, defined by significant points of development. Included in the demand analyses are recent changes that have reduced demand for parking in Downtown, including the demolition of Bings Automotive, the old Police Building, and the Dickers building. A significant amount of research and background information is attached as reference to this report.

Phase I – Current
This Phase includes all of the currently occupied and vacant commercial and office square-feet in the Core and Strategy Areas. Phase I Current is the existing condition; it uses parking data based on conditions from the 2010/2017 survey, with 2018 updates. Based on the surveys it is assumed there is an 88 percent occupancy rate for office space and a 65 percent occupancy rate for retail and restaurant space.  The Core Area – The collected data resulted with a peak demand of 1,477 parking stalls.  The Strategy Area – The collected data resulted with a peak demand of 2,506 parking stalls.

Phase II – Short Term
Phase II assumes all retail and office space is fully revitalized to a 90 percent occupancy rate and considers the addition of the following projects:
 1551 Market Street – Demolition of existing 65,000 square feet of retail and the loss of its associated parking demand will be replaced by 82 residential units and 22,800 square foot of retail with its associated parking demand.

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 Block 7 development - Demolition of parking garage – a loss of zero demand. At completion will add 100 residential units and approximately 20,000 square feet of retail and office space and its associated demand.
 Shasta County Courthouse - Demolition of multiple buildings including residential, office space, retail, and a restaurant space and their associated parking demand, but at completion will add a new courthouse that will replace the current facility. There will be a net increased demand.  Planned developments for 40,000 SF of retail and offices – Loss of existing buildings reduces the demand and the replacement may not increase demand, if the redevelopment is not more intense or enough parking is provided onsite.
 California Street Labs/Former police station lot – Demolition of the 14,000 sq. ft. of the police station and its associated parking demand was replaced by the addition of 40 spaces for a total of 70 spaces for California Street Labs.
 Redding Area Bus Authority (RABA) /Bell Rooms lot – Demolition of 4,300 sq. ft. of auto repair and the associated parking demand. This area was replaced with an additional 76 parking spaces including the old gated police lot.
 Miscellaneous other private redevelopment, including mixed use residential and commercial – Much of the other development is redevelopment of existing buildings that may add demand if the redevelopment is a more intense of use than the existing structure.

Forecasted Phase II parking demands (with parking inventory carried over from Phase I):
 Core Area. A shared use model for the Phase II conditions was created with assumed square footage increases for different land uses (office, retail and restaurants spaces). The model results were tailored to replicate the collected data with a peak demand of 1,909 parking stalls, and a net loss of 135 stalls due to development for a 78 percent utilization rate (see Table 3 of Phase II Core). This assumes a fully leased, (90 percent) and vibrant Core Area model. Note the modified demand for private parking is assumed to be 459 stalls.
 Strategy Area. A shared use model for the Phase II conditions was created with assumed square footage increases for different land uses (office, retail and restaurants spaces). The model results were tailored to replicate the collected data with a peak demand of 3,001 parking stalls, and a net loss of 260 stalls due to development for a 68 percent utilization rate (see Table 3 of Phase II Strategy).

This assumes a fully leased, (90 percent) and vibrant Core Area model. Note the modified demand for private parking is assumed to be 654 stalls.
 Initially, demand has been reduced and a few significant structures have been removed, including the old Dicker’s building, the former police station, Bings Automotive and a small café, county office buildings, and the Dobrowski House. The demand will quickly ramp up to the anticipated peak demand as new developments come online and create the demand. Even though demand is currently less due to demolition of the structures, it was decided that, in order to be conservative, the loss of demand was not included in these early phases to help compensate for the growth of the retail sector that is occurring. It is also assumed the residential developments will provide their own parking. The developments above are factored in the ULI shared use models in the Appendix.

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Phase III – Long Term
This Phase includes all of Phase I and Phase II, and new square footage added and some existing square footage re-purposed for other uses. Noted new and re-purposed square footage amounts are assumed to be built out in the next 10-20 years.

Forecasted Phase III parking demands (with parking inventory carried over from Phase II) –  The Core Area. A shared use model for the Phase III conditions was created with assumed square footage increases for different land uses (office, retail and restaurants spaces). The model results were tailored to replicate the collected data with a peak demand of 1,941 parking stalls with a predicted utilization rate of 79 percent assuming no additional supply (see Table 4 of Phase III Core).

Note the modified demand for private parking is assumed to be 459 stalls.  The Strategy Area. A shared use model for the Phase III conditions was created with assumed square footage increases for different land uses (office, retail and restaurants spaces). The model results were tailored to replicate the collected data with a peak demand of 3,180 parking stalls with a predicted utilization rate of 73 percent assuming no additional supply (see Table 4 of Phase III Strategy). Note the modified demand for private parking is assumed to be 654 stalls.

Parking Supply Analysis by Phase
As downtown residential development occurs, the need to add parking supply should be balanced with some anticipated shift in transportation modality. The new residents of downtown are more likely to utilize transit, bike and/or walk to destinations, and have less vehicles. As access to downtown improves and better links are constructed to adjacent neighborhoods, recreation, and the river trail, more users may choose these alternative options to access downtown without a vehicle.

Progress to add parking is already underway with the addition of 135 off-street spaces added following demolition of the Bings Automotive structures for the RABA Bell Rooms lot. Another 70 off-street spaces are available at the former police station, as part of the California Street Labs.

The overall desired effect for the new development is a shift in parking supply, from a centralized model to one that will spread supply throughout the downtown and is dynamic, ebbing and flowing as new developments or significant re-development projects come on-line. The City’s goal is to engage the community, encourage efficient use of the existing parking supplies available, provide the best Level of Service (LOS) possible for customers and employees, and develop the downtown parking program into a selfsufficient operation not reliant on the City General Fund.

Phase I – Current
Currently, there are 4,651 parking spaces available in the Strategy Area (see Figure 4: 2018 On-Street and OffStreet Parking Capacity) either on-street, in public parking lots, or in private parking lots. Of these, 2,596 parking spaces are located in the Core Area. The strategy revealed existing parking supply utilization is on average 57 percent in the Core Area and 54 percent in the Strategy Area, for public and private parking combined. See Figure 7: Phase I Current Parking Supply (Core Area) for current utilization rates and available capacity (underutilization) and Table 1 Current and Short-Term Development Impacts to Parking Supply for a full breakdown of the current parking demand and supply. The goal is to have 15 percent of parking spaces Packet Pg. 643 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 23 of 62
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open and available for the short-term retail parking, which is the green section of the pie chart. The red section is the amount of supply that on average remains underutilized.

Figure 7: Phase I Current Parking Supply (Core Area)

Phase II – Short Term
Phase II includes planned developments in Downtown. Phase II is already underway as the construction of 1551 Market Street has already closed the 140 public parking spaces that existed under that facility and the Shasta County Courthouse has removed their 135 spaces. The RABA Bell Rooms lot has been completed and is now open to the public. Additionally, the California Street Labs recently paved the former police station lot, bringing the combined total to 205 spaces added. The current state of parking in Downtown following the loss of the parking spaces associated with the Courthouse and 1551 Market Street projects has had a relatively minor impact to date with excess supply absorbing those losses effectively with very little public concern.

The redevelopment of the California Street Parking Garage is slated to begin in late 2019 and will soon remove all 640 spaces. The removal of these spaces and prior to the construction of the new parking garage and surface lot on the south end will result in the fewest parking spaces in the Core Area and will have a significant impact on supply. Although there is predicted to be nearly enough sufficient supply when considering the on-street and private spaces, the City may consider additional public supply during this timeframe to ease the transition during construction. Fortunately, additional spaces are expected to come online in 2020 with the opening of the 1551 Market Street project and the associated 100 space new public parking facility under the structure and the addition of some 40-50 on-street spaces constructed with the new extensions of Butte, Market, and Yuba Streets in the Core Area. Within a year or two of these projects, the Block 7 project will be complete and will add 315 spaces to the Core Area.

To better understand this timing, Phase II can be described in three sub-phases, Phase II-A includes the loss of the 1551 Subterranean Lot, the Courthouse and the California Street Parking Garage, Phase II-B considers the 1551 Market Street project complete with the addition of 140 spaces, and Phase II-C considers all projects contemplated are complete and the Core is revitalized to a 90 percent lease rate for all retail and office space.

Current
Utilization
57%
Under
Utilization
28%
Goal Available
Spaces
15%
Core Current Parking Supply Total - 2596
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Figure 8 Phase II Short Term Parking Supply (Core Area) depicts the predicted parking utilization rates and available capacity.

Figure 8: Phase II Short Term Parking Supply (Core Area) Estimated
Utilization
96%
Under Utilized
0%
Estimated
Remaining
Supply Capacity
4%
Core Phase II -A Parking Supply
Total Spaces - 1996
Estimated
Utilization
89%
Under Utilized
0%
Estimated
Remaining
Supply Capacity
11%
Core Phase II -B Parking Supply
Total Spaces - 2136
Estimated
Utilization
78%
Under Utilization
7%
Goal Available
spaces
15%
Core Phase II -C Parking Supply
Total Spaces - 2461
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Phase III – Long Term
As shown in Figure 9: Phase III Long Term Parking Supply (Core Area), by phase III, the parking inventory in the Core Area is now reaching 79 percent. In the Strategy Area, parking utilization is projected to be 72 percent occupied. The parking supply is still adequate at this point in time. Although it will remain important to encourage users to take advantage of off-street parking through incentives such as lower hourly rates to maintain available on-street parking.

Figure 9: Phase III Long Term Parking Supply (Core Area) As depicted in Tables 2, 3, and 4, the model shows sufficient capacity to handle the predicted demands in all three phases without building additional supply. However, during construction in Phase II, there will be times when parking demand is approaching 100 percent utilization and the need to add supply, if even temporarily, may be desirable to limit public frustration during the transition.

Estimated
Utilization
79%
Under Utilization
6%
Goal Available
Spaces
15%
Core Phase III Parking Supply Total - 2461
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Table 2: Current SF, Parking Supply and Demand (Weekdays) Occupancy Core Area Strategy Area
Current occupied SF 557,167 875,989
Current vacant SF 115,688 181,886
Total SF * 672,855 1,057,875
* Not counting Theater parking
On-Street Parking (Public)
Unmetered supply** 263 824
Metered supply (with/without meter heads)** 277 363
Current supply, total 540 1,187
Demand (from 2010/2017 survey) 283 590
Utilization 52% 50%
Off-Street Parking (Public + Permit)
Current supply** 1,014 1,879
Demand (from 2010/2017 survey) 735 1,262
Utilization 72% 67%
Total Parking (On- and Off-Street Public Parking)
Current supply** 1,554 3,066
Demand (2010/2017 survey) 1,018 1,852
Utilization 66% 60%
**Supply based on 2018 survey
Off-Street Parking (Private Parking)
Current supply** 1,042 1,585
Demand (2010/2017 survey) 459 654
Utilization 44% 41%
Grand Total Parking (On- and Off-Street Parking, Public + Private) Current supply** 2,596 4,651
Demand (2010/2017 survey) 1,477 2,506
Utilization 57% 54%
**Supply based on 2018 survey

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Table 3: Phase II SF, Parking Supply and Demand (Weekdays) Occupancy Core Area Strategy Area
Phase II occupied SF (90% of total available SF) 602,911 964,913 Phase II vacant SF 66,990 107,213
Total SF * 669,901 1,072,125
* Not counting Theater parking
On-Street Parking (Public)
Phase II supply, total** 540 1,187
Stalls lost or gained after development construction 40 40 Phase II supply (after construction) 580 1,227
Off-Street Parking (Public + Permit)
Phase II supply** 1,014 1,879
Stalls lost or gained after development construction -175 -300 Phase II supply (after construction) 839 1,579
Total Parking (On- and Off-Street Public Parking)
Supply From Phase I** 1,554 3,066
Stalls lost after development construction -135 -260
Phase II supply (after construction) 1,419 2,806
Demand (per shared parking demand summary, based on
land use and not parking type) less current Private
Parking Demand 1,450 2,347
Utilization 102% 84%
**Supply based on 2018 survey
Off-Street Parking (Private Parking)
Phase II supply** 1,042 1,585
Grand Total Parking (On- and Off-Street Parking, Public + Private) Phase II supply** 2,461 4,391
Demand (per shared parking demand summary, based on
land use and not parking type) Includes Private Parking Demand 1,909 3,001
Utilization 78% 68%
**Supply based on 2018 survey
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Table 4: Phase III SF, Parking Supply and Demand (Weekdays) Occupancy Core Area Strategy Area
Phase III occupied SF (90% of total available SF) 596,057 992,453 Phase III vacant SF 66,229 110,273
Total SF * 662,286 1,102,725
* Not counting Theater parking
On-Street Parking (Public)
Supply from Phase II
(Post Phase II construction)** 580 1,227
Off-Street Parking (Public + Permit)
Supply from Phase II
(Post Phase II construction)** 839 1,579
Total Parking (On- and Off-Street Public Parking)
Supply from Phase II
(Post Phase II construction)** 1,419 2,806
Demand (per shared parking demand summary, based
on land use and not parking type) less current Private
Parking Demand 1,482 2,526
Utilization 104% 90%
**Supply based on 2018 survey
Off-Street Parking (Private Parking)
Phase III supply** 1,042 1,585
Grand Total Parking (On- and Off-Street Parking, Public + Private) Phase III supply** 2,461 4,391
Demand (per shared parking demand summary, based
on land use and not parking type) Includes Private
Parking Demand 1,941 3,180
Utilization 79% 72%
**Supply based on 2018 survey

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Figure 70: Supply and Demand per Phase (Core and Strategy Areas) Packet Pg. 650 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 30 of 62
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PARKING STRATEGIES
How will the City and its community partners adapt to new demands and loss of supply over the short and long terms? What will the pricing choices look like and will they provide sustainable funding? How can turnover be encouraged during high demand while not overwhelming enforcement? What can be done to ensure a positive customer experience? These questions will be addressed in the following sections.

Shared Parking and Supply Management
Shared parking is the use of a parking space to serve two or more individual land uses without conflict or encroachment. Considering shared use parking is critical to not overestimating the overall supply need.

Shared use parking was considered and incorporated into the demand models using industry standards.

As noted in Shared Parking, Second Edition (Mary Smith and Urban Land Institute, 2005)), “shared parking is the use of a parking space to serve two or more individual land uses without conflict or encroachment” and there are two conditions for shared use: 1) “variations in the accumulation of vehicles by hour, by day, or by season at the individual land uses,” and 2) “relationships among the land uses that result in visiting multiple land uses on the same auto trip.” Shared Parking also states, “The key goal of shared parking analysis, then, is to find the balance between providing adequate parking to support a development from a commercial viewpoint and minimizing the negative aspects of excessive land area or resources devoted to parking.

Downtown areas that share parking result in greater density, better pedestrian connections, and in turn, reduces reliance on driving, typically because multiple destinations can be accessed by walking.” Parking Demands – When analyzing shared-use parking, one has to understand what parking demands are based on:
• Project program: Land uses and sizes of each. Size could be defined by the gross floor area (GFA), gross leasable area (GLA), number of seats, number of units or bedrooms, etc. It is important to have a well-defined program for best results.
• Parking ratios: Examples of parking ratios include four to six (4-6) parking stalls per 1,000 GLA of retail space; three (3) parking stalls per 1,000 of GFA for office space; and 0.27 parking stalls per seat for a theater.
• Multi-modal adjustments: This includes people arriving at the site by means other than a private vehicle requiring a parking stall, UBER/Lyft, public transportation, ride sharing, etc. • Non-captive adjustments: This includes patrons that are on-site visiting a land use and will visit other land uses without having to re-park the car.

Adjustments can be made to the parking ratios, multi-modal factors, and the non-captive factors as needed in order to create a model that best represents the project’s specific characteristics, behaviors, and parking needs.

The Urban Land Institute (ULI) Model, which is used for this strategy, predicts parking demand by taking into consideration the parking ratios, the multi-modal and non-captive adjustments, time of day, day of month, and month of year, along with shared use considerations for all user groups. ULI, working with the International Council of Shopping Centers (ICSC), the National Parking Association (NPA), and a core group of parking professionals, published Shared Parking and the associated MS Excel spreadsheet model to assist with the analysis and development of parking demands. Shared Parking is a recognized and accepted tool within Packet Pg. 651 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 31 of 62
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the parking planning and traffic engineering professions and accepted by many municipalities as an effective approach to establish parking demands. The ULI Model calculations include the 85th percentile approach when establishing project peak parking demands, and is consistent with traffic engineering practices.

The nature of a downtown is a great example of the shared parking model. A customer that parks to visit a store or shop and will likely visit other businesses on the same trip; this is a captive sharing factor. Mode of transportation is another sharing factor. Customers who arrive by public transit, UBER/Lyft, drop offs, walking, etc. do not require a parking space. The sharing factors reduce the overall demand for parking spaces and fewer can be built. At approximately $10,000 for a surface lot space and $35,000 for a structured space, optimizing the available parking supply is imperative.

Per the ULI Model the Downtown peak parking demand is currently weekdays at 2:00 p.m. Typically, private off-street lots would not be available at this time to share their parking spaces but since there are vacancies in the downtown and outdated parking models, there is private parking available. Downtown weekend peak parking demand is at 7:00 p.m. This is an ideal time for many businesses to share their parking supply but would require developing partnerships and agreements to allow public parking during certain hours and may require a revenue source to help enforce, maintain, and administer the program.

Private parking for public use - A shared parking strategy that is highly effective is the sharing of off-street private parking spaces. This is an effective way to minimize required parking in downtown areas, as well as minimizing constructing new parking. This is especially true as evening activities increase in downtown areas.

This option would require a collaboration and partnership between the City and local businesses. This also may require incentives for local businesses to utilize their privately maintained lots. Charging to use the private parking spaces and sharing the revenue with the owners might be the incentive needed to encourage owners to participate. Sharing of the revenue could be in the form of services, such as litter clean up and periodic power washing. There are 1,585 off-street private parking spaces in the Strategy Area, of which 1,042 are located in the Core Area. These parking spaces could be utilized during their non-business hours for other land uses (e.g., office parking supply could be used in the evenings and weekends for other uses, such as dining and entertainment).

Adding Public Parking Supply
Although there appears to be sufficient supply for the short and long term, the community may wish to invest in additional supply to ebb and flow with development and provide more convenient options. There are several options to increase supply as noted below.
• Develop New City Owned Parking Spaces– Add additional off-street parking spaces, which could consist of the City purchasing existing properties for new surface parking lots or the development of multi-story parking structures. Parking structures are very expensive at approximately $35,000 per space and require a revenue source. On-grade, off-street lot parking costs approximately $10,000 per space.
• Encourage Private Provision of Off-Street Parking– Encourage policies that allow private investment in off-street parking spaces. This will only work if public lots are paid parking since they will not be able to compete with free parking. A lot where the primary use is parking may be counter to the newly adopted Downtown Specific Plan that encourages development of a walkable, pedestrian- friendly downtown and discourages parking lots along street frontages.

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Potential Parking Lots to Lease for Public Use
Figure 12 Potential Off-Street Parking Lease
Locations provides a list of potential locations for
leasing on grade lots, with approximate costs using
recent lease rates. If fully implemented, 275 stalls
could be added to the supply at a cost of
approximately $15,000 per month based on current
lease rates. The lots listed are meant to be an
example of potential lots that are privately owned
and currently underutilized. They may not be
available if owners do not wish to partner with the
City. As other lots become available in desired
locations, they may also be considered.

Costs, Revenue, and Financing
To charge or not to charge for parking is itself an option. Providing parking free of charge to the user is a nice amenity but requires the City subsidize parking operations and enforcement from the City General Fund or a subsidy from the private businesses that benefit from the parking through a Business Improvement District (BID) or some other financing mechanism. Alternatively, charging the user for parking can contribute to or cover the cost of parking operations, maintenance, enforcement, and other amenities. User paid parking also provides an effective mechanism to manage parking in high demand areas and encourages turnover through a balance of pricing options.

Historically, the City has had some form of parking meters on most of the parking spaces, both prior to construction of the Downtown Mall and today. Meters were slowly removed from off-street lots and only onstreet meters remain. The current rate on those remaining historical meters that are still operational is 20 cents per hour. The rate cannot be changed as they are mechanical and not electronic with programmable rates. Although the City has since purchased a few replacement electronic meters in recent years, the majority of the remaining meters have become obsolete, vandalized, and eventually removed by the City due to a lack of a funding source. As a result, many of the parking spaces downtown remain unmetered and by default the parking spaces are free of charge.

The City decided to provide free parking in the downtown garages and surface lots to attract customers and compete with other retail developments. Now, as Downtown redevelops and streets are reintroduced, the Location Size Spaces
1 Pine/Eureka Way 0.4 36
2 Shasta /Market East 0.32 29
3 Shasta Market / West 0.18 16
4 Pine/Tehama 0.31 28
5 Pine / Yuba 0.4 36
6 Pine / South 0.33 30
7 Gold / California 0.3 27
8 Gold / Market 0.25 23
9 Yuba / Oregon 0.50 50
TOTAL SPACES 275
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question of whether to provide free parking in Downtown has again become an issue to address the new developments and its overall vibrancy. If the parking remains free, will the costs be borne by public or private sources? If parking becomes user paid, what revenue collection mechanism is appropriate for this community? What are the costs of parking facilities, maintenance, collection systems and enforcement? And regardless of payment, enforcement, administration, communication is necessary for a healthy, transparent, and functioning parking system.

A shift to paid parking on- and off-street may be required if businesses are unwilling to subsidize parking for their patrons. The City General Fund impact to own and maintain these facilities is substantial and much of the maintenance has been deferred with no funding reserved to pay for capital replacement.

Municipal or Private Parking Lots for Public Use
Until recently, the City has owned and maintained up to six off-street parking lots. Over time, as the maintenance burdens have proven to be difficult and the lots were underutilized, they have been sold to investors looking to redevelop Downtown. The
former police station parking lot at 1346 California
Street was sold to RABA, who will maintain it as a
parking lot. The 1551 Market Street project removed
subterranean public parking, but the developer will
rebuild, maintain, and manage new public parking.

The City is currently talking to the Block 7 project
developers regarding how the 640 space California
Street Parking Structure will be redeveloped. This
strategy will help to guide discussions on how many
spaces will be required to be maintained throughout
the redevelopment and how many will need to be
replaced and left open to the public. That would
leave two City-owned parking lots remaining: one at
1410 Pine Street with 27 parking spaces and the other
at 1795 Pine Street with about 66 spaces. Below,
Table 5 Current Off-Street Parking Ownership (Core
Area) summarizes the current off-street parking ownership (mostly the City) and Table 6 Projected Off-Street Parking Ownership (Core Area) summarizes the projected off-street parking ownership (includes planned redevelopment projects).

City of Redding Owned Parking Lots
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Table 5: Current Off-Street Parking Ownership (Core Area) Lot Location Spaces Ownership Type
1551 Market Street Subterranean Lot 140 City of Redding California Street Parking Structure 640 City of Redding Lot 4 at the Sacramento/Pine 27 City of Redding
Lot 11 at 1795 Pine St 66 City of Redding
Total Inventory 873

Table 6: Projected Off-Street Parking Ownership (Core Area) Lot Location Spaces Ownership Type
1551 Market Street Subterranean Lot 100 Private with Public Provision California Street Parking Structure 200 Private with Public Provision South Surface Lot at California/Placer 100 Private with Public Provision Bell Lot at Shasta/Tehama/California 135 Redding Area Bus Authority California Street Labs 70 Private with Public Provision Lot 4 at the Sacramento/Pine 27 City of Redding
Lot 11 at 1795 Pine St 66 City of Redding
Total Inventory 698
The question of ownership must be addressed. The City may continue to own land and maintain public parking lots or rather lease and/or sell existing lots to private development retaining agreements to ensure access for public parking. A major benefit is that private ownership of parking lots affords the owners of the lots the ability to enforce trespass laws and other security concerns while public lots are not able to as easily provide the same level of security.

Either type of lot may charge users for parking. How those funds are utilized will vary greatly. A private parking lot may not be part of a larger parking system and therefore able to maintain and enforce their parking lot with little relationship/consistency to the larger parking landscape Downtown. Municipal lots, or City controlled lots through leasing, as part of a larger, centrally managed parking system may pool funds that would go back into the Downtown area to fund the lease arrangements, parking operations, capital improvements, maintenance and enforcement. This parking district could include other items such as: litter abatement, restrooms, security, adding and replacing lights, power washing, and the replacement or addition of street trees.

Pricing Strategies
To ensure turnover, accessibility, convenience and distribution of parking, there are several strategies and pricing options that are available.

Maintain the Status Quo - Let the current supply accommodate the demand and continue to subsidize the current parking operation (cleaning of structure and blocks four days per week, meter maintenance and collection and limited enforcement). This will result in continued deterioration of parking facilities due to the Packet Pg. 656 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 36 of 62
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lack of a maintenance budget, prevent the improvement of parking facilities, such as adding lights to increase security at night and will not provide funds to invest in new parking facilities. The General Fund impact of the limited operations is approximately $40-50K annually with another $30K in deferred maintenance.

Validation Parking – Depending on the type of fee collection system there are a variety of options to provide for a validation program. Individual business owners could subsidize the parking costs by allowing their specific customers a method to provide free parking for the time that they might patronize their facility.

First Hour Free – One way to incentivize use of parking spaces outside of prime on-street locations would be to allow the first hour free. This could encourage users that plan on going Downtown to eat or run some errands to know that they could find a spot and not worry about paying the meter for a short trip. This may work to incentivize parking spots that may not be as convenient and would encourage some users to change parking habits, opening spots up for users willing to pay for the open spot closer to the destination.

Nights and Weekends Free Parking – One of the main goals of the parking program is to provide an accessible method for people to patronize businesses downtown in a safe, clean, comfortable manner that attracts customers to Downtown. One hindrance to this is that some employees that work in the area tend to park in the prime parking locations for a typical 8-hour shift from 8:00 a.m. to 5:00 p.m. A parking program should ensure the employees have access to longer-term parking in an alternative location so that customers will have access to prime parking during business hours. The current status of parking Downtown is dominated by a majority of 8:00 a.m. to 5:00 p.m. workers; and the nights and weekends do not yet have the same level of parking constraints. The peak parking timeframe is currently around the lunch hour until 2:00 p.m.

Allowing free parking at night or on the weekends may be allowed as an option until such time that the same methods to manage parking is required. This may lead to loss in potential revenue to fund items such as security; lighting, cleaning and maintenance that could help manage issues at night when those potential issues rise.

Static Rate – One option is to simply assign a flat hourly rate for every stall in downtown. The static rate could be different by on-street and off-street lots, or by zones, such as Core and outside Core pricing. Holding a static rate has the benefit of a consistent approach that may ease adoption and creating a standard that is understood by users. Simple items such as signage are easier to understand and to reproduce.

Length of Stay Pricing - This option calls for zones within the Downtown area to have the same base hourly rate for parking. This rate increases as time spent parked increases. For example, the base rate can start at first hour free, second hour $1, third hour $1.75 and so on. This approach encourages parkers to move their cars in order to avoid a higher charge. In central Downtown, the incremental increase of pricing might be more aggressive than surrounding areas to incentivize employees, long-term parkers and solo drivers with more flexible time to park farther away and save money. We recommend the initial hour be free at off-street lots only to encourage the use of off-street parking.

Demand Based Variable Pricing –Parking availability and turnover is critical to the success and viability of local businesses. This option seeks to optimize occupancy by determining desired occupancy rates block-by-block in order to achieve an even spread of 85 percent occupancy across Downtown. Other communities have established its desired target occupancy rate on a block-by-block basis as 60 percent-80 percent. This approach also helps support the ability of local employees, long-term parkers and solo drivers to find parking, Packet Pg. 657 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 37 of 62
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but discourages them from parking in “prime” on-street spaces. For example, employees that park for 8-hour shifts should have the ability to purchase permits at reduced rates outside of the prime on-street parking areas. The other communities that have implemented demand based pricing have seen, prices increased in 32 percent of the cases, decreased in 31 percent, and remained the same in 37 percent. Although the spatial spread changed, the overall average price of parking within the area remained almost the same with very little change. This could be a strategy in the future once a more straightforward parking strategy is in place but is not recommended for initial implementation.

Revenue Collection
Should the decision be made to move toward user paid parking, the simplest option is to address the problem that is most visible to the public: missing and broken parking meters. By replacing meters, the City restores a functioning parking meter network. It eliminates uncertainty about whether or not certain meters are enforced. The majority of the meters in Downtown are missing or broken; these are most concentrated in the Core. With a functioning meter network, visitors and residents will know that consistent enforcement is in place. Since the parking meter posts still exist, this may be more cost effective than the implementation of the pay stations as you would only have to install the new meter head. The following are options for revenue collection in Downtown.

Smart Meters – Since many of the meter poles are in place, the first option would be to replace the existing on-street meters with smart, single-space meters (See Figure 12 Single-Space Parking Meter). Smart meters are powered by a small photovoltaic system and allow coin or credit card payment. They can sense when a car is parked or has not paid so enforcement is simplified. In addition, they reset when a user leaves with time still on the meter, which increases revenue. Basic electronic parking meters from POM Incorporated can range from $875 to $920 each, depending on how many are ordered at a time. For cost estimate calculations $875 per smart meter is used.

Figure 92: Single-Space Parking Meter
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In the Core Area there are 263 unmetered on-street parking spaces and 277 metered parking spaces. In total, there are 540 on-street parking spots. If only the unmetered parking spaces receive new smart meters the cost would be $230,125 for new smart meter equipment. However approximately half of the parking spaces would have old fashioned meters with locked in rates and half the parking spaces would have new smart meters. To be consistent, we recommend replacing all meters in the Core Area. This would cost approximately $472,500. The 277 old fashioned meters could be reused in preferred parking locations in the Core area until funds are available to replace them with smart meters.

In the Strategy area there are 561 on-street unmetered parking spaces and 86 metered parking spaces. If only the unmetered parking spaces receive new smart meters the cost would be $490,875 for new smart meter equipment. A small portion of the metered parking spaces in the Strategy area already have smart meters. If the entire supply of 647 on-street parking spaces in the Strategy area receive new smart meters the cost would be $566,125 for new smart meter equipment.

Recurring fees include $5 per meter per month, as well as $0.10 per settled credit card transaction. Cost estimates do not include installation.

An alternative option is to replace existing on-street meters with smart, dual-space meters. The unit price is the same as single-space smart meters - $875 each. The only difference is just over half the amount of meters would need to be purchased, for each of the scenarios listed above. Since it is not always possible to have every stall use dual meters we assume the cost would be 60 percent of singles space meters to account for some stalls that will need to have a single space meter.

In the Core Area there are 263 unmetered on-street parking spaces and 277 metered parking spaces. In total there are 540 on-street parking spots. If only the unmetered parking spaces receive new smart meters the cost would be $138,075 for new smart meter equipment. However, approximately half of the parking spaces would have old fashioned meters with locked in rates and half the parking spaces would have new smart meters. To be consistent we recommend replacing all meters in the Core Area. This would cost approximately $283,500. The 277 old fashioned meters could be reused in preferred parking locations in the Core area until funds are available to replace them with smart meters.

In the Strategy Area there are 561 on-street unmetered parking spaces and 86 metered parking spaces. If only the unmetered parking spaces receive new smart meters the cost would be $294,525 for new smart meter equipment. A portion of the metered parking spaces in the Strategy area are already smart meters. If the entire supply of 647 on-street parking spaces in the Strategy area receive new smart meters the cost would be $339,675 for new smart meter equipment.

Recurring fees include $5 per meter per month, as well as $0.10 per settled credit card transaction. Cost estimates do not include installation.

For off-street parking, smart meters are cost prohibitive due to the amount of parking stalls. With 374 offstreet parking stalls (1,014 stalls minus California Street Garage), the initial cost would be $327,250 plus installation for single space meters and approximately $196,350 plus installation for dual-space meters.

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Pay Stations – Another viable option is to install multi-space pay stations throughout Downtown, both on- and off-street (See Figure 13 Multi-Space Pay Station). Pay stations are not necessarily a new concept, but their implementation in Downtown would involve a learning curve, especially after parking meters have been defunct for such a long period. These units are centralized and serve multiple stalls at a time. They are strategically located to have maximum visibility for the stalls they serve. These stations cost more than singlespace parking meters and mounting locations would need to be determined.

Figure 103: Multi-Space Pay Station

• Pay-by-Space On- and Off-Street - MacKay Meters carries pay-by-space stations that list at approximately $10,000 plus installation. For convenience, each pay station should serve about 25 parking spaces for on-street parking and 50 parking spaces at off-street parking (or a minimum of 1 per lot).

In the Core Area there are 540 on-street spaces. This would require 22 pay stations. The total cost for equipment would be approximately $220,000. In the Strategy area there are 647 on-street parking stalls. This would require 26 pay stations. The total cost for equipment would be approximately $260,000.

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For the 374 stalls on the public off-street lots (1,014 stalls minus California Street Garage) in the Strategy area, 8 pay stations minimum is required, but to be conservative, assume 10. At 10 pay stations, $100,000 can be expected for the equipment, plus installation and maintenance costs.

Recurring fees include $5 per pay station per month, as well as $0.10 per settled credit card transaction. Cost estimates do not include installation. • Pay-by-Space On-Street, Pay-On-Foot Off-Street - An alternative way to implement all multi-space stations, both on- and off-street, would be installing pay-by-space stations on-street and pay-on-foot systems with gate arms off-street. The costs involved with implementing a pay-on-foot off-street solution are as follows: each pay-on-foot station costs approximately $25,000, plus $25,000 per entry or exit lane, and $25,000 for the server. Users would pull a ticket at an entry station and once ready to leave pay at a pay station on foot or at the exit station adjacent to the gate arm. For the 374 offstreet parking spaces and lots 18 pay-on-foot stations would be required. The total cost for 18 offstreet pay-on-foot stations would be approximately $450,000 for the equipment alone plus installation and maintenance costs. This is significantly higher than pay by space but is offset by the fact that enforcement is not required since the gate arms will not lift and allow users to leave until they have paid.
• Combination of Pay-by-Space Off-Street and Smart Meters On-Street - A third option is to install a combination of both single-space smart meters, (or dual space smart meters) and pay stations. The smart meters would be located at on-street parking and the pay stations located on off-street lots (Figure 14 Smart Meter Technology) demonstrates the different combinations possible).

The City has the option to install single-space smart meters on-street. It can also opt to install dualspace smart meters on-street.

For off-street, the City can install either pay-by-space pay stations, or install pay-on-foot pay stations.

Figure 114: Smart Meter Technology
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Pay-by-phone - A pay-by-phone system could be implemented in a short timeframe and help reestablish revenues quickly. There are a number of smart phone applications such as ParkMobile and pay-by-phone that provide a revenue collection solution with no equipment requirements by the City other than signage.

This can be a cost-effective method to reestablish the revenue control system and provide an initial move towards technological solutions with minimal up-front investment for the City. However, pay-by-phone is typically used to augment a pay station system. It is not typically a stand-alone system. Customers can use a smart phone app solution to quickly pay for on-street and off-street parking without having to use a meter or pay station.

When implemented successfully pay-by-phone increase revenue by allowing users to add more time to their smart meter or pay-by-space stall and can reduce the amount of pay stations needed.

Once a customer has selected a parking space, they would then open the mobile app, enter the parking stall number, and enter the amount of time desired. Additional time can be conveniently added using the phone app, if needed. Stall numbers would be painted onto the stalls to uniquely identify them in the same manner as with a pay station system.

Phone application payment methods reduce cash collection and management, provide valuable data on parking trends and demands that can be useful in establishing parking rates, and improve the user’s parking experience.

Management of the Parking System
Expand the role of the City Public Works Department - If the City manages a newly formed parking system, it would require the addition of approximately three full time equivalent employees. • Administrative staff member to manage marketing, payment collections, mobile applications, contracts, leases, cleaning, and enforcement staff
• At a minimum a full-time equivalent enforcement staff member is required. It is recommended that there be at least two staff members to manage shift work and may employ part time staff to manage enforcement schedules
• A full-time maintenance worker to clean and maintain City-owned/leased lots as well as revenue collection, sign and furniture/amenity maintenance.

The additional costs of these staff members should be fully borne by a newly formed parking system.

Public Private Partnerships - A public private partnership may be formed to develop a parking district that is privately maintained but has a public element that would help to coordinate the public parking for the community.

Business Improvement District or Other Financing District - Another way to provide for a parking district is for the beneficiaries of the parking to help fund the maintenance and replacement of these types of facilities.

The BID or other similar financing district may provide the financing mechanism to generate the necessary revenue to pay maintenance and replacement costs as well as the associated benefits such as parking enforcement, cleaning, security and other general amenities to improve the area.

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Enforcement Options
License Plate Recognition - Enforcement can be improved with a license plate recognition (LPR) based system.

An LPR camera on an enforcement vehicle can be used to simply drive through the lots and scan parked vehicles. The LPR system will cross reference the plates with the registered permits or paid parking and flag vehicles that are in violation. This works well for employee permits and can be integrated with any of the paid parking concepts to reduce enforcement staff. This type of automated LPR system integrated with an existing vehicle costs approximately between $50-60K, which includes installation, equipment, training and infrastructure needed.

Permits – Implement an Employee Parking Permit Program - Employees often park in prime on-street spaces, limiting parking for customers and visitors and increasing the number of vehicles circling for parking. An employee parking permit (EPP) program operates by designating priority parking within the Core for employees. Designated parking areas for employees can be located in off-street facilities, with permit holders eligible to park in those spaces during a specific time period exempt from posted regulations. Ownership of a permit, however, does not guarantee the availability of a parking space. For this reason, it is important not to sell permits far in excess of parking supply. It is assumed that the 865 off-street county parking spaces in the Strategy area will continue to be handled with parking permits.

Many conventional EPP programs do not prohibit non-employee parking, but allow the general public to park within the area, subject to posted parking restrictions. Permits provide a consistent parking option for employees, reducing the need for an employee to search for a parking space or move their vehicle to avoid parking tickets. Experience with other cities has shown that most employees will choose to pay for a permit that offers a reliable parking option over searching for on-street parking and having to move their vehicle throughout the day in a time limit zone or pay higher fees in a paid parking area. A convenient parking option makes it easier for employers to attract and retain employees. When employees park in popular on- or offstreet spaces, those spaces are no longer available for customers and visitors. Employee permits encourage participants to park in select areas while enhancing customer parking turnover at prime locations. EPP programs do create additional administrative costs for the City and potentially to employers and employees as well.

Implementation of a new EPP would involve costs to the City to administer the program, including enforcement. Permit costs would generally be set at a rate to offset those administrative costs, but the City should ensure that permit rates are low enough to encourage their use. In addition to administering the program, enforcement costs should be taken into consideration when setting the permit price. The cost of this program would be low to moderate compared to the other strategies, depending on the price the City sets for permits. The strategy does not increase parking supply, but would likely free up prime parking spaces that are currently being used by downtown employees for long periods of time. This is likely to be a very cost-effective strategy as it could improve the availability of on-street parking spaces in the Core at a relatively low cost to the City.

Industry Enforcement Guidelines
The key goal for parking enforcement is to promote compliance with regulations designed to maximize the safety and efficiency of public parking. Emerging best practices combine enforcement with Downtown ambassadors who provide information resources to users and communicate the active enforcement system in place. Industry guidelines for efficient and effective parking enforcement include:
• Parking enforcement officers should be routed such that a circuit of the enforcement area is completed every two hours.

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• Set a goal to lower the rate of violation, an ideal percentage rate is at or below 9 percent. • Street signs should clearly indicate the hours of enforcement. • Courtesy tickets should be issued to first-time offenders as a gentle reminder that they have overstayed the posted time limit. Courtesy tickets can also serve as a marketing piece, thanking parkers for coming downtown and directing them to facilities where longer stays are allowed. • Enforcement officers can be used as Downtown “ambassadors” to assist parkers with directions, parking options, and use of the Downtown businesses.

Revenue from citations should cover all operating costs and future needs of the enforcement system. Users who obey the rules should not be burdened with parking fines.

Fees for parking violations should be based on three criteria:
• The cost of maintaining existing operations, including administration, personnel, back office, equipment, and the physical condition of the parking facilities. • Capital improvements including system growth, replacement, and technology upgrades. • Targeted goals for rate of violation (less than 9 percent, with an ideal range of 5 percent-8 percent).

Rates should be evaluated every two years based on the above. To support this strategy, the City can:
• Review existing deployment routes to ensure the highest efficiency of coverage. • Evaluate violation data and assess methods to lower the current rate of violation. • Develop a reporting format that separates parking spaces to differentiate between on-street and offstreet parking supply and location of spaces. • Develop a reporting format that separates citations issued for parking violations and those issued for non-parking incidents (e.g., expired tags, jaywalking).

Review citation fees every two years to ensure that revenue covers, at minimum, all operating costs for the enforcement program. Annual personnel needs are estimated at $120K and require initial investment in vehicles for service.

Off-Street Parking Improvement Cost Considerations
It is important to address the condition of the existing parking lots and garages. The parking facilities have been neglected over the years and are in the need of maintenance and repair. The recommended physical improvements are presented in the table below.

Table 7: Initial Improvements: Cost per Square Feet

INITIAL IMPROVEMENTS - COST PER SQUARE FEET

ITEM GARAGE SURFACE LOT
Sealants $0.150 $0.113
Traffic topping $0.300 $0.225
Pavement markings $0.075 $0.056
Miscellaneous $0.250 $0.188
Sub-Total $0.775 $0.581
Contingency $0.078 $0.058
Total $0.853 $0.639
1,000 space facility (325,000 S.F.) $277,062.50 $207,796.88 Cost per space $277.06 $207.80
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Maintenance and Operations with Opinion of Probable Costs The maintenance program will address routine maintenance and repair and replacement maintenance.

Preventative maintenance is covered in the Initial Improvements section on the preceding page. The program budget is reflective of the condition of the surface lots and garages and typically starts with a comprehensive condition assessment.

Table 8: Preventative Maintenance: Cost per Square Feet

PREVENTATIVE MAINTENANCE - COST PER SQUARE FEET

ITEM GARAGE SURFACE LOT
Sealants $0.100 $0.050
Traffic topping $0.250 $0.250
Pavement markings $0.050 $0.050
Miscellaneous $0.200 $0.100
Sub-Total $0.600 $0.450
Contingency $0.060 $0.045
Total $0.660 $0.495
1,000 space facility (325,000 S.F.) $214,500.00 $160,875.00 Cost per space per year $42.90 $32.18
Table 9: Routine Maintenance: Cost per Square Feet

ROUTINE MAINTENANCE - COST PER SQUARE FEET

ITEM GARAGE SURFACE LOT
Maintain sealants $0.075 $0.038
Maintain traffic topping $0.125 $0.063
Interim surface patching $0.075 $0.038
Interim beam and column patching $0.040
Maintain drainage system $0.040 $0.020
Maintain lighting $0.030 $0.015
Maintain PARCS $0.125 $0.063
Maintain elevators $0.040
Miscellaneous $0.020 $0.150
Sub-Total $0.570 $0.385
Contingency $0.086 $0.058
Total $0.656 $0.443
1,000 space facility (325,000 S.F.) $213,037.50 $143,893.75 Cost per space per year $213.04 $143.89
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Table 10: Replacement of System: Cost per Square Feet

REPLACEMENT OF SYSTEM - COST PER SQUARE FEET

ITEM GARAGE SURFACE LOT
Replace drainage system $1.000 $0.500
Replace lighting system $2.150 $2.150
Replace PARCS $0.175 $0.175
Replace signs and graphics $0.025 $0.025
Replace elevators $1.850
Miscellaneous $0.150 $0.100
Sub-Total $5.350 $2.825
Contingency $0.535 $0.283
Total $5.885 $3.108
1,000 space facility (325,000 S.F.) $1,912,625.00 $1,009,937.50 Cost per space per year $95.63 $50.50
The total annual cost to provide preventative and routine maintenance combined with system replacement cost is $351.57 per parking space for the garages and $226.57 per parking space for the surface lots.

Public On-Street Parking Costs
The maintenance program budget to support the on-street parking spaces located within the public right-ofway (streets) is likely part of the street maintenance program. Currently, street maintenance is a considerable issue for the City, with a system pavement condition rating in the mid 40’s of a 100 point scale.

Current revenues are not sufficient to properly maintain existing pavement inventory. Given the limited resources available, a proportionate share of the parking revenue profits should supplement the maintenance program with minor improvements.

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RECOMMENDATIONS AND IMPLEMENTATION
Parking Supply and Ownership
Although the analysis indicates there will be sufficient parking supply both on- and off-street to meet the predicted demand there will certainly be short term supply concerns during construction and an overall reduction in parking supply – particularly the public off-street supply. To minimize the risk of expensive over investment and to ensure public convenience and perception, it is recommended that off-street supply be increased by up to 200 spaces in the short term through leasing available underutilized private lots. This will facilitate the transition from a large centralized model to one that ebbs and flows with demand and is strategically placed to provide convenient access for all purposes. Off-street parking should be incentivized to encourage all day parkers to use these alternative off-street parking lots instead of the prime on-street parking spaces near retail locations.

A new ownership and operational model is actively in place with the subterranean lot at 1551 Market Street where a public/private partnership has been created. This model will likely follow with the Block 7 development as well. In addition, much of the new supply will be owned either privately such as the California Street Labs or by other governmental agencies like RABA and Shasta County. The City should monitor these various model types and consider further private partnerships in the long term.

Parking Pricing Strategy
In order to sufficiently fund new off-street parking facilities like the 1551 subterranean garage and the Block 7 garage, user fees will be assessed. To ensure consistency, fund repair and replacement, and to encourage private investment, off-street parking should move toward a user paid model with incentives.

For on-street parking, we recommend a user-paid model as well. This will allow the City to quickly implement supply, enforcement, management and maintenance needs. Moving toward a BID or other funding model will take significant time and community coordination/buy in from the business owners. However, this model is available should the business community be willing to invest in parking for their patrons rather than onstreet user-paid collection.

The most effective parking pricing strategy for the size and scale of Downtown would be the static rate approach. A static rate is simple and easily understood and can be adjusted periodically over time. We recommend initially implementing a simple pricing policy with parking rates at $0.50 per hour for both the on-street spaces and the off-street City-owned or leased lots. Parking should be enforced Monday through Friday, 10:00 a.m. to 8:00 p.m. for Core parking and 10:00 a.m. to 6:00 p.m. for the remaining strategy area.

We recommend operating this system for a minimum of three years before implementing any significant changes or until the system is financially self-sustainable.

When it is time to review the pricing, we recommend consideration of a demand based variable rate system for on-street and off-street parking spaces. Where and when the parking demand is high, the rates increase.

Where and when there is a lower demand the rates decrease. This is the age-old supply and demand approach. The prime parking spaces on a block or within a lot should be priced as such; the less desirable parking spaces should have a lower price point.

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The prime on-street parking spaces are the most desirable and yet at the same time they need to be medium to high-turnover spaces with a space by space monitoring system. Having the prime spaces priced correctly will encourage good turnover and generate higher revenues. We recommend a goal of 85 percent as the optimum occupancy rate. If the demand pushes to 85 percent and up, the rates should be increased until the 85 percent is back in balance. If the occupancy rate drops, so do the rates until we get back up to 85 percent.

Grace periods where parking is free for a limited time may be considered at the beginning of the program, for special events, or to manage parking and encourage users to make use of the off-street parking facilities in outlying areas from the Core area. For example, a one-hour grace period may be used for on-street parking in the Core area, and longer (90- or 120-minute) grace periods for off-street parking in the outlying strategy area The city will be examining these and other grace period combinations with the impacts to cash flow and the overall plans of improving the Downtown parking experience.

Revenue Collection
Smart Meters – On-street
Installing all smart meters to replace all missing, broken and antiquated meters will provide a high level of service for users since they are familiar with parking meter technology and paying with coins is an option. To reduce the cost, dual-head meters that serve two spots would be an option where it works. We recommend starting with the Core Area and expanding smart meters to the Strategy area once a revenue stream is established.

Pay Stations – Off-street
A pay-on-foot or at the gate payment system would be a viable option for large garages and off-street lots since over time enforcement costs are reduced. This option would include a large upfront investment for implementation of the gate and ticket system. The quickest and most cost effective payment system for offstreet parking is to install pay stations. Enforcement will be required but the upfront savings are substantial.

This system should be augmented with a pay-by-phone system.

The privately managed new parking garages will likely be gate controlled and paid through a variety options for tenants, patrons and business owners.

Pay by Mobile Application
There are a number of mobile parking applications that would be an excellent supplement to the parking program and could assist in a number of areas to allow the parking program to become more self-sufficient moving into the future. For example an app could:
• Identify Parking Lot locations and even number of empty spaces; • Manage payment for your location on your phone, even if you overstay your allotted time; • Manage leased lots without a pay station;
• Provide parking analytics about locations and length of stay; • Integrate parking lots into one system managed by the app; and • Prepare for future auto integration.

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Management
In order to oversee and manage all the parking operations, we suggest that the City implement a centralized Parking Division that provides full-time management of the parking operation. Responsibilities pertaining to parking can become easily overlooked; a municipality’s departments that have some form of a parking related role can span many disciplines, including transit, finance, police department, public works, planning and even community and economic development. A lack of internal structure within the City when it comes to parking can adversely affect all of the departments mentioned above, so it is in the City’s best interest to allocate specific resources to parking management operations.

If in the long term the City can partner with a newly formed Downtown district to manage the parking system along with other downtown maintenance items, this may be the preferred option.

Marketing
To ensure a successful implementation it is important to market the new parking system including branding.

This introduces users to the system and creates awareness. Additionally, a marketing and branding program educates users about the benefits of paying for parking since some of the profits are reinvested to the area.

Additional public outreach should be conducted to identify how the local community would like to see the parking revenue reinvested in the Downtown blocks. Ideas for improvements could be services such as power washing the sidewalks regularly, touch up painting of site fixtures (light poles, fire hydrants, etc.), new site furniture (trash cans, benches), enhanced holiday decorations, etc. This will create a cleaner and more inviting Downtown and is good for community overall.

Continued collaboration with Downtown partners will be beneficial to parking operations and help maintain a good level of service for all. Having an established working relationship with the retailers who work directly with the public every day will provide parking operations with current information of ongoing parking related issues and trends. Additionally, regular meetings will provide a place to discuss issues, share ideas, and plan for the evolution of the System.

Signage
As a successful part of the marketing program for the parking district, the City should develop a parking wayfinding sign program that is distinctive and easy to use. The signage could implement new technology that indicates how many spaces are available in a parking garage or surface lot to help guide users to the best options.

Enforcement
A major issue that needs to be implemented along with the installation of a collection system is enforcement.

The potential parking district or the City would need to review cost versus return. The parking district would need to evaluate what the costs will be to provide staff hours, salaries, and benefits, in relation to the revenue of parking fees that would be generated. Additional enforcement goals that the City should consider including:
• An enforcement circuit that checks most of the spaces downtown in approximately 2 hours; • Start the program with courtesy “tickets” that are used during an implementation period; Packet Pg. 669 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 49 of 62
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• Enforcement officers should be trained as downtown “ambassadors” to help the users learn the new program and to work with business owners;
• Monitor parking rates, violations, costs and usage in order to consider adjustments over time; and • Implement a system that realizes an approximate 9 percent violation rate.

With any changes made to parking Downtown, it is crucial to keep the public informed. Designating and advertising a grace period or a “first time warning” is recommended once new meters and time zones are in place in order to allow people time to learn about changes instead of being misinformed and penalized as a result. Additionally, it is suggested that the parking district maintain social media and an online presence so people have an additional resource to reference.

Implementation
Short Term
If the City determines that there is the need to institute a revenue collection system, the first step is to develop a parking management program. There will be some initial investment in order to start the program management:
- Negotiate additional supply leases from the private sector - Establish pricing block locations
- Establish rate and time schedules
- Select payment collections for on- and off-street parking:
o Smart meters within the Core
o Pay stations for all public off-street parking
- Select and implement a Mobile Parking Application
- Establish the management, maintenance and enforcement system The first capital purchase will be upgrading and modernizing the parking revenue collection equipment.

Watry recommends focusing on the Core initially. The 540 on-street parking spaces in the Core should have dual space smart meters installed. Users are familiar with the current parking meters so matching the current meter concept with more modern meters makes sense from a user familiarity perspective and an upfront cost perspective. The cost of the equipment is $283,500 not including installation. At the same time the onstreet parking meters are installed in the Core we recommend installing pay-by-space pay stations in public off-street parking locations in the Core. The cost of the equipment is $210,000 not including installation. The 277 remaining old fashioned meters could be reused at preferred parking locations in the Strategy area until revenue is established to upgrade them and install smart meters in the Strategy Area. Alternatively the Strategy area could be left as free parking which would encourage some Core users to park in the free Strategy area parking which makes more parking in the Core available.

As downtown develops we recommend adding wayfinding signage to the Core, directing users to larger and more remote parking facilities away from the Core, likely in the Strategy area since underutilized supply exists. Ideally parking revenue could be used to pay for the new signage.

Following initial development and implementation, the City should begin to address maintenance, operations and other improvements. With the meters and pay stations in operation, revenue should allow the establishment of a parking maintenance, operations and improvements program. Such items to address are:

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- Lighting
- General Maintenance to asphalt
- Landscaping
- Meter upkeep
- Site furniture (benches, trash and recycling receptacles) Revenue should be assessed at this point since the new parking payment system will have been in place for a few years. Based on City provided data the existing meters generate $300/year each charging the current rate of $0.20 per hour. Assuming Downtown leasing is at 90 percent (which increases parking demand as shown in Table 2 Current SF, Parking Supply and Demand (Weekdays)) and 540 smart meters are installed in the Core, revenue would be approximately $162,000, not counting the recommended rate increases. For the 1,014 off-street public parking spaces in the core (839 after development), revenue would be $304,200 not counting the recommended rate increase. With the proposed rate increase to $0.50 per hour, revenues will increase incrementally with total receipts expected in the $600-$700,000 range.

Long Term
Parking Revenues will have been collected for 5 to 10 years at this point so consideration should be given to adding smart meters in the Strategy area on-street parking. The Strategy area has 647 on-street parking spaces. The cost of dual head smart meter equipment is approximately $339,675 not including installation.

Based on City provided data, the existing meters generate $300/year each these 647 meters at 71 percent occupied these meters would generate yearly revenue of $137,811 at current parking rates.

The longer term is an ideal time to evaluate additional improvements and upgrades. Such items may include:
- Amenity projects with excess receipts
- Parking supply alternatives, if needed (may include reducing or adding supply and location) - General maintenance capital improvements such as sealing or pavement replacement - Parking rate design with the potential for demand based variable rates - Landscaping enhancements
- Meters added in Strategy area
- Site furniture (benches ad trash/recycling receptacles) - Banners and flags

FINANCING CONSIDERATIONS
Initial Costs - We recommend proceeding with the installation of single-space smart meters in combination with pay stations, and with a pay-by-phone option. Once a consistent revenue source has been established we recommend a trailblazing sign package to direct drivers to the off-street or non-prime on-street parking spaces. These could be dynamic real time stall availability signs or static signs that direct users to off-street parking resources. Some of the residents will have a difficult time at first and this can be addressed using the Parking Ambassadors. Having an Enforcement Officer walking the beat is good for the neighborhood, improves the level of service to the community and improved relations with City staff.

Table 11: Short-term Equipment/Material Costs
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Item Unit Cost No. of Units Cost
Smart Meters $875 540x60% 283,500
Installation 33% Cost $93,555
Contingency 20% Cost+Install $75,411
Total $452,466
Pay Stations at off-street parking in Core Area
Item Unit Cost No. of Units Cost
Pay Stations 10,000 10 $100,000
Installation 33% Cost $33,000
Contingency 20% Cost+Install $26,600
Total $159,600
Dual Head Smart Meters at on-street parking in Strategy Area Item Unit Cost No. of Units Cost
Smart Meters $875 647x60% $339,675
Installation 33% Cost $112,093
Contingency 20% Cost+Install $90,354
Total $542,122
Table 12: Short-term Implementation Costs
Item Annual On-going Initial Capital
Add Smart Meters to the Core (540 on-street) $32,400 $452,460 Add Pay Stations to Off-street lots (21) $159,600
Add Wayfinding and Trailblazing Signage $120,000
Lease 200 off-street spaces for supply ($60/stall/month) $144,000 Implement Mobile Parking Application
Enforcement (two part time employees) $120,000
Cleaning, Maintenance and Revenue Collection $120,000
Parking Management, Fines and Appeal $150,000
Upgrade Existing City Owned Lots (Paving and Striping) $180,000 Annual Maintenance/Replacement Reserves for City Managed Spac (300 spaces at $230 per space)
$69,000
On-street Maintenance Reserve Fund $30,000
Total $665,400 $912,060
If the City decides to pursue a privately funded BID based model, a significant portion of the capital investment will not be needed. The system will not be user-paid and there will be no need for revenue Packet Pg. 672 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 52 of 62
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collection equipment. However, ongoing funding for enforcement, management, maintenance and leased space will still be needed.

Economist Steve Gunnells of PlaceWorks has developed options for financing of the measures discussed above. These are presented in a separate Parking Strategy Funding and Finance report.

CONCLUSION
The City has an opportunity to help gain acceptance of the new pay-for-parking System and engage the retailers and public by reinvesting a share of the parking revenue back into the Downtown streets.

Continued collaboration will be beneficial to parking operations and help maintain a good level of service for all. Having an established working relationship with the retailers who work directly with the public every day will provide parking operations with current information of ongoing parking related issues and trends.

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APPENDICES
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Appendix 1 - User Groups
To better understand the Downtown parking needs it is helpful to discuss the different user groups and parking space types. They include the following:

Customer Parking - Ideally, customers should have a choice of parking options based on convenience and price. The choice of parking stall type could include on-street prime parking, on-street secondary parking, offstreet surface lot parking, or garage parking. Many customers like to park in on-street parking spaces as close to the shopping or service they are visiting. Others would prefer a space within a small walking distance and save on the cost of parking.

Residential Parking – Ideally, each residential project will provide the adequate parking supply for the project at a minimum. However, since the residential parking is needed at night and not during the daytime when demand is higher there is an opportunity to share parking and provide new residential development without added parking. By adding residents to downtown, nighttime uses such as restaurants and entertainment will see increased revenue since most employees in downtown live outside of downtown.

Commercial Employee Parking - Employee and customer conflicts are common in Downtown areas.

Employees should be required to park in off-street parking lots or structures away from the Core and have an opportunity to purchase an all-day parking pass for a reduced rate.

Courthouse Employee Parking – Employee and patron parking will be provided within the existing supply plus an additional 100 parking spaces. Employees can use their current credentials to park in designated areas all day.

Students and Staff – Students of educational facilities, especially Shasta College, often drive to school for classes. Students should be directed to park in off-street parking lots away from the Core and have an option to purchase a pass for long term parking.

ADA Parking - ADA parking should be evaluated to ensure that the appropriate amount is existing at each parking facility and that the existing conditions meet current local, state and federal requirements.

Electric vehicles – The percentage of electric vehicles sold in California today is about 5 percent of total vehicles sold and expected to increase although electric vehicles are much more common in large cities. For new parking structures, 6 percent of stalls are required to be electric vehicle ready, with conduit prepared for future installations per the (Cal Green Building Code – CGBC).

Alternative fuel vehicles, carpools and electric vehicle charging spaces - For new parking structures, the CGBC requires that 8 percent of the parking supply be designated for any combination of alternative fuel vehicles, car pools and electric vehicle charging stalls.

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Appendix 2 – Phase II Core Area Parking Demand, Shared Parking Demand Summary

Table 9/13/2018Project: City of Redding Core Area Phase II - Short Term ForecastDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 7 PM December Demand Retail 73,481 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.95 1.00 3.04 /ksf GLA 1.00 0.56 192 0.75 1.00 167 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 41 0.80 1.00 38 Fine/Casual Restaurant 30,000 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.95 0.90 14.54 /ksf GLA 0.65 0.85 214 0.95 1.00 414 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 60 1.00 1.00 72 Family Restaurant 40,500 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.90 0.90 10.33 /ksf GLA 0.50 0.85 110 0.70 1.00 293 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 49 0.95 1.00 69 Fast Food Restaurant 5,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.90 0.90 9.72 /ksf GLA 0.90 0.85 32 0.80 1.00 39 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 8 0.90 1.00 7 Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.80 0.67 113 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 1.00 0.80 6 Office >500 ksf 520,920 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 1.00 1.00 0.02 /ksf GLA 1.00 1.00 99 0.00 1.00 0 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,083 0.00 1.00 0 ULI base data have been modified from default values. Customer 666 Customer 1026 Employee 1243 Employee 192
Reserved 0 Reserved 0
Total 1909 Total 1218
Shared Parking Reduction 42% 63%
Project Data
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Appendix 3 – Phase III Core Area Parking Demand, Shared Parking Demand Summary Table 9/13/2018 Project: City of Redding Core Area Phase III - Long Term Forecast Description: Shared Use Study SHARED PARKING DEMAND SUMMARY PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY Weekday Weekend Weekday Weekend Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 7 PM December Demand Retail 84,866 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.95 1.00 3.04 /ksf GLA 1.00 0.56 221 0.75 1.00 194 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 47 0.80 1.00 44 Fine/Casual Restaurant 35,000 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.95 0.90 14.54 /ksf GLA 0.65 0.85 250 0.95 1.00 483 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 69 1.00 1.00 84 Family Restaurant 45,000 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.90 0.90 10.33 /ksf GLA 0.50 0.85 122 0.70 1.00 325 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 54 0.95 1.00 77 Fast Food Restaurant 5,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.90 0.90 9.72 /ksf GLA 0.90 0.85 32 0.80 1.00 39 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 8 0.90 1.00 7 Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.80 0.67 113 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 1.00 0.80 6 Office >500 ksf 492,420 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 1.00 1.00 0.02 /ksf GLA 1.00 1.00 93 0.00 1.00 0 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,024 0.00 1.00 0 ULI base data have been modified from default values. Customer 737 Customer 1154 Employee 1204 Employee 218 Reserved 0 Reserved 0 Total 1941 Total 1372 Shared Parking Reduction 44% 60% Project Data Packet Pg. 677 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 57 of 62
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Appendix 4 – Phase II Strategy Area Parking Demand, Shared Parking Demand Summary

Table 9/13/2018Project: City of Redding Strategy Area Phase II - Short Term ForecastDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 1 PM December Demand Retail 144,125 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.90 1.00 2.88 /ksf GLA 1.00 0.56 376 0.95 1.00 394 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 81 1.00 1.00 92 56500 37,500 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.90 0.90 13.77 /ksf GLA 0.65 0.85 268 0.55 1.00 284 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 74 0.75 1.00 68 Family Restaurant 56,500 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.80 0.90 9.18 /ksf GLA 0.50 0.85 153 0.85 1.00 441 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 68 1.00 1.00 102 Fast Food Restaurant 15,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.80 0.90 8.64 /ksf GLA 0.90 0.85 96 1.00 1.00 130 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 26 1.00 1.00 24 Theater 1,000 seats 0.00 0.90 0.90 0.00 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 0 0.45 0.67 63 Employee 0.00 0.80 1.00 0.00 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 0 0.60 0.80 4 Office >500 ksf 819,000 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 0.95 1.00 0.02 /ksf GLA 1.00 1.00 156 0.80 1.00 12 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,703 0.80 1.00 170 ULI base data have been modified from default values. Customer 1049 Customer 1324 Employee 1952 Employee 460
Reserved 0 Reserved 0
Total 3001 Total 1784
Shared Parking Reduction 40% 64%
Project Data
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
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Appendix 5 – Phase III Strategy Area Parking Demand, Shared Parking Demand Summary Table 9/13/2018 Project: City of Redding Strategy Area Phase III - Long Term Forecast Description: Shared Use Study SHARED PARKING DEMAND SUMMARY Weekday Weekend Weekday Weekend Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated 163225 Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 7 PM December Demand Retail 163,225 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.95 1.00 3.04 /ksf GLA 1.00 0.56 426 0.75 1.00 372 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 91 0.80 1.00 84 Fine/Casual Restaurant 42,500 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.95 0.90 14.54 /ksf GLA 0.65 0.85 303 0.95 1.00 587 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 84 1.00 1.00 102 Family Restaurant 65,500 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.90 0.90 10.33 /ksf GLA 0.50 0.85 177 0.70 1.00 473 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 78 0.95 1.00 112 Fast Food Restaurant 19,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.90 0.90 9.72 /ksf GLA 0.90 0.85 122 0.80 1.00 148 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 33 0.90 1.00 27 Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.80 0.67 113 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 1.00 0.80 6 Office >500 ksf 812,500 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 1.00 1.00 0.02 /ksf GLA 1.00 1.00 155 0.00 1.00 0 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,690 0.00 1.00 0 ULI base data have been modified from default values. Customer 1202 Customer 1693 Employee 1978 Employee 331 Reserved 0 Reserved 0 Total 3180 Total 2024 Shared Parking Reduction 40% 62% Project Data PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY Packet Pg. 679 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Page 59 of 62
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Appendix 6 – Program Summaries: Core Area
The following is our understanding of the project area programs and the land uses as categorized by the Urban Land Institute’s Shared Parking, for the Core Area.

TABLE 1A – PHASE II A SHORT TERM
Use SF or Units
Retail 73,481 GLA1
Fine/Casual Restaurants 30,000 GLA
Family Restaurant (no table service) 40,500 GLA
Fast Food Restaurant (take out) 5,000 GLA
Office 520,920 GFA
Theater 1,000 seats 1 Reduction of retail space due to redevelopment to residential/mixed-use.

TABLE 2A – PHASE III LONG TERM
Use SF or Units
Retail 84,866 GLA
Fine/Casual Restaurants 35,000 GLA
Family Restaurant (no table service) 45,000 GLA
Fast Food Restaurant (take out) 5,000 GLA
Office 492,420 GFA2
Theater 1,000 seats 2 Reduction of office space due to redevelopment to residential/mixed-use.

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Appendix 7 – Program Summaries: Strategy Area
The following is our understanding of the project area programs and the land uses as categorized by the Urban Land Institute’s Shared Parking, for the Strategy Area.

TABLE 1B – PHASE II SHORT TERM
Use SF or Units
Retail 144,125 GLA
Fine/Casual Restaurants 37,500 GLA
Family Restaurant (no table service) 56,500 GLA
Fast Food Restaurant (take out) 15,000 GLA
Office 819,000 GFA
Theater 1,000 seats
Courthouse (100 dedicated stalls)

TABLE 2B – PHASE III LONG TERM
Use SF or Units
Retail 163,225 GLA
Fine/Casual Restaurants 42,500 GLA
Family Restaurant (no table service) 65,500 GLA
Fast Food Restaurant (take out) 19,000 GLA
Office 812,500 GFA1
Theater 1,000 seats
Courthouse (100 dedicated stalls)
1 Reduction of office space due to redevelopment to
residential/mixed-use.

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Appendix 8 – Parking Demands for the Core and Strategy Areas The four models included in this report (Appendices 2--5) support recommendations for parking demands for the Core and Strategy Areas. We studied three scenarios: Phase I Current, Phase II Short Term forecast, and Phase III Long Term forecast. At the same time, we included the results from the 2010/2017 survey, for comparison. The results are summarized in the tables below and all numbers represent public parking only, not private.

TABLE 1C - CORE AREA PEAK PARKING DEMANDS
Phase Weekday Peak
Phase I - Current 1,018 stalls
Phase II - Short Term Forecast 1,450 stalls
Phase III - Long Term Forecast 1,482 stalls
TABLE 2C - STRATEGY AREA PARKING DEMANDS
Phase Weekday Peak
Phase I - Current 1,852 stalls
Phase II - Short Term Forecast 2,347 stalls
Phase III - Long Term Forecast 2,526 stalls
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Appendix 9 – September 2018 Downtown Redding Parking Demand Analysis Packet Pg. 683 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Downtown Redding Parking Demand Analysis
September 14, 2018
Packet Pg. 684 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 685 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) A r c h i t e c t s  E n g i n e e r s  P a r k i n g P l a n n e r s September 14, 2018
Bruce Brubaker, LEED AP
Associate Principal

PLACEWORKS
1625 Shattuck Avenue, Suite 300
Berkeley, California 94709
510.848.3815
RE: City of Redding, California
Downtown Redding Parking Strategy – Parking Demand Analysis WDI Job #15061.312
Dear Bruce,
Watry is pleased to present this parking demand analysis to compliment the Downtown Parking Strategy exercises for the City of Redding. The report includes our shared parking demand findings and recommendations.

We appreciate the opportunity to assist PLACEWORKS and the City of Redding with the Parking Strategy exercises.

Sincerely yours,
WATRY DESIGN, INC.

Matt Davis
Associate Principal
Michael Johnson
Sr. Project Manager
cc:

Enclosure
MJ/mj
Packet Pg. 686 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 687 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) A r c h i t e c t s  E n g i n e e r s  P a r k i n g P l a n n e r s

TABLE OF CONTENTS
INTRODUCTION.............................................................................................................................................2 SHARED USE PARKING - CONCEPT AND METHODOLOGY.............................................................................2 PROJECT APPROACH .....................................................................................................................................4 COLLECTION OF DATA...................................................................................................................................5 PHASE I – CURRENT PARKING DEMANDS .....................................................................................................5 SUMMARY OF PEAK PARKING DEMANDS FOR PHASES II AND III.................................................................6 PROGRAM SUMMARIES – CORE AREA..........................................................................................................7 PROGRAM SUMMARIES – STRATEGY AREA..................................................................................................8 CONCLUSIONS AND RECOMMENDATIONS...................................................................................................9 ATTACHMENTS............................................................................................................................................10 ATTACHMENT A – MAP OF STUDY AREAS ..............................................................................................11 ATTACHMENT B – TABLE OF PARKING OCCUAPNCY COUNTS................................................................13 ATTACHMENT C – SHORT TERM FORECAST MAP AND DATA.................................................................15 ATTACHMENT D - CORE AREA PHASE I – CURRENT CONDITIONS ..........................................................18 ATTACHMENT E – CORE AREA PHASE II – SHORT TERM FORECAST.......................................................22 ATTACHMENT F – CORE AREA PHASE III – LONG TERM FORECAST........................................................26 ATTACHMENT G - STRATEGY AREA PHASE I – CURRENT CONDITIONS ..................................................30 ATTACHMENT H – STRATEGY AREA PHASE II – SHORT TERM FORECAST...............................................34 ATTACHMENT I – STRATEGY AREA PHASE III – LONG TERM FORECAST.................................................38 Packet Pg. 688 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
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INTRODUCTION
The City of Redding is underway on a study of parking in the Downtown area, which will lead to a Parking Strategy for the City to use in three phases: existing, short-term and long-term. This study will look at existing and future parking demand, then compare that demand to the existing public and private parking supply. This will allow the City to determine how to manage the existing parking spaces that exist today, and to make plans for adding spaces for the future if necessary.

The parking study is being led by two consultants, PlaceWorks and Watry Design, Inc. PlaceWorks recently completed the Downtown Redding Specific Plan Update. Watry was the Parking consultant for the both the Specific Plan Update and the Downtown Connectivity Plan that was completed before the Specific Plan Update. In addition, the City of Redding Public Works staff has done a considerable amount of data gathering to understand how many parking spaces exist today, and how many of them were occupied at the time of the survey. This information is critical to the development of the Parking Strategy, and it is summarized in this report. The study focuses on two areas: the Downtown Core (which is the same as the Downtown Core district in the Downtown Specific Plan) and the Downtown Strategy Area (which includes the Downtown Core within it). These areas are shown in the map in Attachment A.

During the Specific Plan Update, parking emerged as an issue that many community members and business owners were concerned about. The Specific Plan Update process held a community meeting on November 9, 2017 that focused on parking issues. Many of the comments received had to do with concerns about cost of parking, where paid parking may or may not be appropriate, enforcement of onstreet parking meters, potential loss of parking spots, and the potential for new parking at various locations. All of these topics will be addressed in the Parking Strategy that is underway.

At the end of this process, the existing, short-term and long-term parking demand for Downtown will be known, and the work of creating strategies to solve parking issues will commence.

SHARED USE PARKING - CONCEPT AND METHODOLOGY
When analyzing the parking demand for a downtown area like the City of Redding, a shared use parking demand analysis is a suitable approach within the parking planning and traffic engineering professions.

The Urban Land Institute (ULI), working with the International Council of Shopping Centers (ICSC), the National Parking Association (NPA), and a core group of parking professionals, published the Shared Parking manual and associated MS Excel spreadsheet model to assist with the analysis and development of parking demands for various mixed-use land developments. The first edition was published in 1983 and the second addition was published in 2005. The third edition is currently being produced with an anticipated release date in 2019. Shared Parking is a recognized and accepted tool within the parking planning and traffic engineering professions as well as many municipalities.

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“Shared parking is the use of a parking space to serve two or more individual land uses without conflict or encroachment”, according to the Shared Parking, Second Edition introduction. Shared Parking also identifies two conditions for shared use: 1) “variations in the accumulation of vehicles by hour, by day, or by season at the individual land uses”, and 2) “relationships among the land uses that result in visiting multiple land uses on the same auto trip”.
“The key goal of shared parking analysis, then, is to find the balance between providing adequate parking to support a development from a commercial viewpoint and minimizing the negative aspects of excessive land area or resources devoted to parking. Downtown areas that share parking result in greater density, better pedestrian connections, and in turn, reduces reliance on driving, typically because multiple destinations can be access by walking”, Shared Parking, Second Edition.

Parking demands are based on:
 Project program: Land uses and sizes of each. Size could be defined by the GFA (gross floor area), GLA (gross leasable area), number of seats, number of units or bedrooms, etc. It is important to have a well-defined program for best results.
 Parking ratios: Examples of parking ratios include: four to six (4-6) parking stalls per 1,000 GLA of retail space; three (3) parking stalls per 1,000 of GFA for office space; and .27 parking stalls per 1,000 seats for a theater.
 Multi-modal adjustments: This includes people arriving at the site by means other than a private vehicle requiring a parking stall; UBER/Lift, public transportation, ride sharing, etc.  Non-captive adjustments: This includes patrons that are on-site visiting a land use and will visit other land uses without having to re-park the car.

Adjustments can be made to the parking ratios, multi-modal factors, and the non-captive factors as needed in order to create a model that best represents the project’s specific characteristics, behaviors, and parking needs.

The ULI model takes into consideration the parking ratios, the multi-modal and non-captive adjustments, time of day, day of month, and month of year, along with shared use considerations for all user groups.

Again, “The key goal of shared parking analysis, then, is to find the balance between providing adequate parking to support a development from a commercial viewpoint and minimizing the negative aspects of excessive land area or resources devoted to parking”, Shared Parking, Second Edition.

The ULI model calculations include the 85th percentile approach when establishing project peak demands and is consistent with traffic engineering practices. The parking demands will represent 85 percent of the overall peak demand. The thinking is that you don’t build the church for Easter Sunday.

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PROJECT APPROACH
We were tasked with providing parking demand analyses for the Core Area and the Strategy Area shown on the map in Attachment A.

Phase I – Current Conditions
Core Area: Create a ULI shared use model to replicate the current conditions with a parking demand of 1,476 cars. The parking demand of 1,476 cars was established using the 2010 and 2017 field occupancy counts collected by City staff. We adjusted the parking ratios and the multi-modal and non-captive patron factors within the model, specifically the retail and restaurants as these have the largest vacancy rate and lower parking needs.

Strategy Area: Create a ULI shared use model using the Core Area model’s parking ratios and the multimodal and non-captive factors. A parking demand of 2,504 cars was established using the 2010 and 2017 field occupancy counts collected by City staff. The goal is to see if the Core’s factors and the Strategy Area’s program data reflect the parking demand of 2,504 parking stalls. The ULI model calculated a peak parking demand of 2,316 parking stalls.

Phase II – Short Term Forecast
Core and Strategy Areas: create ULI shared use models for the short term scenarios that includes five mixed-use and commercial projects in the planning stages, in entitlement review, or approved. The ULI model assumes occupancy rates at capacity in combination with a fully energized downtown.

Phase III – Long Term Forecast
Core and Strategy Areas: create ULI shared use models for the long term scenarios that includes anticipated developments over the next 10 to 20 years in conformity with the Downtown Redding Specific Plan. Parking ratios and adjustments used in the models represent an energized downtown and associated parking demands.

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COLLECTION OF DATA
Data was collected from several sources to get an understanding of current use of parking supplies.

Physical Counts. The City staff physically counted occupied parking stalls for the Core and the Strategy Areas in October of 2010 and May of 2017 between 11:00 am and 2:00 pm. The data collected on those days revealed:
 The Core Area was parked at 58% capacity (1,476 occupied stalls within total supply of 2,543 stalls).  The Strategy Area was at 55% capacity (2,504 occupied stalls within total supply of 4,598 stalls).

Physically counting the occupied parking stalls can be valuable in identifying the parking demands on a specific day and time. Ideally, but not practical, would be to collect physical counts three days a week for the entire year. However, even a limited number of physical counts help.

Interviews with Shasta County and the Superior Court of Shasta County were conducted in summer 2018 to gain an understanding of existing and projected future parking needs. A new courthouse is proposed for Downtown Redding; with current parking spaces they anticipate a need for approximately 100 additional parking spaces after the Courthouse is operational.

A count of existing restaurants in the Downtown Core and the Strategy Area was conducted in summer 2018, to feed into the demand model. At the time of the count, there were 40 restaurants in the Strategy Area, with the majority of them in the Downtown Core.

It should be noted that the existing parking occupancy counts from 2010 and 2017 were for Downtown Redding at a time when there are many vacancies, particularly in the retail sector. These parking occupancy numbers will not give an accurate snapshot of a fully leased and vibrant downtown area, which is anticipated to happen during the next several years. The demands for an economically challenged downtown are very different than that of a fully energized downtown. That is why the data for the existing condition is calibrated to the lower occupancy rates, but the Phase II Short-term and Phase III Long-term are assumed to be a fully occupied Downtown environment.

PHASE I – CURRENT PARKING DEMANDS
The Core Area ULI model for the current conditions was created to replicate the parking count data collected in 2010 and 2017. The current conditions include office space with an 88% occupancy rate and retail space occupied at 65%. The model results were tailored to replicate the collected data with a peak demand of 1,476 parking stalls. A fully leased and vibrant Core Area model shows a peak parking demand would be approximately 1,860 parking stalls.

The Strategy Area model was then created using identical ratios, adjustments, and discounts that were used for the Core Area model, just more program space for retail, office, and restaurants. The model identified a peak demand of 2,316 parking stalls versus the 2,504 occupied parking stalls from field data.

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SUMMARY OF PEAK PARKING DEMANDS FOR PHASES II AND III
The following is a summary of the peak parking demands for weekdays and weekends for the Core Area and for the Strategy Area. Refer to Attachments D through I for details of parking demand numbers.

Phase II - Core Area Short Term Forecast
 Weekday Peak Demand: 1,909 parking stalls at 2:00 PM.  Weekend Peak Demand: 1,218 parking stalls at 7:00 PM.

Phase II - Strategy Area Short Term Forecast
 Weekday Peak Demand: 3,122 parking stalls at 2:00 PM1.  Weekend Peak Demand: 1,884 parking stalls at 7:00 PM1.

Phase III - Core Area Long Term Forecast
 Weekday Peak Demand: 1,941 parking stalls at 2:00 PM.  Weekend Peak Demand: 1,372 parking stalls at 7:00 PM.

Phase III Strategy Area Long Term Forecast
 Weekday Peak Demand: 3,220 parking stalls at 2:00 PM1.  Weekend Peak Demand: 2,070 parking stalls at 7:00 PM1. 1 The peak parking demand numbers shown include 100 dedicated Courthouse parking stalls.

Packet Pg. 693 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 7 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
PROGRAM SUMMARIES – CORE AREA
The following is our understanding of the project area programs and the land uses as categorized by the Urban Land Institute’s Shared Parking.

TABLE 1A – PHASE I CURRENT CONDITIONS
Use SF or Units
Retail 90,435 GLA
Fine/Casual Restaurants 25,000 GLA
Family Restaurant (no table service) 31,500 GLA
Fast Food Restaurant (take out) 5,000 GLA
Office 520,920 GFA
Theater 1,000 seats
TABLE 2A – PHASE II A SHORT TERM
Use SF or Units
Retail 73,481 GLA1
Fine/Casual Restaurants 30,000 GLA
Family Restaurant (no table service) 40,500 GLA
Fast Food Restaurant (take out) 5,000 GLA
Office 520,920 GFA
Theater 1,000 seats
1 Reduction of retail space due to redevelopment to
residential/mixed-use.

TABLE 3A – PHASE III LONG TERM
Use SF or Units
Retail 84,866 GLA
Fine/Casual Restaurants 35,000 GLA
Family Restaurant (no table service) 45,000 GLA
Fast Food Restaurant (take out) 5,000 GLA
Office 492,420 GFA2
Theater 1,000 seats
2 Reduction of office space due to redevelopment to
residential/mixed-use.

Packet Pg. 694 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 8 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
PROGRAM SUMMARIES – STRATEGY AREA
TABLE 1B – PHASE I CURRENT CONDITIONS
Use SF or Units
Retail 144,1255 GLA
Fine/Casual Restaurants 32,500 GLA
Family Restaurant (no table service) 47,250 GLA
Fast Food Restaurant (take out) 15,000 GLA
Office 819,000 GFA
Theater 1,000 seats
TABLE 2B – PHASE II SHORT TERM
Use SF or Units
Retail 144,125 GLA
Fine/Casual Restaurants 37,500 GLA
Family Restaurant (no table service) 56,500 GLA
Fast Food Restaurant (take out) 15,000 GLA
Office 819,000 GFA
Theater 1,000 seats
Courthouse (100 dedicated stalls)
TABLE 3B – PHASE III LONG TERM
Use SF or Units
Retail 163,225 GLA
Fine/Casual Restaurants 42,500 GLA
Family Restaurant (no table service) 65,500 GLA
Fast Food Restaurant (take out) 19,000 GLA
Office 812,500 GFA1
Theater 1,000 seats
Courthouse (100 dedicated stalls)
1 Reduction of office space due to redevelopment to
residential/mixed-use.

Packet Pg. 695 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 9 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com

CONCLUSIONS AND RECOMMENDATIONS
The six models included in this report support recommendations for parking demands for the Core and Strategy Areas. We studied three scenarios: Phase I Existing Conditions, Phase II Short Term forecast, and Phase III Long Term forecast. The results are summarized in the tables below.

TABEL 4A - CORE AREA PEAK PARKING DEMANDS
Phase Weekday Peak Weekend Peak
Phase I - Existing Conditions 1,476 stalls 811stalls
Phase II - Short Term Forecast 1,909 stalls 1,218 stalls Phase III - Long Term Forecast 1,941 stalls 1,372 stalls TABLE 4B - STRATEGY AREA PARKING DEMANDS
Phase Weekday Peak Weekend Peak
Phase I - Existing Conditions 2,316 stalls 1,235 stalls Phase II - Short Term Forecast 3,122 stalls 1,884 stalls Phase III - Long Term Forecast 3,220 stalls 2,070 stalls Packet Pg. 696 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 10 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com

ATTACHMENTS
ATTACHMENT A – MAP OF STUDY AREAS
ATTACHMENT B – TABLE OF PARKING OCCUAPNCY COUNTS
ATTACHMENT C – SHORT TERM FORECAST MAP AND DATA
ATTACHMENT D – CORE AREA PHASE I – CURRENT CONDITIONS
ATTACHMENT E – CORE AREA PHASE II – SHORT TERM FORECAST ATTACHMENT F – CORE AREA PHASE III – LONG TERM FORECAST ATTACHMENT G - STRATEGY AREA PHASE I – CURRENT CONDITIONS ATTACHMENT H – STRATEGY AREA PHASE II – SHORT TERM FORECAST ATTACHMENT I – STRATEGY AREA PHASE III – LONG TERM FORECAST Packet Pg. 697 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 11 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT A – MAP OF STUDY AREAS
Packet Pg. 698 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Existing Open Space
Union Pacic Railroad
Downtown Core District Boundary
Downtown Specic Plan Boundary
Parking Strategy Boundary
Promenade
Source: City of Redding, 2016
0 125 250 500 1,000
Feet
N

PARKING STRATEGY AREA
Linden Ditch Creek
Sacramento River
44 273
273
Sacramento River Trail
299

EUREKA WAY

TRINITY ST

RIVERSIDE DR

CENTER ST

MARKET ST

N COURT ST

TEHAMA ST

BUTTE ST

YUBA ST

BUTTE ST

BUTTE ST

YUBA ST

PLACER ST

SHASTA ST

DIVISION ST

SOUTH ST

SACRAMENTO ST

GOLD ST

GOLD ST

SONOMA ST

HILL ST

LOCUST ST

CYPRESS AVE

LIBERTY ST

GILBERT ST

EAST ST

CONTINENTAL ST

GARDEN ST

VERDA ST

SEQUOIA ST

PINE ST

WALDON ST

COURT ST

TERRACE ST

WEST ST

CHESTNUT ST

CALIFORNIA ST

OREGON ST

RAILROAD AVE

WILLIS ST

ROSE AVE

LINCOLN ST
Attachment: Previous Staff Report 4
5 22 (4
11(c)
Purchase Parking Equipment)
City of Redding, CA September 14, 2018
WDI # 15061 Page 13 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT B – TABLE OF PARKING OCCUPANCY COUNTS
Packet Pg. 700 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding Parking Strategy
September 14, 2018
Parking Data Downtown Core Downtown Core Entire Strategy Area Entire Strategy Area Total Spaces Occupied Total Spaces Occupied
Off Street Public Parking 1002 735 1002 735
On Street Unmetered Spaces 255 130 798 400
On Street Metered Spaces 97 55 170 86
On Street Missing Meter Heads 204 97 235 103
Off Street Private Parking Parking 985 459 1528 654
Public Employee/Permit Parking 0 0 865 526
Total 2543 1476 4598 2504
Data from "Public Parking Capacity" map dated 7/31/2017 plus "Off Street Public/Private Parking Capacity" map dated 7/31/17 (note: whole numbers used)
Packet Pg. 701 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 15 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT C – SHORT TERM FORECAST MAP AND DATA
Packet Pg. 702 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment)

TEHAMA STREET

YUBA STREET PLACER STREET PINE STREET

SHASTA STREET CALIFORNIA STREET MARKET STREET

EUREKA WAY

LINCOLN STREET

GOLD STREET MARKET STREET PINE STREET EAST STREET

SACRAMENTO STREET

TRINITY STREET

YUBA STREET LIBERTY STREET CALIFORNIA STREET EAST STREET PINE STREET CALIFORNIA STREET EAST STREET LIBERTY STREET OREGON STREET WEST STREET COURT STREET WEST STREET N. COURT STREET RAILROAD AVENUE DOWNTOWN CORE BOUNDARY

SOUTH STREET
BUTTE STREET BUTTE STREET 1
3 2
5 4 OVERALL PARKING STUDY AREA
Downtown Redding Parking Study
Short-Term Parking Demand
Proposed Projects
September 11, 2018 0 250 500
FEET
N
SCALE: 1' = 500'
125
Packet Pg. 703 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Estimated Areas for Parking Demand (Short-term)
Opportunity
Site Parcel
Site Name /
Address
Lot Area
(sf) Existing Use
Existing
SF To Be
Removed Anticipated Use
Retail
Ground
Floor Area
(sf)
New
Office
(sf)
New
Residential
(units)
Within Downtown Core
1 1551 Market Street 65,634 Dickers Dept Store 48,000 Mixed Use 22,800 - 82 2 1701 Pine Street 14,859 Vacant - Mixed Use 4,921 - 16 3 Former Bell Rooms 6,994 Vacant Commercial - Commercial / Retail 4,800 - -
4 California Street
Parking Structure 47,475 Parking Structure - Mixed Use 12,525 - 79 Within Parking Strategy Area (Outside Downtown Core)
5 New Courthouse 91,466 - - Courthouse - - -
Subtotal - 45,046 0 177
Total Demand - (48,000) -2,954 0 177
Notes - New Retail Square Footage offset by loss of existing Dickers Department Store square footage New Restaurant Square Footage (Assumption) = 14,000 s.f.

Courthouse Parking Demand anticipated to increase by 100 Spaces Parking spaces lost to new development are not shown here - will be reviewed in following Parking Strategy tasks Packet Pg. 704 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 18 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT D - CORE AREA PHASE I – CURRENT CONDITIONS
Packet Pg. 705 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase I - Current Conditions
Parking Demand
September 14, 2018
Projected Parking Supply: 2543
Max Parking Spaces Weekday Weekend Weekday
Land Use Quantity Weekday Weekend Daytime Evening Daytime Evening Daytime Evening Daytime EveningRetail 90,435 sf GLA 181 289 90% 95% 90% 95% 100% 100% 100% 100% Employee 44 72 80% 80% 80% 80% 100% 100% 100% 100%Fine/Casual Restaurant 25,000 sf GLA 210 234 90% 95% 90% 95% 80% 80% 90% 90% Employee 38 41 80% 80% 80% 80% 100% 100% 100% 100%Family Restaurant 31,500 sf GLA 156 221 80% 90% 80% 90% 75% 75% 90% 90% Employee 26 39 80% 80% 80% 80% 100% 100% 100% 100%Fast Food Restaurant 5,000 sf GLA 35 33 80% 90% 80% 90% 70% 75% 90% 90% Employee 6 5 80% 80% 80% 80% 100% 100% 100% 100%Theater 1,000 seats 0 260 90% 90% 90% 90% 90% 90% 90% 90% Employee 2 10 80% 80% 80% 80% 100% 100% 100% 100%Office >500 ksf 520,920 sf GLA 92 10 95% 100% 95% 100% 100% 100% 100% 100% Employee 1219 135 80% 100% 100% 100% 100% 100% 100% 100%Subtotal Customer/Guest Spaces 674 1047Subtotal Employee/Resident Spaces 1335 302Subtotal Reserved Spaces 0 0Total Parking Spaces 2009 1349 Weekend
Noncaptive Ratio Mode Adjustment
Packet Pg. 706 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase I - Current Conditions
Parking Demand
September 14, 2018
Unit
Visitor Employee Visitor Employee
Retail 2.00 0.49 3.20 0.80 /ksf GLARegional Shopping Center (400 to 600 ksf) Linear 2.9<x<3.2 /ksf GLASuper Regional Shopping Center (>600 ksf) 3.20 0.80 3.60 0.90 /ksf GLAFine/Casual Restaurant 8.39 1.51 9.35 1.65 /ksf GLAFamily Restaurant 4.95 0.83 7.01 1.24 /ksf GLAFast Food Restaurant 7.01 1.24 6.60 1.00 /ksf GLANightclub 15.25 1.25 17.50 1.50 /ksf GLATheater 0.00 0.00 0.26 0.01 /seatPerforming Arts Theater 0.30 0.07 0.33 0.07 /seatArena 0.27 0.03 0.30 0.03 /seatPro Football Stadium 0.30 0.01 0.30 0.01 /seatPro Baseball Stadium 0.31 0.01 0.34 0.01 /seatGym 6.60 0.40 5.50 0.25 /ksf GFAConvention Center 5.50 0.50 5.50 0.50 /ksf GLAHotel-Business 1.00 0.25 0.90 0.18 /roomMotel 1.00 0.25 1.00 0.18 /room Restaurant/Lounge 10.00 10.00 /ksf GLA Conference Ctr/Banquet (20 to 50 sq ft/guest room) 30.00 30.00 /ksf GLA Convention Space (>50 sq ft/guest room) 20.00 10.00 /ksf GLAResidential, Rental, Shared Spaces * 0.15 1.50 0.15 1.50 /unitResidential, Owned, Shared Spaces * 0.15 1.7 0.15 1.7 /unitOffice <25 ksf 0.30 3.5 0.03 0.35 /ksf GFAOffice 100 to 500 ksf /ksf GFAOffice 100 to 500 ksf Linear 0.25<x<0.2 /ksf GFAOffice >500 ksf 0.18 2.34 0.02 0.26 /ksf GFAData Processing Office 0.25 5.75 0.03 0.58 /ksf GFAMedical/Dental Office 3.00 1.50 3.00 1.50 /ksf GFABank Branch Office 3.00 1.60 2.00 1.60 /ksf GFA Weekday Weekend
Recommended Parking Ratios
Spaces required per unit land use
Land Use
Packet Pg. 707 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase I - Current Conditions
Parking Demand
September 14, 2018
Table 9/13/2018Project: City of Redding Core Area Phase I - Current ConditionsDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 1 PM December DemandRetail 90,435 sf GLA 2.00 0.90 1.00 1.80 /ksf GLA 3.20 0.90 1.00 2.88 /ksf GLA 1.00 0.56 163 0.95 1.00 247 Employee 0.49 0.80 1.00 0.39 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 35 1.00 1.00 58Fine/Casual Restaurant 25,000 sf GLA 8.39 0.90 0.80 6.04 /ksf GLA 9.35 0.90 0.90 7.57 /ksf GLA 0.65 0.85 98 0.55 1.00 104 Employee 1.51 0.80 1.00 1.21 /ksf GLA 1.65 0.80 1.00 1.32 /ksf GLA 0.90 0.95 27 0.75 1.00 25Family Restaurant 31,500 sf GLA 4.95 0.80 0.75 2.97 /ksf GLA 7.01 0.80 0.90 5.05 /ksf GLA 0.50 0.85 47 0.85 1.00 135 Employee 0.83 0.80 1.00 0.66 /ksf GLA 1.24 0.80 1.00 0.99 /ksf GLA 1.00 0.95 21 1.00 1.00 31Fast Food Restaurant 5,000 sf GLA 7.01 0.80 0.70 3.93 /ksf GLA 6.60 0.80 0.90 4.75 /ksf GLA 0.90 0.85 18 1.00 1.00 24 Employee 1.24 0.80 1.00 0.99 /ksf GLA 1.00 0.80 1.00 0.80 /ksf GLA 0.95 0.95 5 1.00 1.00 4Theater 1,000 seats 0.00 0.90 0.90 0.00 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 0 0.45 0.67 63 Employee 0.00 0.80 1.00 0.00 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 0 0.60 0.80 4Office >500 ksf 520,920 sf GLA 0.18 0.95 1.00 0.17 /ksf GLA 0.02 0.95 1.00 0.02 /ksf GLA 1.00 1.00 87 0.80 1.00 8 Employee 2.34 0.80 1.00 1.87 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 975 0.80 1.00 108ULI base data have been modified from default values. Customer 413 Customer 581 Employee 1063 Employee 230
Reserved 0 Reserved 0
Total 1476 Total 811
Shared Parking Reduction 41% 68%
Project Data
Packet Pg. 708 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 22 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT E – CORE AREA PHASE II – SHORT TERM FORECAST Packet Pg. 709 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase II - Short Term Forecast
Parking Demand
September 14, 2018
Projected Parking Supply: 2543
Max Parking Spaces Weekday Weekend Weekday
Land Use Quantity Weekday Weekend Daytime Evening Daytime Evening Daytime Evening Daytime EveningRetail 73,481 sf GLA 213 235 90% 95% 90% 95% 100% 100% 100% 100% Employee 51 59 80% 80% 80% 80% 100% 100% 100% 100%Fine/Casual Restaurant 30,000 sf GLA 458 510 90% 95% 90% 95% 80% 80% 90% 90% Employee 83 90 80% 80% 80% 80% 100% 100% 100% 100%Family Restaurant 40,500 sf GLA 365 516 80% 90% 80% 90% 75% 75% 90% 90% Employee 61 91 80% 80% 80% 80% 100% 100% 100% 100%Fast Food Restaurant 5,000 sf GLA 64 60 80% 90% 80% 90% 70% 75% 90% 90% Employee 11 10 80% 80% 80% 80% 100% 100% 100% 100%Theater 1,000 seats 190 260 90% 90% 90% 90% 90% 90% 90% 90% Employee 10 10 80% 80% 80% 80% 100% 100% 100% 100%Office >500 ksf 520,920 sf GLA 104 10 95% 100% 95% 100% 100% 100% 100% 100% Employee 1354 135 80% 100% 100% 100% 100% 100% 100% 100%Subtotal Customer/Guest Spaces 1394 1591Subtotal Employee/Resident Spaces 1570 395Subtotal Reserved Spaces 0 0Total Parking Spaces 2964 1986 Weekend
Noncaptive Ratio Mode Adjustment
Packet Pg. 710 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase II - Short Term Forecast
Parking Demand
September 14, 2018
Unit
Visitor Employee Visitor Employee
Retail 2.90 0.70 3.20 0.80 /ksf GLARegional Shopping Center (400 to 600 ksf) Linear 2.9<x<3.2 /ksf GLASuper Regional Shopping Center (>600 ksf) 3.20 0.80 3.60 0.90 /ksf GLAFine/Casual Restaurant 15.25 2.75 17.00 3.00 /ksf GLAFamily Restaurant 9.00 1.50 12.75 2.25 /ksf GLAFast Food Restaurant 12.75 2.25 12.00 2.00 /ksf GLANightclub 15.25 1.25 17.50 1.50 /ksf GLATheater 0.19 0.01 0.26 0.01 /seatPerforming Arts Theater 0.30 0.07 0.33 0.07 /seatArena 0.27 0.03 0.30 0.03 /seatPro Football Stadium 0.30 0.01 0.30 0.01 /seatPro Baseball Stadium 0.31 0.01 0.34 0.01 /seatGym 6.60 0.40 5.50 0.25 /ksf GFAConvention Center 5.50 0.50 5.50 0.50 /ksf GLAHotel-Business 1.00 0.25 0.90 0.18 /roomMotel 1.00 0.25 1.00 0.18 /room Restaurant/Lounge 10.00 10.00 /ksf GLA Conference Ctr/Banquet (20 to 50 sq ft/guest room) 30.00 30.00 /ksf GLA Convention Space (>50 sq ft/guest room) 20.00 10.00 /ksf GLA Residential, Rental, Shared Spaces * 0.15 1.50 0.15 1.50 /unitResidential, Owned, Shared Spaces * 0.15 1.7 0.15 1.7 /unitOffice <25 ksf 0.30 3.5 0.03 0.35 /ksf GFAOffice 100 to 500 ksf /ksf GFAOffice 100 to 500 ksf Linear 0.25<x<0.2 /ksf GFA Office >500 ksf 0.20 2.60 0.02 0.26 /ksf GFAData Processing Office 0.25 5.75 0.03 0.58 /ksf GFAMedical/Dental Office 3.00 1.50 3.00 1.50 /ksf GFABank Branch Office 3.00 1.60 2.00 1.60 /ksf GFA Land Use Weekday Weekend
Recommended Parking Ratios
Spaces required per unit land use
Packet Pg. 711 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase II - Short Term Forecast
Parking Demand
September 14, 2018
Table 9/13/2018Project: City of Redding Core Area Phase II - Short Term ForecastDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 7 PM December DemandRetail 73,481 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.95 1.00 3.04 /ksf GLA 1.00 0.56 192 0.75 1.00 167 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 41 0.80 1.00 38Fine/Casual Restaurant 30,000 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.95 0.90 14.54 /ksf GLA 0.65 0.85 214 0.95 1.00 414 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 60 1.00 1.00 72Family Restaurant 40,500 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.90 0.90 10.33 /ksf GLA 0.50 0.85 110 0.70 1.00 293 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 49 0.95 1.00 69Fast Food Restaurant 5,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.90 0.90 9.72 /ksf GLA 0.90 0.85 32 0.80 1.00 39 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 8 0.90 1.00 7Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.80 0.67 113 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 1.00 0.80 6Office >500 ksf 520,920 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 1.00 1.00 0.02 /ksf GLA 1.00 1.00 99 0.00 1.00 0 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,083 0.00 1.00 0ULI base data have been modified from default values. Customer 666 Customer 1026 Employee 1243 Employee 192
Reserved 0 Reserved 0
Total 1909 Total 1218
Shared Parking Reduction 42% 63%
Project Data
Packet Pg. 712 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 26 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT F – CORE AREA PHASE III – LONG TERM FORECAST Packet Pg. 713 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase III - Long Term Forecast
Parking Demand
September 14, 2018
Projected Parking Supply: 2543
Max Parking Spaces Weekday Weekend Weekday
Land Use Quantity Weekday Weekend Daytime Evening Daytime Evening Daytime Evening Daytime EveningRetail 84,866 sf GLA 246 272 90% 95% 90% 95% 100% 100% 100% 100% Employee 59 68 80% 80% 80% 80% 100% 100% 100% 100%Fine/Casual Restaurant 35,000 sf GLA 534 595 90% 95% 90% 95% 80% 80% 90% 90% Employee 96 105 80% 80% 80% 80% 100% 100% 100% 100%Family Restaurant 45,000 sf GLA 405 574 80% 90% 80% 90% 75% 75% 90% 90% Employee 68 101 80% 80% 80% 80% 100% 100% 100% 100%Fast Food Restaurant 5,000 sf GLA 64 60 80% 90% 80% 90% 70% 75% 90% 90% Employee 11 10 80% 80% 80% 80% 100% 100% 100% 100%Theater 1,000 seats 190 260 90% 90% 90% 90% 90% 90% 90% 90% Employee 10 10 80% 80% 80% 80% 100% 100% 100% 100%Office >500 ksf 492,420 sf GLA 98 10 95% 100% 95% 100% 100% 100% 100% 100% Employee 1280 128 80% 100% 100% 100% 100% 100% 100% 100%Subtotal Customer/Guest Spaces 1537 1771Subtotal Employee/Resident Spaces 1524 422Subtotal Reserved Spaces 0 0Total Parking Spaces 3061 2193 Weekend
Noncaptive Ratio Mode Adjustment
Packet Pg. 714 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase III - Long Term Forecast
Parking Demand
September 14, 2018
Unit
Visitor Employee Visitor Employee
Retail 2.90 0.70 3.20 0.80 /ksf GLARegional Shopping Center (400 to 600 ksf) Linear 2.9<x<3.2 /ksf GLASuper Regional Shopping Center (>600 ksf) 3.20 0.80 3.60 0.90 /ksf GLAFine/Casual Restaurant 15.25 2.75 17.00 3.00 /ksf GLAFamily Restaurant 9.00 1.50 12.75 2.25 /ksf GLAFast Food Restaurant 12.75 2.25 12.00 2.00 /ksf GLANightclub 15.25 1.25 17.50 1.50 /ksf GLATheater 0.19 0.01 0.26 0.01 /seatPerforming Arts Theater 0.30 0.07 0.33 0.07 /seatArena 0.27 0.03 0.30 0.03 /seatPro Football Stadium 0.30 0.01 0.30 0.01 /seatPro Baseball Stadium 0.31 0.01 0.34 0.01 /seatGym 6.60 0.40 5.50 0.25 /ksf GFAConvention Center 5.50 0.50 5.50 0.50 /ksf GLAHotel-Business 1.00 0.25 0.90 0.18 /roomMotel 1.00 0.25 1.00 0.18 /room Restaurant/Lounge 10.00 10.00 /ksf GLA Conference Ctr/Banquet (20 to 50 sq ft/guest room) 30.00 30.00 /ksf GLA Convention Space (>50 sq ft/guest room) 20.00 10.00 /ksf GLA Residential, Rental, Shared Spaces * 0.15 1.50 0.15 1.50 /unitResidential, Owned, Shared Spaces * 0.15 1.7 0.15 1.7 /unitOffice <25 ksf 0.30 3.5 0.03 0.35 /ksf GFAOffice 100 to 500 ksf /ksf GFAOffice 100 to 500 ksf Linear 0.25<x<0.2 /ksf GFA Office >500 ksf 0.20 2.60 0.02 0.26 /ksf GFAData Processing Office 0.25 5.75 0.03 0.58 /ksf GFAMedical/Dental Office 3.00 1.50 3.00 1.50 /ksf GFABank Branch Office 3.00 1.60 2.00 1.60 /ksf GFA Land Use Weekday Weekend
Recommended Parking Ratios
Spaces required per unit land use
Packet Pg. 715 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Core Area
Phase III - Long Term Forecast
Parking Demand
September 14, 2018
Table 9/13/2018Project: City of Redding Core Area Phase III - Long Term ForecastDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 7 PM December DemandRetail 84,866 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.95 1.00 3.04 /ksf GLA 1.00 0.56 221 0.75 1.00 194 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 47 0.80 1.00 44Fine/Casual Restaurant 35,000 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.95 0.90 14.54 /ksf GLA 0.65 0.85 250 0.95 1.00 483 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 69 1.00 1.00 84Family Restaurant 45,000 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.90 0.90 10.33 /ksf GLA 0.50 0.85 122 0.70 1.00 325 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 54 0.95 1.00 77Fast Food Restaurant 5,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.90 0.90 9.72 /ksf GLA 0.90 0.85 32 0.80 1.00 39 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 8 0.90 1.00 7Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.80 0.67 113 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 1.00 0.80 6Office >500 ksf 492,420 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 1.00 1.00 0.02 /ksf GLA 1.00 1.00 93 0.00 1.00 0 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,024 0.00 1.00 0ULI base data have been modified from default values. Customer 737 Customer 1154 Employee 1204 Employee 218
Reserved 0 Reserved 0
Total 1941 Total 1372
Shared Parking Reduction 44% 60%
Project Data
Packet Pg. 716 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 30 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT G - STRATEGY AREA PHASE I – CURRENT CONDITIONS Packet Pg. 717 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase I - Current Conditions
Parking Demand
September 14, 2018
Projected Parking Supply: 4598
Max Parking Spaces Weekday Weekend Weekday
Land Use Quantity Weekday Weekend Daytime Evening Daytime Evening Daytime Evening Daytime EveningRetail 144,125 sf GLA 288 461 90% 95% 90% 95% 100% 100% 100% 100% Employee 70 115 80% 80% 80% 80% 100% 100% 100% 100%Fine/Casual Restaurant 32,500 sf GLA 273 304 90% 95% 90% 95% 80% 80% 90% 90% Employee 49 54 80% 80% 80% 80% 100% 100% 100% 100%Family Restaurant 47,250 sf GLA 234 331 80% 90% 80% 90% 75% 75% 90% 90% Employee 39 59 80% 80% 80% 80% 100% 100% 100% 100%Fast Food Restaurant 15,000 sf GLA 105 99 80% 90% 80% 90% 70% 75% 90% 90% Employee 19 15 80% 80% 80% 80% 100% 100% 100% 100%Theater 1,000 seats 0 260 90% 90% 90% 90% 90% 90% 90% 90% Employee 2 10 80% 80% 80% 80% 100% 100% 100% 100%Office >500 ksf 819,000 sf GLA 144 16 95% 100% 95% 100% 100% 100% 100% 100% Employee 1916 213 80% 100% 100% 100% 100% 100% 100% 100%Subtotal Customer/Guest Spaces 1044 1471Subtotal Employee/Resident Spaces 2095 466Subtotal Reserved Spaces 0 0Total Parking Spaces 3139 1937 Weekend
Noncaptive Ratio Mode Adjustment
Packet Pg. 718 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase I - Current Conditions
Parking Demand
September 14, 2018
Unit
Visitor Employee Visitor Employee
Retail 2.00 0.49 3.20 0.80 /ksf GLARegional Shopping Center (400 to 600 ksf) Linear 2.9<x<3.2 /ksf GLASuper Regional Shopping Center (>600 ksf) 3.20 0.80 3.60 0.90 /ksf GLAFine/Casual Restaurant 8.39 1.51 9.35 1.65 /ksf GLAFamily Restaurant 4.95 0.83 7.01 1.24 /ksf GLAFast Food Restaurant 7.01 1.24 6.60 1.00 /ksf GLANightclub 15.25 1.25 17.50 1.50 /ksf GLATheater 0.00 0.00 0.26 0.01 /seatPerforming Arts Theater 0.30 0.07 0.33 0.07 /seatArena 0.27 0.03 0.30 0.03 /seatPro Football Stadium 0.30 0.01 0.30 0.01 /seatPro Baseball Stadium 0.31 0.01 0.34 0.01 /seatGym 6.60 0.40 5.50 0.25 /ksf GFAConvention Center 5.50 0.50 5.50 0.50 /ksf GLAHotel-Business 1.00 0.25 0.90 0.18 /roomMotel 1.00 0.25 1.00 0.18 /room Restaurant/Lounge 10.00 10.00 /ksf GLA Conference Ctr/Banquet (20 to 50 sq ft/guest room) 30.00 30.00 /ksf GLA Convention Space (>50 sq ft/guest room) 20.00 10.00 /ksf GLAResidential, Rental, Shared Spaces * 0.15 1.50 0.15 1.50 /unitResidential, Owned, Shared Spaces * 0.15 1.7 0.15 1.7 /unitOffice <25 ksf 0.30 3.5 0.03 0.35 /ksf GFAOffice 100 to 500 ksf /ksf GFAOffice 100 to 500 ksf Linear 0.25<x<0.2 /ksf GFAOffice >500 ksf 0.18 2.34 0.02 0.26 /ksf GFAData Processing Office 0.25 5.75 0.03 0.58 /ksf GFAMedical/Dental Office 3.00 1.50 3.00 1.50 /ksf GFABank Branch Office 3.00 1.60 2.00 1.60 /ksf GFA Land Use Weekday Weekend
Recommended Parking Ratios
Project: City of Redding Strategy Area Phase I - Current Conditions Packet Pg. 719 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase I - Current Conditions
Parking Demand
September 14, 2018
Table 9/13/2018Project: City of Redding Strategy Area Phase I - Current ConditionsDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
4598
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 1 PM December DemandRetail 144,125 sf GLA 2.00 0.90 1.00 1.80 /ksf GLA 3.20 0.90 1.00 2.88 /ksf GLA 1.00 0.56 259 0.95 1.00 394 Employee 0.49 0.80 1.00 0.39 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 56 1.00 1.00 92Fine/Casual Restaurant 32,500 sf GLA 8.39 0.90 0.80 6.04 /ksf GLA 9.35 0.90 0.90 7.57 /ksf GLA 0.65 0.85 128 0.55 1.00 135 Employee 1.51 0.80 1.00 1.21 /ksf GLA 1.65 0.80 1.00 1.32 /ksf GLA 0.90 0.95 35 0.75 1.00 32Family Restaurant 47,250 sf GLA 4.95 0.80 0.75 2.97 /ksf GLA 7.01 0.80 0.90 5.05 /ksf GLA 0.50 0.85 70 0.85 1.00 203 Employee 0.83 0.80 1.00 0.66 /ksf GLA 1.24 0.80 1.00 0.99 /ksf GLA 1.00 0.95 31 1.00 1.00 47Fast Food Restaurant 15,000 sf GLA 7.01 0.80 0.70 3.93 /ksf GLA 6.60 0.80 0.90 4.75 /ksf GLA 0.90 0.85 53 1.00 1.00 71 Employee 1.24 0.80 1.00 0.99 /ksf GLA 1.00 0.80 1.00 0.80 /ksf GLA 0.95 0.95 14 1.00 1.00 12Theater 1,000 seats 0.00 0.90 0.90 0.00 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 0 0.45 0.67 63 Employee 0.00 0.80 1.00 0.00 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 0 0.60 0.80 4Office >500 ksf 819,000 sf GLA 0.18 0.95 1.00 0.17 /ksf GLA 0.02 0.95 1.00 0.02 /ksf GLA 1.00 1.00 137 0.80 1.00 12 Employee 2.34 0.80 1.00 1.87 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,533 0.80 1.00 170ULI base data have been modified from default values. Customer 647 Customer 878 Employee 1669 Employee 357
Reserved 0 Reserved 0
Total 2316 Total 1235
Shared Parking Reduction 39% 67%
Project Data
Packet Pg. 720 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 34 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT H – STRATEGY AREA PHASE II – SHORT TERM FORECAST Packet Pg. 721 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase II - Short Term Forecast
Parking Demand
September 14, 2018
Projected Parking Supply: 4598
Max Parking Spaces Weekday Weekend Weekday
Land Use Quantity Weekday Weekend Daytime Evening Daytime Evening Daytime Evening Daytime EveningRetail 144,125 sf GLA 418 461 90% 95% 90% 95% 100% 100% 100% 100% Employee 101 115 80% 80% 80% 80% 100% 100% 100% 100%Fine/Casual Restaurant 37,500 sf GLA 572 638 90% 95% 90% 95% 80% 80% 90% 90% Employee 103 113 80% 80% 80% 80% 100% 100% 100% 100%Family Restaurant 56,500 sf GLA 509 720 80% 90% 80% 90% 75% 75% 90% 90% Employee 85 127 80% 80% 80% 80% 100% 100% 100% 100%Fast Food Restaurant 15,000 sf GLA 191 180 80% 90% 80% 90% 70% 75% 90% 90% Employee 34 30 80% 80% 80% 80% 100% 100% 100% 100%Theater 1,000 seats 190 260 90% 90% 90% 90% 90% 90% 90% 90% Employee 10 10 80% 80% 80% 80% 100% 100% 100% 100%Office >500 ksf 819,000 sf GLA 164 16 95% 100% 95% 100% 100% 100% 100% 100% Employee 2129 213 80% 100% 100% 100% 100% 100% 100% 100%Subtotal Customer/Guest Spaces 2044 2275Subtotal Employee/Resident Spaces 2462 608Subtotal Reserved Spaces 0 0Total Parking Spaces 4506 2883 Weekend
Noncaptive Ratio Mode Adjustment
Packet Pg. 722 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase II - Short Term Forecast
Parking Demand
September 14, 2018
Unit
Visitor Employee Visitor Employee
Retail 2.90 0.70 3.20 0.80 /ksf GLARegional Shopping Center (400 to 600 ksf) Linear 2.9<x<3.2 /ksf GLASuper Regional Shopping Center (>600 ksf) 3.20 0.80 3.60 0.90 /ksf GLAFine/Casual Restaurant 15.25 2.75 17.00 3.00 /ksf GLAFamily Restaurant 9.00 1.50 12.75 2.25 /ksf GLAFast Food Restaurant 12.75 2.25 12.00 2.00 /ksf GLANightclub 15.25 1.25 17.50 1.50 /ksf GLATheater 0.19 0.01 0.26 0.01 /seatPerforming Arts Theater 0.30 0.07 0.33 0.07 /seat Arena 0.27 0.03 0.30 0.03 /seat
Pro Football Stadium 0.30 0.01 0.30 0.01 /seatPro Baseball Stadium 0.31 0.01 0.34 0.01 /seatGym 37500.00 0.40 5.50 0.25 /ksf GFAConvention Center 5.50 0.50 5.50 0.50 /ksf GLAHotel-Business 56500.00 0.25 0.90 0.18 /roomMotel 1.00 0.25 1.00 0.18 /room Restaurant/Lounge 10.00 10.00 /ksf GLA Conference Ctr/Banquet (20 to 50 sq ft/guest room) 30.00 30.00 /ksf GLA Convention Space (>50 sq ft/guest room) 20.00 10.00 /ksf GLA Residential, Rental, Shared Spaces * 0.15 1.50 0.15 1.50 /unitResidential, Owned, Shared Spaces * 0.15 1.7 0.15 1.7 /unitOffice <25 ksf 0.30 3.5 0.03 0.35 /ksf GFAOffice 100 to 500 ksf /ksf GFAOffice 100 to 500 ksf Linear 0.25<x<0.2 /ksf GFA Office >500 ksf 0.20 2.60 0.02 0.26 /ksf GFAData Processing Office 0.25 5.75 0.03 0.58 /ksf GFAMedical/Dental Office 3.00 1.50 3.00 1.50 /ksf GFABank Branch Office 3.00 1.60 2.00 1.60 /ksf GFA Land Use Weekday Weekend
Recommended Parking Ratios
Project: City of Redding Strategy Area Phase I - Current Conditions Packet Pg. 723 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase II - Short Term Forecast
Parking Demand
September 14, 2018
Table 9/13/2018Project: City of Redding Strategy Area Phase II - Short Term ForecastDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 1 PM December DemandRetail 144,125 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.90 1.00 2.88 /ksf GLA 1.00 0.56 376 0.95 1.00 394 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 81 1.00 1.00 92 56500 37,500 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.90 0.90 13.77 /ksf GLA 0.65 0.85 268 0.55 1.00 284 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 74 0.75 1.00 68Family Restaurant 56,500 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.80 0.90 9.18 /ksf GLA 0.50 0.85 153 0.85 1.00 441 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 68 1.00 1.00 102Fast Food Restaurant 15,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.80 0.90 8.64 /ksf GLA 0.90 0.85 96 1.00 1.00 130 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 26 1.00 1.00 24Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.45 0.67 63 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 0.60 0.80 4Office >500 ksf 819,000 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 0.95 1.00 0.02 /ksf GLA 1.00 1.00 156 0.80 1.00 12 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,703 0.80 1.00 170ULI base data have been modified from default values. Customer 1068 Customer 1324 Employee 1954 Employee 460
Reserved 0 Reserved 0
Total 3022 Total 1784
Shared Parking Reduction 39% 64%
Project Data
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
Packet Pg. 724 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) City of Redding, CA September 14, 2018
WDI # 15061 Page 38 of 41
P:\Projects\2015\15061Downtown Redding Specific Plan\Parking Demand Study\091418\City of Redding Parking Strategy - Parking Demand Report 091418.docx
Irvine, CA • San Jose, CA • Dallas, TX
watrydesign.com
ATTACHMENT I – STRATEGY AREA PHASE III – LONG TERM FORECAST Packet Pg. 725 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase III - Long Term Forecast
Parking Demand
September 14, 2018
Projected Parking Supply: 4598
Max Parking Spaces Weekday Weekend Weekday
Land Use Quantity Weekday Weekend Daytime Evening Daytime Evening Daytime Evening Daytime EveningRetail 163,225 sf GLA 473 522 90% 95% 90% 95% 100% 100% 100% 100% Employee 114 131 80% 80% 80% 80% 100% 100% 100% 100%Fine/Casual Restaurant 42,500 sf GLA 648 723 90% 95% 90% 95% 80% 80% 90% 90% Employee 117 128 80% 80% 80% 80% 100% 100% 100% 100%Family Restaurant 65,500 sf GLA 590 835 80% 90% 80% 90% 75% 75% 90% 90% Employee 98 147 80% 80% 80% 80% 100% 100% 100% 100%Fast Food Restaurant 19,000 sf GLA 242 228 80% 90% 80% 90% 70% 75% 90% 90% Employee 43 38 80% 80% 80% 80% 100% 100% 100% 100%Theater 1,000 seats 190 260 90% 90% 90% 90% 90% 90% 90% 90% Employee 10 10 80% 80% 80% 80% 100% 100% 100% 100%Office >500 ksf 812,500 sf GLA 163 16 95% 100% 95% 100% 100% 100% 100% 100% Employee 2113 211 80% 100% 100% 100% 100% 100% 100% 100%Subtotal Customer/Guest Spaces 2306 2584Subtotal Employee/Resident Spaces 2495 665Subtotal Reserved Spaces 0 0Total Parking Spaces 4801 3249 Weekend
Noncaptive Ratio Mode Adjustment
Packet Pg. 726 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase III - Long Term Forecast
Parking Demand
September 14, 2018
Unit
Visitor Employee Visitor Employee
Retail 2.90 0.70 3.20 0.80 /ksf GLARegional Shopping Center (400 to 600 ksf) Linear 2.9<x<3.2 /ksf GLASuper Regional Shopping Center (>600 ksf) 3.20 0.80 3.60 0.90 /ksf GLAFine/Casual Restaurant 15.25 2.75 17.00 3.00 /ksf GLAFamily Restaurant 9.00 1.50 12.75 2.25 /ksf GLAFast Food Restaurant 12.75 2.25 12.00 2.00 /ksf GLANightclub 163225.00 1.25 17.50 1.50 /ksf GLATheater 0.19 0.01 0.26 0.01 /seatPerforming Arts Theater 0.30 0.07 0.33 0.07 /seat Arena 0.27 0.03 0.30 0.03 /seat
Pro Football Stadium 0.30 0.01 0.30 0.01 /seatPro Baseball Stadium 0.31 0.01 0.34 0.01 /seatGym 37500.00 0.40 5.50 0.25 /ksf GFAConvention Center 5.50 0.50 5.50 0.50 /ksf GLAHotel-Business 56500.00 0.25 0.90 0.18 /roomMotel 1.00 0.25 1.00 0.18 /room Restaurant/Lounge 10.00 10.00 /ksf GLA Conference Ctr/Banquet (20 to 50 sq ft/guest room) 30.00 30.00 /ksf GLA Convention Space (>50 sq ft/guest room) 20.00 10.00 /ksf GLA Residential, Rental, Shared Spaces * 0.15 1.50 0.15 1.50 /unitResidential, Owned, Shared Spaces * 0.15 1.7 0.15 1.7 /unitOffice <25 ksf 0.30 3.5 0.03 0.35 /ksf GFAOffice 100 to 500 ksf /ksf GFAOffice 100 to 500 ksf Linear 0.25<x<0.2 /ksf GFA Office >500 ksf 0.20 2.60 0.02 0.26 /ksf GFAData Processing Office 0.25 5.75 0.03 0.58 /ksf GFAMedical/Dental Office 3.00 1.50 3.00 1.50 /ksf GFABank Branch Office 3.00 1.60 2.00 1.60 /ksf GFA Land Use Weekday Weekend
Recommended Parking Ratios
Project: City of Redding Strategy Area Phase I - Current Conditions Packet Pg. 727 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Redding Downtown Strategy Area
Phase III - Long Term Forecast
Parking Demand
September 14, 2018
Table 9/13/2018Project: City of Redding Strategy Area Phase III - Long Term ForecastDescription: Shared Use Study

SHARED PARKING DEMAND SUMMARY
Weekday Weekend Weekday Weekend
Non- Non- Peak Hr Peak Mo Estimated Peak Hr Peak Mo Estimated 163225 Base Mode Captive Project Base Mode Captive Project Adj Adj Parking Adj Adj Parking Land Use Quantity Unit Rate Adj Ratio Rate Unit Rate Adj Ratio Rate Unit 2 PM December Demand 7 PM December DemandRetail 163,225 sf GLA 2.90 0.90 1.00 2.61 /ksf GLA 3.20 0.95 1.00 3.04 /ksf GLA 1.00 0.56 426 0.75 1.00 372 Employee 0.70 0.80 1.00 0.56 /ksf GLA 0.80 0.80 1.00 0.64 /ksf GLA 1.00 0.80 91 0.80 1.00 84Fine/Casual Restaurant 42,500 sf GLA 15.25 0.90 0.80 10.98 /ksf GLA 17.00 0.95 0.90 14.54 /ksf GLA 0.65 0.85 303 0.95 1.00 587 Employee 2.75 0.80 1.00 2.20 /ksf GLA 3.00 0.80 1.00 2.40 /ksf GLA 0.90 0.95 84 1.00 1.00 102Family Restaurant 65,500 sf GLA 9.00 0.80 0.75 5.40 /ksf GLA 12.75 0.90 0.90 10.33 /ksf GLA 0.50 0.85 177 0.70 1.00 473 Employee 1.50 0.80 1.00 1.20 /ksf GLA 2.25 0.80 1.00 1.80 /ksf GLA 1.00 0.95 78 0.95 1.00 112Fast Food Restaurant 19,000 sf GLA 12.75 0.80 0.70 7.14 /ksf GLA 12.00 0.90 0.90 9.72 /ksf GLA 0.90 0.85 122 0.80 1.00 148 Employee 2.25 0.80 1.00 1.80 /ksf GLA 2.00 0.80 1.00 1.60 /ksf GLA 0.95 0.95 33 0.90 1.00 27Theater 1,000 seats 0.19 0.90 0.90 0.15 /seat 0.26 0.90 0.90 0.21 /seat 0.55 0.27 19 0.80 0.67 113 Employee 0.01 0.80 1.00 0.01 /seat 0.01 0.80 1.00 0.01 /seat 0.60 0.50 2 1.00 0.80 6Office >500 ksf 812,500 sf GLA 0.20 0.95 1.00 0.19 /ksf GLA 0.02 1.00 1.00 0.02 /ksf GLA 1.00 1.00 155 0.00 1.00 0 Employee 2.60 0.80 1.00 2.08 /ksf GLA 0.26 1.00 1.00 0.26 /ksf GLA 1.00 1.00 1,690 0.00 1.00 0ULI base data have been modified from default values. Customer 1202 Customer 1693 Employee 1978 Employee 331
Reserved 0 Reserved 0
Total 3180 Total 2024
Shared Parking Reduction 40% 62%
Project Data
PEAK MONTH: DECEMBER -- PEAK PERIOD: 2 PM, WEEKDAY
Packet Pg. 728 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 729 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 730 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment) Packet Pg. 731 Attachment: Previous Staff Report 4-5-22 (4.11(c)--Purchase Parking Equipment)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Adopt Resolution amending the Employment and Benefit Policies for Unrepresented Employees to allow employees assigned to the Electric Program Supervisor – Line classification to receive overtime compensation in specific situations when approved by the Electric Utility Director or designee, for a twelve-month trial period.

Fiscal Impact
The estimated cost of allowing the salaried classification to be eligible for overtime in specific circumstances is $30,000. Personnel savings have accrued from current vacant positions to cover the cost of the anticipated overtime with no impact to the General Fund.

Alternative Action
The City Council (Council) could decline to approve the resolution, and the recommended amendment to the Employment and Benefit Policies for Unrepresented Employees would not be adopted.

Background/Analysis
On August 17, 2021, the City Council accepted Redding Electric Utility’s (REU) Five-Year Capital Improvement Plan (CIP). The CIP provides an overview of the current state of REU’s distribution system and a roadmap that will assist REU in achieving its goal of providing safe and reliable power to its customers while preparing the distribution system for future transportation and building electrification load growth. The CIP identified approximately $72,000,000 of capital system improvements between 2022 and 2026. The CIP also identified a shortfall of engineering and construction staffing needed to execute the projects. REU proposed to address the construction staffing gap through a combination of additional line staff and contract resources and approved four additional line positions.

MEETING DATE: August 2, 2022
ITEM NO. 4.15(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.15(b)--Consider Resolution amending the Unrepresented Employment and Benefit Policies.

Sheri DeMaagd, Assistant
City Manager
Packet Pg. 732
Report to Redding City Council July 26, 2022
Re: 4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies Page 2 REU has made significant strides on many of the capital projects in the CIP. However, these new priorities and additional workload have highlighted the need for the Electric Program Supervisor – Line classification (Job Code 78) to provide additional supervisory duties outside of normal work hours that is significantly above and beyond the normal position responsibilities. Staff recommends the supervisor be allowed to receive time and a half pay for overtime for planned and unplanned work as outlined below, when approved by the Director or designee:

1. When conducting supervisory work related to planned construction work outside of normal business hours. This type of work includes planned jobs that cannot be completed during normal business hours due to customer constraints, right of way coordination, or other reasons.

2. When conducting supervisory work related to un-planned work outside of normal business hours. This type of work includes emergency callouts and major emergencies.

Further, it is recommended that the Employment and Benefit Policies for Unrepresented Employees be revised to include the following language to Article 3, Hours and Overtime:

3.10 Employees assigned to the Electric Program Supervisor – Line Operations classification by default are not eligible for overtime pay based on their status as an overtime-exempt salaried employee. Notwithstanding the above, the City will contractually provide overtime pay at the rate of one and a half times the base rate of pay to employees in this classification in addition to their weekly salary for conducting planned and/or unplanned supervisory work outside of normal working hours, when approved by the Electric Utility Director or designee. Eligible work includes: 1) When conducting supervisory work related to planned construction work outside of normal business hours. This type of work includes planned jobs that cannot be completed during normal business hours due to customer constraints, right of way coordination, or other reasons; and 2) When conducting supervisory work related to un-planned work outside of normal business hours. This type of work includes emergency callouts and major emergencies.

This language provision will sunset on August 5, 2023.

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
^Resolution
Unrep Employment and Benefit Policies 8.2.22
Packet Pg. 733
RESOLUTION NO. 2022-_____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING

APPROVING AMENDMENT OF THE EMPLOYMENT AND BENEFIT

POLICIES FOR UNREPRESENTED EMPLOYEES, EFFECTIVE
AUGUST 3, 2022
WHEREAS, staff has recommended amendment to the Employment and Benefit Policies for Unrepresented Employees overtime language for the Electric Program Supervisor – Line classification contractually providing time and a half pay under certain circumstances for conducting planned and/or un-planned supervisory work outside of normal working hours when approved by the Electric Utility Director or designee, for a twelve-month trial period, effective August 3, 2022; and
WHEREAS, the City Council deems it to be in the best interest of the City to adopt such recommendation; and
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council that the Employment and Benefit Policies for Unrepresented Employees be amended to include overtime language for the Electric Program Supervisor – Line classification, contractually providing time and a half pay under certain circumstances for conducting planned and/or un-planned supervisory work outside of normal working hours when approved by the Electric Utility Director or designee, for a twelve-month trial period, effective August 3, 2022.

I HEREBY CERTIFY that the foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Redding on the 2nd day of August, 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
___________________________________
KRISTEN SCHREDER, Mayor
ATTEST: FORM APPROVED:
________________________________ ___________________________________ PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 734 Attachment: ^Resolution (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies)

CITY OF REDDING

EMPLOYMENT AND BENEFIT

POLICIES
FOR

UNREPRESENTED EMPLOYEES
NOTE: Amendments to this document are effective August 3, 2022 and are shown by underlining the new language and striking out the deleted language.

The following employment and benefit policies are applicable to those employees not represented by a Recognized Employee Union or Association.

Deleted: January 23, 2022
Packet Pg. 735 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies)

CITY OF REDDING

EMPLOYMENT AND BENEFIT POLICIES FOR UNREPRESENTED EMPLOYEES

TABLE OF CONTENTS
ARTICLE Page
ARTICLE 1: EMPLOYEE STATUS ..................................................................... 1 ARTICLE 2: COMPENSATION AND CLASSIFICATIONS................................... 3 ARTICLE 3: HOURS AND OVERTIME .............................................................. 4 ARTICLE 4: SICK LEAVE................................................................................. 6 ARTICLE 5: VACATIONS ................................................................................ 7 ARTICLE 6: HOLIDAYS ............................................................................... ...9 ARTICLE 7: ADMINISTRATIVE LEAVE.......................................................... 10 ARTICLE 8: FUNERAL (BEREAVEMENT) LEAVE ............................................ 10 ARTICLE 9: JURY/WITNESS DUTY............................................................... 11 ARTICLE 10: LEAVES ................................................................................... 11 ARTICLE 11: INDUSTRIAL DISABILITY....................................................... 13 ARTICLE 12: EXPENSES.............................................................................. ..14 ARTICLE 13: UNIFORM ALLOWANCE........................................................... 15 ARTICLE 14: EMPLOYEE GROUP HEALTH AND WELFARE INSURANCE ........ 16 ARTICLE 15: RETIREMENT PROGRAM ......................................................... 19 ARTICLE 16: CONTINUING EDUCATION...................................................... 22 ARTICLE 17: GRIEVANCE PROCEDURES...................................................... 22 ARTICLE 18: DEFINITIONS ......................................................................... 23 Deleted: 12
Deleted: 12
Packet Pg. 736 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 1 ARTICLE 1: EMPLOYEE STATUS

1.1 Employees will be designated as Council-Appointed, Administrative, Regular, Part-Time Regular, Part-Time, or Temporary, depending upon the purpose for which they are hired and their length of continuous service with the City. City Council members are elected officers.

1.2 Council-Appointed employees include the City Manager and City Attorney and any others who may be appointed directly by the City Council and serve at the will of the Council.

The employee shall be eligible for all benefits of a Regular employee with the exception of access to the grievance process. The benefits outlined in an employment contract will supersede when there is conflict with benefits outlined for Regular employees.

1.3 An Administrative employee is defined as an employee appointed by the City Manager, subsequent to July 1, 1997, to the position of Assistant City Manager, Deputy City Manager, or Director of any Department or by the City Attorney to the position of Assistant City Attorney or Deputy City Attorney. A Regular employee serving in one of these positions prior to July 1, 1997, may become an Administrative employee only upon mutual agreement in writing.

An Administrative employee shall be eligible for all the benefits of a Regular employee, except these employees do not have access to the grievance procedure, nor shall they serve a probationary period as they serve strictly at the will of the City Manager or the City Attorney, as applicable, and the employment relationship may be ended at any time without cause.

1.4 A Regular employee (status code 3) is defined as an employee hired for a fulltime position that has been regularly established as an authorized position and is of indeterminate duration. A Regular employee shall receive not less than the minimum rate for the job and shall be eligible for sick leave pay, vacation pay, holiday pay, retirement plan participation, group health and welfare insurance coverage and other benefits as outlined herein as the employee becomes eligible.

1.5 A Part-Time Regular employee (status code 6) is defined as an employee who has one (1) year, or more, of full-time service with the City as a Regular employee, and who subsequently moves, without a break in service, to work less than full-time. This status would also include employees involved in job share arrangements. Job share employees shall be required to sign a City approved contract stipulating the specific conditions and restrictions of the job share arrangement. A job share employee who has not served an official probationary period shall be subject to a one-year probationary period. A Part-Time Regular employee shall receive not less than the minimum rate for the job, and shall be eligible for sick leave pay, vacation pay, holiday pay, retirement plan participation, and seniority accrual, but shall not be eligible for supplemental benefits for industrial injury, bereavement leave pay, jury duty pay, or other benefits as outlined herein. Part-time Regular employees shall accrue holiday pay on a prorated basis at the rate of fifty-two thousandths (.052) of an hour for each regular hour worked or on paid leave. Part-Time Regular employees are eligible for insurance coverage (pursuant to group health and welfare insurance contract provisions). If a Part-Time Regular employee elects group health and welfare insurance coverage, the premiums shall be shared by the City and the employee on a prorated basis at the same ratio to full-time employee benefits as the employee’s work hours bear to full-time employees’ work hours. If a Part-Time Regular employee moves to Regular status, the employee Packet Pg. 737 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 2 shall be credited with all continuous service in determining eligibility for such benefits as may accrue to the employee in the employee’s new status.

1.6 A Part-Time employee (status codes 8a and 8b) is defined as an employee hired to work less than a full-time employee, but not more than 1,560 hours in a fiscal year. A status code 8a employee works for a period not to exceed one thousand (1,000) hours per fiscal year. A status code 8b employee works for a period not to exceed one thousand five hundred and sixty (1,560) hours per fiscal year and is eligible to participate in the CalPERS retirement plan. A PartTime employee will be limited to less than 1,000 hours per fiscal year unless approved by the Personnel Director. A Part-Time employee shall receive not less than the minimum rate for the job, and shall be eligible for sick leave pay per California state law, but shall not be eligible for holiday pay, and other benefits as outlined herein, nor shall the employee be eligible for group health and welfare insurance coverage. The employee may be eligible for participation in the retirement plan pursuant to the City’s contract with PERS. After completion of twenty-four (24) months of continuous service, the employee will be entitled to vacation pay on the same basis as Regular employees. If a Part-Time employee is reclassified to Regular status, the employee shall be credited with the employee’s service as a Part-Time employee in determining eligibility for benefits, if any, as may accrue to the employee in the employee’s new status.

1.7 A Temporary employee (status code 9) is defined as an employee hired for temporary, occasional or seasonal work for a period not to exceed 1,000 hours in a fiscal year. A status 9 employee works on-call, seasonal, intermittent or on an irregular schedule for a period not to exceed one thousand (1,000) hours per fiscal year. A Temporary employee shall receive not less than the minimum rate for the job and shall be eligible for sick leave pay per California state law, but shall not be eligible for holiday pay, vacation pay, or other items as outlined in this document, nor shall the employee be eligible for insurance coverage or retirement plan participation, nor shall the employee accrue seniority, or promotion and transfer rights, or leave of absence rights. If a Temporary employee moves to another status, the employee shall not be credited with the employee’s service as a Temporary employee in determining eligibility for benefits.

1.8 A City Council member is defined as an elected officer elected by the citizens of the City of Redding. Members receive compensation pursuant to the City’s Municipal Code, are eligible for participation in California Public Employees Retirement System (CalPERS) pursuant to Government Code Section 20361 and are eligible for group health and welfare insurance coverage on the same basis as Regular employees. Pursuant to Sections 2.16.010 and 2.20.010 of the Redding Municipal Code, the elected City Clerk and the elected City Treasurer receive the same benefit level as a City Council member.

1.9 Probationary Periods: Regular and Part-Time employees shall serve a probationary period of one (1) year upon initial appointment to each status. Such probationary period is considered to be a continuation of the selection process and employees may be terminated from employment or demoted without recourse at any time, pursuant to the grievance procedure. An employee’s probationary period shall be extended by the duration of any unpaid absence of ten (10) or more consecutive days. The probationary period will start over for any employee who transfers to another position during the probationary period. The probationary period may be extended in circumstances where further evaluation of the employee is necessary.

Employees serving their initial probationary period shall not be eligible for leave of absence, supplemental benefits for industrial injury, nor be given preferential consideration for promotion or Packet Pg. 738 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 3 transfer. Temporary employees do not serve a probationary period, as the appointment is temporary by definition and can be terminated at any time.

An employee transferring into an Unrepresented position on a promotional basis shall serve a probationary period of one (1) year upon appointment to the Unrepresented position. The probation period is considered an extension of the promotional process. Employees not successful during the promotional probation will not be eligible to return to their previous position, and are subject to termination from employment.

1.10 Re-employment: With the recommendation of a Department Director and approval of the Personnel Director, a past employee who both passed the probationary period and resigned in good standing may be re-employed within two years of the effective date of resignation, to a vacant position in the same classification. Such re-employment shall, for all purposes, be considered as though it were an original appointment. The reinstated employee shall serve a new probationary period.

ARTICLE 2: COMPENSATION AND CLASSIFICATIONS

2.1 Employees shall be paid the salary or wage rate established for their classification.

Upon initial appointment to a classification, an employee shall normally be paid the lowest compensation rate for that classification. An employee may, however, be paid a rate above the lowest rate if circumstances justify it. When an employee is appointed to a higher paid classification which has a compensation range overlapping the range of the employee’s previous classification, the employee shall be paid at the rate of the classification to which the employee is being appointed, which is at least five percent (5%) more than the employee’s present rate, but not more than the top rate of the classification to which the employee is appointed. Step increases require an overall performance evaluation rating of “meets job standards or higher,” at each and every successive pay step, Department Director and Personnel Director approval and may be granted after twenty-six (26) full pay periods of employment in each step of the established pay range. A full pay period as used herein is defined as one in which the employee works or is paid for time off for at least half of the regularly scheduled work hours. A promotion to a higher paid classification does not change the anniversary date for compensation increases.

2.2 Exempt employees are eligible for Pay-For-Performance adjustments in accordance with the City’s Pay-For-Performance Policy. Salary rate changes shall be made on the first day of the pay period closest to the anniversary of an employee’s employment date.

2.3 Compensation shall be paid at bi-weekly intervals on Thursdays for a pay period ending no earlier than the preceding Saturday. If a payday falls on a fixed holiday, payments shall be made on the preceding workday. All employees hired after January 1, 2005, must make arrangements to have their pay deposited to a bank account via electronic transfer.

2.4 When an employee is temporarily assigned to work in a lower-paid classification than the employee’s normal classification, the employee’s compensation will not be reduced.

2.5 Whenever a Regular employee is assigned by the City to replace an absent employee in a higher-paid classification and the employee performs a substantial majority (greater than fifty percent [50%]) of the absent employee’s duties for a full work day, such employee shall have their compensation increased by at least five percent (5%), but not to exceed the range of the higher classification. Department Director approval is required.

Packet Pg. 739 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 4 2.6 When an employee is assigned to fill a vacant position or replace an absent employee in a higher-paid classification and performs a substantial majority (greater than fifty percent [50%]) of the duties of the higher classification for a period that extends beyond one full pay period, such employee shall be temporarily reclassified to the higher position. The employee’s compensation shall be increased by at least five percent (5%), but not to exceed the top of the range established for that classification. Department Director and Personnel Director approvals are required.

2.7 In addition to regular compensation, shift differential pay shall be added to the regular base rate of pay for regular hours worked as follows:

2.8 The City Manager may, based upon outstanding job performance, grant an exempt employee a one-time salary increase up to ten percent (10%) above the top of a classification range for a period not to exceed one (1) year. This one time increase is not cumulative and the employee would revert to the employee’s regular salary rate at the end of the one year period.

2.9 The City Manager, at his/her discretion, may provide severance pay not to exceed one year of salary to Administrative employees when it is deemed to be in the best interests of the City.

ARTICLE 3: HOURS AND OVERTIME

3.1 All Regular employees will receive full-time employment for each workweek employed, provided they report for duty and are capable of performing their work. This is not to be interpreted that the City does not retain the right to lay off or release employees on account of lack of work or other valid reason at the end of the workweek.

3.2 A workweek is defined to consist of seven (7) consecutive calendar days, Sunday through Saturday, and except as otherwise provided, a basic workweek is normally defined to consist of five (5) consecutive workdays of eight (8) hours each. The basic workweek may begin on any day of the week and at any hour of the day during the workweek. Shift employees may be assigned any hour and/or days of work. The basic workweek or work shift may be modified by mutual agreement of the City and the affected employee(s) in those situations where such a modification serves the interests of both the City and its employees.

3.3 Except as otherwise provided in this section, overtime:

PAY
PERCENTAGE EXCEPT WHEN:

Between 4:00 p.m. and 12
midnight 3.5% The shift ends on or before 6:00 p.m.

Between 12 midnight and 8:00
a.m.
5% The shift starts at 6:00 a.m. or later.

Packet Pg. 740 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 5 FOR FULL-TIME REGULAR EMPLOYEES IS DEFINED AS:

A Time worked in excess of forty (40) hours in a workweek.

B
Time worked in excess of eight (8), nine (9), ten (10), or twelve (12) hours as applicable on a scheduled workday.

C Time worked on a non-workday or on a holiday.

D Time worked outside of regular hours on a workday.

FOR PART-TIME AND TEMPORARY EMPLOYEES IS DEFINED AS:

A Time worked in excess of forty (40) hours in a workweek.

FOR PART-TIME OR TEMPORARY FIRE SUPPRESSION OR 24 HOUR SHIFT EMPLOYEES IS DEFINED AS:

A
Time worked in excess of two hundred forty (240) hours in an established 28-day work period.

3.4 Overtime shall be computed to the nearest one-quarter (1/4) hours.

3.5 In cases where the basic workweek or work shift has been modified by mutual agreement, these overtime requirements may be waived pursuant to applicable law.

3.6 Overtime wages shall be paid to non-exempt employees at a rate equivalent to one and one-half (1½) times the regular base rate of pay, or at the employee’s option, and with City approval, the employee may elect to receive time off with pay at the rate of one and one-half hours off for each overtime hour worked. Compensatory time off with pay shall be scheduled in the same manner as vacations are normally scheduled. Effective January 1, 2005, compensatory time off accrual shall be limited to eighty (80) hours per fiscal year and subject to a maximum accumulation of one hundred sixty (160) hours. The working of overtime requires City management approval.

3.7 Exempt employees, who as a result of their exempt status are not eligible for overtime pay or compensatory time off, will not have their leave balances (vacation, sick leave, etc.) reduced for absences of less than four (4) hours. Department Director approval is required.

3.8 If an employee performs overtime work immediately following the end of the employee’s regular shift, the employee shall be paid overtime compensation only for the actual time worked. Employees who are entitled to overtime pay and who are required to report for work on their non-workdays, or on holidays they are entitled to have off, or outside of their regular hours on workdays, shall be paid overtime compensation for the actual time worked, but in no event for less than two (2) hours compensation each time an employee is required to report back to work, except however, that employees shall not be paid more than time and one-half the regular rate of pay for any given time period. If an employee reports back to work for such work outside of the employee’s regular hours on a workday and continues to work into the employee’s regular hours, the employee shall be paid overtime compensation only for the actual time worked.

3.9 Whenever personnel in the Deputy Fire Chief classification are required to change work schedules from forty (40) to fifty-six (56) hours or vice versa, the employee’s vacation and sick leave balances will be adjusted accordingly by applying the following formula:

Packet Pg. 741 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 6 3.10 Employees assigned to the Electric Program Supervisor – Line Operations classification by default are not eligible for overtime pay based on their status as an overtime-exempt salaried employee. Notwithstanding the above, the City will contractually provide overtime pay at the rate of one and a half times the base rate of pay to employees in this classification in addition to their weekly salary for conducting planned and/or unplanned supervisory work outside of normal working hours, when approved by the Electric Utility Director or designee. Eligible work includes: 1) When conducting supervisory work related to planned construction work outside of normal business hours. This type of work includes planned jobs that cannot be completed during normal business hours due to customer constraints, right of way coordination, or other reasons; and
2) When conducting supervisory work related to un-planned work outside of normal business hours. This type of work includes emergency callouts and major emergencies.

This language provision will sunset on August 5, 2023.

ARTICLE 4: SICK LEAVE

4.1 Sick leave with pay shall be accumulated for each Regular and Part-Time Regular employee at the rate of forty six thousandths (.046) of an hour for each regular hour worked, or on paid leave. (Accrual rate approximately one [1] day per month.) Part-time and Temporary employees will accrue paid sick leave at a rate of one hour for every 30 hours worked which is equivalent to a rate of .033 per hour worked. Part-time and Temporary employees shall eligible to use the sick leave accrual on the 90th day of employment, and will be limited to 24 hours or three days of paid sick leave in each year of employment.

4.2 Paid sick leave shall be allowed for a non-work related absence due to:
“Immediate family” as used herein includes only the employee’s spouse, children, grandchildren, brothers, sisters, parents or grandparents of spouse or employee, or other persons who are living in

WORK SCHEDULE FACTOR
Forty (40) to fifty-six (56) hours 1.4
Fifty-six (56) to forty (40) hours 0.715
A
The inability of an employee to be present or perform duties because of personal illness, off-duty injury, or confinement for medical treatment.

B
The ability to attend personal medical or dental appointments, which are impractical to schedule outside of regular working hours.

C
The need to be present during childbirth, surgery, critical illness or injury involving members of the immediate family for up to forty (40) hours per incident.

D
For family sick leave up to forty-eight (48) hours per calendar year for members of the immediate family.

Packet Pg. 742 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 7 the employee’s immediate household. The relationships included herein shall apply whether by blood or marriage. Sick leave to include mental or physical illness.

4.3 Management may require satisfactory evidence of sickness or disability, including written verification from a licensed medical practioner, before payment for sick leave will be made. The City may also require an employee requesting to return to work after sick leave or leave of absence for medical reasons to submit to a medical examination at City expense by a physician or physicians approved by City for the purpose of determining that such employee is fit and able to perform the duties of the employee’s former position without hazard to the employee, fellow employees, or the employee’s own permanent health.

4.4 If an employee is off on sick leave on a fixed holiday, the holiday credit will be used. However, if an employee is off on sick leave on a floating holiday, sick leave balances will be used and the holiday credit will be deferred.

4.5 In the event an employee exhausts all paid leave as a result of an illness or injury, and subject to the approval of the employee’s Department Director and the Personnel Director, such employee may be advanced sick leave from his or her future accruals up to eighty (80) hours.

Once the employee returns to duty, sick leave accrual hours will be applied to the negative sick leave account until it is zero. Should the employee terminate City employment with a negative sick leave balance, appropriate adjustments will be made to final paid leave cash pay-outs or other City monies owed the employee. If insufficient funds are due to the employee by the City, the employee shall directly reimburse the City for advanced sick leave in excess of the funds, if any, previously withheld. Such direct reimbursement will be waived for employees who are terminally ill or totally disabled (100%).

4.6 Any employee who after ten (10) years but less than fifteen (15) years of continuous service to the City terminates employment shall be paid at the employee’s regular pay rate for thirty-three and one-third percent (33 a%) of the employee’s accumulated sick leave hours. For employees with fifteen (15) years but less than twenty (20) years of continuous service, the percentage set forth above shall be increased to forty-five percent (45%). For employees with twenty (20) years or more continuous service, the percentage set forth above shall be increased to sixty percent (60%).

Upon retirement, any sick leave pay out the employee is eligible to receive will be transferred into the VantageCare Retirement Health Savings Plan on a pre-tax basis. The sick leave pay out amount will be calculated using the percentage levels described in the paragraph above. However, if the sick leave payout is less than $5,000, then the employee is not entitled to participate in the VantageCare Retirement Health Savings Plan and shall receive a cash pay out as described in the paragraph above. Any sick leave amount remaining will be used as service credit toward the employee’s retirement benefit through CalPERS, pursuant to the contract between the City of Redding and CalPERS.

ARTICLE 5: VACATIONS

5.1 Regular and Part-Time Regular employees shall accrue vacations, based on the length of their continuous service measured from their date of employment, with pay up to a maximum of 500 hours, for each regular hour worked, or on paid leave, as follows:

ACCRUAL THROUGH APPROXIMATE YEARS OF
Packet Pg. 743 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 8 RATE PER
HOUR

FROM PAY
PERIOD

ACCRUAL RATE SERVICE
A .039 Date of Employment 104th 2 weeks 1-4
B .058 105th 234th 3 weeks After 4
C .068 235th 364th
3 ½ weeks After 9
D .077 365th 494th 4 weeks After 14
E .087 495th 624th
4 ½ weeks After 19
F .096 625th
-- 5 weeks After 24

5.2 A full pay period as used herein is defined as one in which the employee works or is paid for time off for at least half of the regularly scheduled work hours.

5.3 The City Manager may authorize the accrual of vacation for a new Regular employee at a rate that exceeds the rate prescribed for the employee’s actual years of service.

5.4 In the event of departmental cancellation of a previously scheduled vacation or of a paid leave of absence due to industrial injury where such employee would exceed the maximum vacation accrual, the accumulation of vacation hours may exceed the established vacation maximum. In the event of an absence due to an illness or injury that is not job related, the Personnel Director may approve the accumulation of vacation hours in excess of the established vacation maximum. The City Manager may also approve the accumulation of vacation hours in excess of the stated maximum for other extenuating circumstances. Whenever such excess accruals occur, the employee shall have one year from the date the vacation was canceled or from the date the employee returns to work from illness or injury to utilize the excess accrual.

5.5 It is City policy that employees take their normal vacation each year at such time or times as may be approved by their Department.

5.6 Vacation cannot be accrued while an employee is in a non-pay status.

5.7 Vacations will be scheduled throughout the calendar year. Employees with greater seniority will be given preference over those with less seniority in the selection of a vacation period, provided, however, that if the senior employee splits his/her vacation by requesting less than a full year’s allowance to be scheduled on consecutive workdays, the employee’s preferential rights shall only apply on one period in that calendar year prior to all other employees being given consideration in the selection of their first choice vacation period.

5.8 The City shall not require an employee to take vacation in lieu of sick leave or leave of absence on account of illness.

5.9 If an employee is off duty on vacation on a fixed holiday, the paid holiday will be used. If an employee is off on vacation on a floating holiday, vacation balances will be used and the paid holiday will be deferred.

5.10 Employees whose employment with the City is terminated for any reason shall, at the time of separation, receive pay for any unused vacation hours previously earned.

Packet Pg. 744 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 9 5.11 The City will, at the employee’s option, compensate employees for accumulated vacation during any fiscal year as follows:

MINIMUM

ACCRUAL

MAXIMUM

HOURS PAYABLE
120 40
240 80
360 120

5.12 Employees may contribute their earned vacation hours to an employee approved for the vacation donation program. Vacation is donated and granted on the basis of the dollar value of the donor’s base pay rate.

ARTICLE 6: HOLIDAYS

6.1 Regular employees, except as otherwise provided herein, shall be entitled to have the following holiday time off with pay:

DESCRIPTION OF HOLIDAY Fixed Floating
1 January 1st X
2 The third Monday in January, known as Martin Luther King, Jr. Day X 3 Lincoln Day X
4 The third Monday in February, known as President’s Day X 5 The last Monday in May, known as Memorial Day X
6 July 4th X
7 First Monday in September, known as Labor Day X
8 Employee’s Birthday X
9 June 19th, known as Juneteenth X
10 November 11th, known as Veteran’s Day X
11 Thanksgiving X
12 Friday after Thanksgiving X
13 The last half of the normal work shift before Christmas X 14 December 25th X

6.2 If any of the foregoing holidays falls on a Sunday, the Monday following shall be observed as the holiday, except by those employees who are regularly scheduled to work on Sunday other than on an overtime basis. Employees who are regularly scheduled to work on Sundays shall observe such holidays on Sunday. If any of the foregoing holidays falls on a Saturday, the preceding Friday shall be observed as the holiday, except by those employees who are regularly scheduled to work on Saturday other than on an overtime basis. Employees who are regularly scheduled to work on Saturdays shall observe such holidays on Saturday. If any of the foregoing holidays falls on any day from Monday through Friday, inclusive, and that day is a regularly scheduled non-workday for an employee, such employee shall be entitled to receive another workday off with pay, to be scheduled in the same manner as vacation days are normally scheduled. Employees who work alternative work schedules commonly known as 9/80’s will be Packet Pg. 745 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 10 entitled to paid holiday for eight (8) hours, as applicable. If a holiday falls on a usual nine-hour working day, one hour of vacation or compensatory time will be charged to make up the short fall of the eight-hour holiday versus the nine hours of missed work. If the employee has no vacation time, one extra hour at straight time must be worked during that pay period.

6.3 An employee may observe the employee’s birthday holiday on the employee’s birthday or anytime during the pay period in which the birthday occurs, or the holiday may be deferred and scheduled as vacations are normally scheduled. Floating holidays shall be scheduled by employees and the employee’s supervisor in the same manner as vacations are normally scheduled. When an employee is required to work on a floating holiday the employee shall receive pay at the straight time rate.

6.4 Notwithstanding the foregoing, employees regularly assigned to work twelve (12) hour shifts at the Redding Power Plant shall not be entitled to observe the following holidays; Lincoln Day, Columbus Day, Veterans Day nor the employee’s birthday.

6.5 Employees assigned to work ten (10) hour shifts for the Electric Department shall revert back to a normal eight-hour workday during the weeks in which holidays occur.

6.6 Employees may be scheduled to work on fixed holidays, in which event an employee will, in addition to holiday pay, be compensated at the overtime rate of pay for all time worked on such days. An employee may, however, elect to observe that holiday at another time, to be scheduled in the same manner as vacation days are normally scheduled. In which event, the employee will only be compensated for time worked on that day at the overtime rate of pay and shall not receive holiday pay.

An employee must be in a paid status on both workdays immediately adjacent to the holiday in order to receive pay for the holiday.

ARTICLE 7: ADMINISTRATIVE LEAVE

7.1 Exempt employees may be eligible for paid time off per calendar year as indicated below:

ADMINISTRATIVE

LEAVE MAY BE
GRANTED TO:

WITH

DEPARTMENT DIRECTOR

APPROVAL
WITH

CITY MANAGER

APPROVAL
Exempt employees: 40 Hours 80 Hours

7.2 Administrative leave is granted on the payroll period closest to January 1 and must be used by the end of the calendar year or it is forfeited without compensation. No administrative leave shall be carried over to the next calendar year, nor shall unused administrative leave be converted to compensation.

7.3 Employees are to schedule administrative leave in the same manner as vacation with the approval of their Supervisor.

7.4 Employees appointed to an exempt position after the first of the year may be granted leave on a prorated basis. Administrative Leave balances may be adjusted when employees separate employment prior to the end of the calendar year.

Packet Pg. 746 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 11 7.5 Administrative leave may not be taken for the purpose of outside employment or for self employment.

ARTICLE 8: FUNERAL (BEREAVEMENT) LEAVE

8.1 Regular employees who are absent from work due to the death of a member of the employee’s immediate family shall receive compensation at the regular rate of pay for the time necessary to be absent from work, but not to exceed forty (40) working hours per incident.

8.2 “Immediate family” as used herein includes only employee’s spouse; children, grandchildren, brothers, sisters, parents, or grandparents of either employee or spouse; or other persons who are living in the employee’s immediate household. The relationships included herein shall apply whether by blood or marriage.

8.3 Regular employees who are absent from work to attend the funeral of a person other than an immediate family member shall receive compensation at the regular rate of pay for the time necessary to be absent from work, but not to exceed one (1) regularly scheduled work day per incident. A maximum of twenty-four (24) hours may be utilized for this type of leave in a calendar year.

8.4 An employee must be in a paid status on both scheduled workdays immediately adjacent to funeral leave in order to receive pay for such leave.

ARTICLE 9: JURY/WITNESS DUTY

9.1 A Regular employee who is summoned for jury duty and thus absent from the work place will be paid for the time lost at the employee’s regular rate of pay.

9.2 Whenever any employee is subpoenaed to testify in court as a result of the employee’s employment and the employee is not an opposing party to the City, the employee shall be paid for all regular time lost. Employees subpoenaed by the Court for matters unrelated to City business must utilize vacation or other appropriate leave balances.

9.3 An employee must be in a paid status on both scheduled workdays immediately adjacent to the jury duty in order to receive pay for such leave.

ARTICLE 10: LEAVES

10.1 A leave of absence may be granted to employees by the City Manager for urgent and substantial reasons, up to a maximum of one year, providing satisfactory arrangements can be made to perform the employee’s duties without undue interference with the normal routine of work. Employees in an initial probationary period, Part-Time or Temporary status, are not eligible for leave of absence unless eligible pursuant to the Family Medical Leave Act or the California Family Medical Leave Act.
(a) A leave will commence on and include the first workday on which the employee is absent and terminates with and includes the workday preceding the day the employee returns to work.

Packet Pg. 747 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 12 (b) All applications for leave of absence shall be made in writing except when the employee is unable to do so. The conditions under which an employee will be restored to employment on the termination of leave of absence shall be clearly stated by the City in conjunction with the granting of a leave of absence. An employee is required to submit medical certifications as to the conditions necessitating the leave if the leave is a result of exhaustion of sick leave. If the leave should exceed the initial request, the employee is responsible for requesting additional time off and providing current medical certifications and return to work dates. Upon an employee’s return to work after a leave of absence, the employee will be reinstated to the employee’s former position and working conditions, providing that the employee is capable of performing the duties of the employee’s former position, except that if there has been a reduction of forces or the employee’s position has been eliminated during said leave, the employee will be returned to the position the employee would be in, had the employee not been on a leave of absence.
(c) An employee’s status as a Regular employee will not be impaired by a leave of absence and the employee’s seniority will accrue.
(d) If an employee fails to return immediately on the expiration of the employee’s leave of absence or if the employee accepts other employment without prior City approval while on leave, the employee will thereby forfeit the leave of absence and employment with the City may be terminated.
(e) An employee on a leave of absence as provided herein shall not accrue vacation or sick leave benefits nor maintain group health and welfare insurance coverage. An employee may, if eligible, maintain group insurance coverage at the employee’s expense providing the full monthly premium is received by the City Treasurer on or before the first day of the month for which the premium is intended.

Notwithstanding the above, however, if the leave of absence is as a result of exhaustion of sick leave benefits, an employee’s group health insurance may be maintained for up to three (3) calendar months on the normal premium-sharing formula, providing the employee pays his/her employee’s share of the premium on a timely basis.

10.2 Family and medical leave for employees shall be administered in accordance with the provisions of the Federal Family and Medical Leave Act (FMLA), 29 USC Section 2601 et seq., and the provisions of the California Family Rights Act (CFRA), Code of Regulations, Title 2, Division 4, Section 7297.0 et seq., as may be amended from time to time.

10.3 Pregnancy Disability Leave shall be administered in accordance with the provisions of California Code of Regulations, Title 2, Division 4, Section 7291.2 et seq.

10.4 Vacation Donation Program
(a) This program has been established to allow employees to donate accrued vacation hours to eligible employees in need. The purpose of this program is to provide a means by which the eligible employee may obtain authorized paid time off. Employees eligible for the program must:

Packet Pg. 748 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 13 1. Be a Regular or Part-Time Regular employee already having completed an initial probationary period;

2. Have a verifiable long-term illness or injury (non-work related). For this program, long term is defined as no less than four (4) weeks in duration. It is the employee’s responsibility to complete and return a Request for Donation form to the Personnel Department and attach to it a letter from a licensed physician certifying that the employee has a long-term illness or disabling injury of at least a four-week duration;

3. Not be eligible for long-term disability insurance benefits;

4. Have exhausted all accrued leaves, including advanced sick leave benefits, resulting in the employee being in an unpaid status if on approved leave;

5. Have requested and exhausted a sick leave advance.

6. Have the concurrence of the Department Director and Personnel Director. (b) Once an employee is determined eligible, a posting will be distributed and use of the donated hours will start as soon as possible. (c) When utilizing the donation program, recipients shall receive their normal regular rate of pay, as if being on paid leave status. The benefit shall be payable on regularly scheduled pay days. A minimum of twenty (20) hours per week must be utilized when there are available balances. As with paid leave status, recipients shall continue to be eligible to participate in the group health and welfare related benefits provided by the City.

ARTICLE 11: INDUSTRIAL DISABILITY

11.1 A Regular employee, who has completed their initial probationary period, and who becomes disabled as a result of a work-related injury or illness and is deemed eligible for benefits under the Workers’ Compensation and Insurance Chapters of the State Labor Code, shall receive compensation at the rate of eighty-five percent (85%) of the employee’s regular pay. This payment shall be made in lieu of temporary disability payments, which would be paid under the State Labor Code, for the period of disability not to exceed six (6) months. At the conclusion of six (6) months of supplemental benefits at the eighty-five percent (85%) rate, benefits are reduced to seventy percent (70%) of the employee’s regular pay for an additional six (6) month period. At any time the employee’s injury/illness is determined to be permanent and stationary or the employee is retired on a disability pension through CalPERS, eligibility under this provision ceases. Employees who are covered under the provisions of California Labor Code, Section 4850 and those employees in their initial probationary period are excluded from this benefit.

In exchange for this benefit, the employee shall pay over to the City compensation received as a result of the disability, whether from Workers’ Compensation, State Disability Insurance (SDI), employee group health and welfare insurance benefits or unemployment compensation benefits. Privately secured insurance is excluded. The employee shall affirmatively assist the City in obtaining any such benefits to which the employee may be entitled, but has not yet received arising out of the disability. In no event shall such payment from the employee to the Packet Pg. 749 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 14 City from such sources exceed the amount of the supplemental benefits paid to the employee by the City in accordance with the provisions of the above paragraph.

11.2 An employee who is absent by reason of industrial disability may be returned to work by the City and given temporary light duties within the employee’s ability to perform, pursuant to the City’s Modified Duty Policy.

11.3 If a third party is found to be responsible for the employee’s industrial injury and the employee recovers a judgment in damages from said third party, then all supplemental benefits received as provided for in 11.1 not already repaid from the other sources mentioned in 11.1 shall be repaid to the City by the employee.

11.4 Vacation and sick leave shall accrue while an employee is absent from work and receiving the supplemental benefits as set forth in 11.1 or the benefits of Section 4850 of the Labor Code of the State of California. Regular and Part-Time Regular employees who are not in a Citypaid status and on leave receiving Workers’ Compensation temporary disability benefits, may, at their option, maintain their group health insurance coverage for up to a maximum of a cumulative total of three (3) years, which includes the period in which the employee is receiving supplemental disability benefits as set forth under 11.1, provided the employee pays his or her normal share of the group health insurance program premium, if any. Holidays which occur during the period for which an employee is receiving temporary disability compensation shall not be recognized for compensation purposes.

ARTICLE 12: EXPENSES

12.1 The following provisions allow for a fair and equitable means of reimbursing expenses incurred while conducting City business, i.e., traveling to authorized meetings, seminars, training sessions, luncheons and other events approved by the Department Director.

12.2 Transportation-Related Expenses:
(a) When City business requires that an employee commute to or from work in a City owned or leased vehicle, that employer provided vehicle cannot be used for any personal purposes. The value of this benefit is to be included in the assigned employee’s gross wages at a rate established by the Internal Revenue Service (IRS). (b) Whenever employees use their personal vehicles for City business at the City’s convenience, reimbursement will be at the rate per mile established by the City Manager, but not higher than the rate established by the Internal Revenue Service. (c) Whenever employees use their personal vehicle for the employee’s convenience for out of City travel on official City business, the total allowance for transportation shall in no case exceed the cost of coach-class air passage if such service is available. (This would include any additional expenses that would be incurred for lodging, meals and other expenses.) (d) The City is not responsible for any loss or damage, operating maintenance or repair expenses to personal vehicles used on City business. (e) Travel time will be allowed on the same basis as if the employee had traveled by air. The employee will charge to the City only the time that would have been required Packet Pg. 750 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 15 to make the trip using airline transportation. All time in excess of air travel time will be charged to the employee. Exceptions may be authorized by the Director of Finance in cases where it is beneficial to the City for the employee to use their personal vehicle.

12.3 Lodging and Meal Related Expenses:
(a) Employees who have a temporary work assignment at such distance that it is impractical for them to return to their regular residence will receive a per diem for meals, lodging and incidental expenses as determined utilizing the GSA Travel Rate for the duration of such assignment. The time spent by such employees in traveling to such temporary assignment at its beginning, to and from home on holidays and weekends, and from such temporary assignment at its conclusion will be paid by the City.
(b) Not withstanding (a) above, Lodging expenses may be reimbursed at actual and reasonable costs as approved by the Department Director, or designee. Receipts are required to support expenses.
(c) Travel per diem are included in an individual’s gross wages as determined by the Internal Revenue Service (IRS).

12.4 The City shall pay the reasonable cost of repair or a prorated replacement of uniforms, glasses, watches or other personal property up to three hundred dollars ($300) damaged in the course of employment. This provision does not apply to items lost or damaged as a result of negligence of the employee.

12.5 An employee who is required to change residence to accommodate employment with the City may be compensated for moving expenses, under special circumstances, subject to approval by the City Manager.

ARTICLE 13: UNIFORM ALLOWANCE

13.1 An annual uniform allowance shall be provided to Public Safety Management personnel required to wear a uniform as part of their normal job duties, as opposed to occasional ceremonial functions, as follows:

CLASSIFICATION AMOUNT
Fire Chief $900
Police Chief $900
Deputy Fire Chief $900
Police Services Manager $600

13.2. The annual uniform allowance will be paid in equally divided installments on a biweekly basis with the City’s regular payroll processing.

13.3. Effective upon City Council approval, the Fire Chief and Deputy Fire Chief will be provided a one-time payment in the amount of $300 and $400 respectively to be used toward their uniform allowance. Beginning with the next fiscal year thereafter, the annual uniform allowance will be as follows:

Packet Pg. 751 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 16 CLASSIFICATION AMOUNT
Fire Chief $1,200
Police Chief $1,300
Deputy Fire Chief $1,200
Police Services Manager $600

13.4. Newly hired employees will receive the full amount indicated above in Section

13.3. In July following the new employee’s hire date, regardless of time with the respective department, the employee will begin receiving bi-weekly installments with the regular payroll.

ARTICLE 14: EMPLOYEE GROUP HEALTH & WELFARE INSURANCE BENEFITS

14.1 Regular and Part-Time Regular employees and City Council members are eligible to participate in the City’s group health and welfare insurance benefit program, which includes the medical, prescription, dental, vision, life and long term disability insurance plans, effective the first day of employment. The City shall pay the cost of the program for Regular employees and City Council members and dependents as indicated below. If a Part-Time Regular employee elects insurance coverage, premiums shall be shared by the City and the employee on a pro-rated basis at the same ratio to full-time employee benefits as the employee’s work hours bear to full-time employees’ work hours. Benefit highlights include:
(a) Life Insurance: Twice annual compensation up to $250,000. More specific benefit information is provided in the carrier’s booklet. (b) Health Benefits: City’s contribution toward the monthly group health and welfare insurance composite premium rate shall be ninety percent (90%) and the employee will begin paying ten percent (10%) of the rate through a bi-weekly payroll deduction. The ten percent (10%) co-share of premium will be recalculated every January 1st to coincide with the renewal of the City’s Group Health Insurance Plan. The City has established a Section 125 Plan to redirect the portion of the employee’s salary to pay, on a pre-tax basis, the employee’s contribution toward the medical, prescription, dental and vision insurance composite premium rate.

Beginning Calendar Year 2013, the City will offer two health plans, a “Base Plan” and an optional “Buy Up Plan”. All eligible employees will be enrolled in the “Base Plan” and will have the option on a voluntary basis to enroll in the “Buy Up Plan” initially, and during the open enrollment period for each subsequent calendar year. Changes will be effective at the beginning of the following calendar year. The City’s contribution toward the monthly group health and welfare insurance composite premium rate for the “Base Plan” shall be ninety percent (90%) and the employee will pay ten percent (10%) of the premium rate through a bi-weekly payroll deduction.

Employees electing to enroll in the “Buy Up Plan” will be responsible for premiums beyond the City’s contribution of 90% of the “Base Plan” composite rate.

Effective December 29, 2019, the City’s contribution for the Group Health and Welfare Insurance Plan will transition to a monthly flat rate contribution. The City’s monthly flat rate contribution will be established for Calendar Year 2020 in the amount equal to a 90% City contribution toward the “Base Plan”. Each year thereafter, the City and the employee will share the premium increase in equal amounts (50% each). Employees electing to enroll in the “Buy Up Plan” will be responsible for premiums beyond the City’s contribution toward the “Base Plan” rate.

Packet Pg. 752 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 17 Effective December 25, 2022, all employees participating in the Group Health and Welfare Insurance Plan will pay twenty percent (20%) co-share of premium. The City’s contribution toward the monthly group health and welfare insurance composite premium rate for the “Base Plan” shall be 80%. Employees electing to enroll in the “Buy Up Plan” will be responsible for premiums beyond the City’s contribution of 80% of the “Base Plan” composite rate.

Effective February 19, 2019, all active employees will be able to select an optional high deductible plan (medical and prescription only) as an additional lower cost option for group health. The City will contribute a flat rate monthly amount, limited to the amount of the City’s contribution toward the “Base Plan”, for the high deductible plan. Retirees are not eligible for the high deductible plan.

For specifics regarding the City’s Group Health and Welfare Benefit Plan, refer to the Benefit Summary Plan Description.

Employees with spousal coverage will be allowed to “opt out” of the City’s group health and welfare insurance coverage (cease paying their share of the premium) beginning on January 1, 2013. Employees “opting out” of the City’s group health benefits must provide proof of alternative health care coverage on an annual basis during the open enrollment period. (c) Prescription Benefits: Employee co-payments as shown in the following table:

Retail (34 days’
supply)
Effective 9/1/2011
Co-Payment
Effective 1/1/21
Co-Payment
Generic $10.00 $10.00
Brand $40.00 $50.00
No Generic Available $20.00 $20.00
Mail (90 days’ supply)
Generic $20.00 $20.00
Brand $70.00 $100.00
No Generic Available $40.00 $40.00
Note: Maintenance medications (i.e. a medication taken longer than 60 days) that are filled at the retail co-pay amount more than twice will be filled at the mail order co-pay amount.

The premium cost of the Prescription benefit program is outlined under “Health Benefits” above. (d) Dental Benefits: The premium cost of the Dental benefit program is outlined under “Health Benefits” above. For specifics regarding the City’s Dental Plan, refer to the Benefit Summary Plan Document.
(e) Long Term Disability: After three (3) months, sixty percent (60%) of employee’s compensation to a maximum of $5,000 per month integrated with all other income benefits payable to age 65. More specific benefit information is provided in the carrier’s booklet. (f) Vision Care: The premium cost of the Vision benefit program is outlined under “Health Benefits” above. For specifics regarding the City’s Vision Plan, refer to the Benefit Summary Plan Document.

Packet Pg. 753 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 18 Effective September 1, 2011, health benefits not provided by Blue Shield will no longer be offered.

14.2 (a) Tier I – Group Health Benefits at Retirement for Employees and Elected Officials Hired or Elected Prior to August 7, 2011
All active employees and elected officials hired or elected prior to August 7, 2011, who retire from the City with five (5) or more years of City service (and eligible for CalPERS benefits upon separation of service) shall be eligible for the City to pay a 50% proportionate share of costs of the insurance premium should the active employee or elected official transitioning to retirement elect to participate in the group health plan or the group health, dental and vision plan also made available to active employees. To initially qualify for the benefit, the employee or elected official must go directly from active status to retiree status with CalPERS. To maintain a qualified status, and to continue to receive the benefit, the retiree must continue the group medical insurance during retirement without a break in coverage. Payments by the City will be discontinued upon termination of group medical insurance coverage by the City retiree or loss of qualified status by the retiree. Following the death of a retiree, the surviving spouse, if any, may continue the insurance and the City will continue the benefit on the same terms and conditions for the life of the surviving spouse. The City will not contribute payments on behalf of any retiree hired prior to August 7, 2011 except as set forth above.

14.2 (b) Tier 2 – Group Health Benefits at Retirement for Employees and Elected Officials Hired or Elected On or After August 7, 2011
All active employees and elected officials hired or elected on or after August 7, 2011, who retire during the term of this MOU and who have five (5) or more years of City service (and are eligible for CalPERS benefits upon separation of service) shall be eligible for the City to pay a proportionate share of the cost of the insurance premiums in accordance with the following formula: two percent (2%) for every year of active service with the City of Redding up to a maximum of fifty percent (50%) should the active employee or elected official transitioning to retirement elect to participate in the group health plan or the group health, dental and vision plan also made available to active employees. To initially qualify for the benefit, the employee or elected official must go directly from active status to retiree status with CalPERS. To maintain a qualified status, and to continue to receive the benefit, the retiree must continue the group medical insurance during retirement without a break in coverage and the retiree and their covered spouses who reach Medicare A/B eligibility age must enroll in Medicare. Payments by the City will be discontinued upon termination of group medical insurance coverage by the City retiree or loss of qualified status by the retiree. Following the death a retiree, the surviving spouse, if any, may continue the insurance and the City will continue the benefit on the same terms and conditions for the life of the surviving spouse. The City will not contribute payments on behalf of any retiree hired after August 7, 2011 except as set forth above.

14.2 (c) Retiring employees who were hired or who worked under a different Memorandum of Understanding (MOU) or City Resolution than the one in effect at the time of retirement shall be vested with the greatest retiree premium co-share formula in effect and for which that employee qualified for during his or her term of employment.

14.2 (d) Beginning Calendar Year 2013, the City will offer two health plans, a “Base Plan” and an optional “Buy Up Plan”. All retired employees participating in the group health plan will be enrolled in the “Base Plan” and will have the option on a voluntary basis to enroll in the “Buy Up Packet Pg. 754 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 19 Plan” initially, and during the open enrollment period for each subsequent calendar year. Changes will be effective at the beginning of the following calendar year. The City shall pay a proportionate share of the cost of the “Base Plan” insurance premiums as outlined above in sections 14.2 (a) and

14.2 (b). Participating retired employees electing to enroll in the “Buy Up Plan” will be responsible for premiums beyond the City’s contribution of the “Base Plan” composite rate. The City’s proportionate share of payments referenced above in 14.2 (a) and 14.2 (b) shall apply only to the premium for the “Base Plan”.

14.3 Regular employees are eligible to participate in the City’s Deferred Plan through voluntary payroll deductions from the employee’s pay.

14.4. The City offers the VantageCare Retiree Health Savings Plan to Regular employees.

ARTICLE 15: RETIREMENT PROGRAM

15.1 All Regular, Part-Time Regular, qualified Part-Time employees, and elected officials are covered by the California Public Employees’ Retirement System (CalPERS) program.

Elected officials may choose to opt out of participating in CalPERS at the time of assuming office.

Tier 1 – Non-Safety Employees and Elected Officials

15.2 (a) Regular employees hired prior to January 1, 2013, and elected officials elected prior to that date, and those considered to be “Classic CalPERS Members” and will be covered under the 2.0% at age 55 retirement benefit formula with the 12 highest paid consecutive months final compensation provision. Employees and elected officials will be covered by the Indexed level of 1959 Survivors’ Benefit Program (Government Code Section 21382.4), Survivor Continuance allowance; credit for unused sick leave; and military service credit buy back option.

The employee contribution of seven percent (7%) of pensionable earnings will be paid by the employee through a bi-weekly payroll deduction on a pre-tax basis or monthly for elected officials.

Regular employees vested in Tier 1 who leave City employment and subsequently are rehired will be re-employed with Tier 1 status for CalPERS benefits.

All CalPERS eligible Tier 1 employees agree to cost sharing of the CalPERS contribution rate in accordance with Government Code Section 20516, effective December 27, 2020. The additional contribution of pensionable earnings will be paid by the employee through a bi-weekly payroll deduction on a pre-tax basis.

Employees have agreed to cost sharing of the contribution rate in accordance with Government Code Section 20516 as follows:
• One percent (1.0%), effective December 27, 2020 [total employee contribution of 8%]; • An additional 1.125 percent (1.125%) for a total of nine point one two five percent (9.125%), effective as soon as administratively feasible after City Council approval of the successor Employment & Benefits Policies for Unrepresented Employees [total employee contribution of 9.125%]
The City will also provide non-safety employees hired prior to August 7, 2011, and elected officials elected prior to that date with the Public Agency Retirement System (PARS) 0.7% at age 55 retirement benefit formula for each year of regular City Service, any prior CalPERS service and Packet Pg. 755 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 20 CalPERS service credit purchased and credited to the employee’s City of Redding CalPERS account while an employee or elected official of the City as a supplement to the CalPERS benefit, so long as the employee or elected official is vested with five (5) years of City service.

Effective October 7, 2017, all regular employees receiving the Public Agency Retirement System (PARS) benefit will make begin making an employee contribution of 2% of pensionable earnings that will be paid by the employee through a bi-weekly payroll deduction on a pre-tax basis.

Effective December 26, 2021, all regular employees receiving the Public Agency Retirement System (PARS) benefit will make an additional employee contribution of .7% of pensionable earnings (to equate to a total contribution of 50% of normal cost) that will be paid by the employee through a bi-weekly payroll deduction on a pre-tax basis. This amount is subject to change based upon the bi-ennial actuarial valuation for the PARS retirement benefit to equal 50% of normal cost.

Tier 2 – Non-Safety Employees and Elected Officials

15.2 (b) Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA), employees hired on or after January 1, 2013, and elected officials elected on or after that date will be covered by the 2.0% at age 62 retirement formula with the 36 highest consecutive months final compensation provision as a “New CalPERS Member” if the employee or elected official 1) has not been a member of a California Public Retirement System, or 2) had prior CalPERS/reciprocity service with a break in service of six months or longer. Employees and elected officials will be covered by the Indexed level of 1959 Survivors’ Benefit Program (Government Code Section 21382.4) Survivor Continuance allowance; credit for unused sick leave; and military service credit buy back option. Also pursuant to PEPRA, New CalPERS Members will be responsible for paying one-half of the total normal cost rate for the retirement benefit on a bi-weekly pre-tax basis for employees or monthly for elected officials.

Employees hired on or after August 7, 2011, and elected officials elected on or after that date will not be eligible for the Public Agency Retirement System (PARS) 0.7% at age 55 supplemental retirement benefit formula.

Tier 1 – “Classic” Public Safety Management Employees

15.2 (c) Public Safety Management employees hired prior to September 8, 2012, will be covered under the 3.0% at age 50 retirement benefit formula with the 12 highest paid consecutive months final compensation provision. Employees will be covered by the Fourth Level of 1959 Survivors’ Benefit Program (Government Code Section 21382.4), Survivor Continuance allowance; credit for unused sick leave; fifty percent (50%) ordinary disability benefit and military service credit buy back option. The employee contribution of nine percent (9%) of pensionable earnings will be paid by the employee through a bi-weekly payroll deduction on a pre-tax basis. .

Employees have agreed to cost sharing of the contribution rate in accordance with Government Code Section 20516 as follows:
• Three percent (3.0%), effective December 29, 2019 [total employee contribution of 12%]; Packet Pg. 756 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 21 • An additional 1.5 percent (1.5%) for a total of four and a half percent (4.5%), effective June 13, 2021 [total employee contribution of 13.5%];
• An additional 2 percent (2%) for a total of six and a half percent (6.5%), effective September 5, 2021 [total employee contribution of 15.5%]; • An additional 2 percent (2%) for a total of eight and a half percent (8.5%), effective September 4, 2022 [total employee contribution of 17.5%].

Regular employees vested in Tier 1 who leave City employment and maintain CalPERS membership, and subsequently are rehired, will be re-employed with Tier 1 status for CalPERS benefits.

Tier 2 – “Classic” Public Safety Management Employees

15.2 (d) Public Safety Management employees hired between September 8, 2012, and December 31, 2012, and those hired on or after January 1, 2013 who are considered to be “Classic CalPERS Members” will be covered under three percent (3%) at age 55 retirement benefit formula using an average of the highest paid consecutive 36 months of employment when determining final compensation. Employees will be covered by the Fourth Level of 1959 Survivors’ Benefit Program (Government Code Section 21382.4), Survivor Continuance allowance; credit for unused sick leave; fifty percent (50%) ordinary disability benefit and military service credit buy back option.

The employee contribution of nine percent (9%) of pensionable earnings will be paid by the employee through a bi-weekly payroll deduction on a pre-tax basis.

Employees have agreed to cost sharing of the contribution rate in accordance with Government Code Section 20516 as follows:
• Three percent (3.0%), effective December 29, 2019 [total employee contribution of 12%]; • An additional 1.5 percent (1.5%) for a total of four and a half percent (4.5%), effective June 13, 2021 [total employee contribution of 13.5%];
• An additional 2 percent (2%) for a total of six and a half percent (6.5%), effective September 5, 2021 [total employee contribution of 15.5%]; • An additional 2 percent (2%) for a total of eight and a half percent (8.5%), effective September 4, 2022 [total employee contribution of 17.5%].

Regular employees vested in Tier 1 who leave City employment and maintain CalPERS membership, and subsequently are rehired, will be re-employed with Tier 1 status for CalPERS benefits.

Tier 3 – “PEPRA” Public Safety Management Employees

15.2 (e) Pursuant to the California Public Employees’ Pension Reform Act of 2013 (PEPRA), employees hired on or after January 1, 2013, will be covered by the 2.7% at age 57 retirement formula with the 36 highest consecutive months final compensation provision as a “New CalPERS Member” if the employee 1) has not been a member of a California Public Retirement System, or 2) had prior CalPERS/reciprocity service with a break in service of six months or longer. Employees will be covered by the Fourth Level of 1959 Survivors’ Benefit Program (Government Code Section 21382.4) Survivor Continuance allowance; credit for unused sick leave; and military service credit buy back option. Also pursuant to PEPRA, New CalPERS Members will be responsible for paying one-half of the total normal cost rate for the retirement benefit on a bi-weekly pre-tax basis.

Packet Pg. 757 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 22 ARTICLE 16: CONTINUING EDUCATION

16.1 Regular, non-probationary, employees who complete City approved courses taken for credit with a passing grade may, upon application, be reimbursed for the tuition, cost of required textbooks and required materials, including but not limited to computer software, calculators, videos, but not to include incidentals such as paper, pens and pencils.

16.2 Employees must obtain prior approval from their Department Director.

Reimbursement under this program shall be limited to four hundred dollars ($400.00) per course (semester/quarter).

ARTICLE 17: GRIEVANCE PROCEDURE - DISCIPLINE

17.1 Any grievance which may arise between a Regular or Part-Time employee and the City with respect to discharge, demotion, suspension, or loss of pay of an individual employee, shall be determined by the provisions of the following Discipline Grievance procedure.

Probationary employees shall not be entitled to invoke the Grievance Procedure with regard to matters of discharge or demotion. This shall not, however, prevent Probationary employee from exercising any other rights under this procedure. Every employee designated by the City to hear grievances shall have the authority to settle them.

17.2 Step 1: The initial step in the resolution of a grievance shall be the presentation of the grievance, in writing, to the Personnel Director, who shall conduct an investigation and attempt to resolve the grievance. If no resolution of the grievance is achieved, the Personnel Director shall provide the employee with the City’s answer to the grievance in writing. This step will be taken during the working hours of the employee.

17.3 Step 2: If a grievance is not resolved in the initial step, the second step shall be the presentation of the grievance, in writing, to the City Manager or designee, who will answer, in writing, within ten (10) calendar days. This step shall be taken within ten (10) calendar days of the date of the answer to Step One.

17.4 Step 3: If a grievance is not resolved in the second step, the third step shall be the referral of the matter to mediation by either party within twenty (20) calendar days of the answer to Step Two. Whenever a grievance is referred to mediation, either the employee or the City may request that the California State Mediation and Conciliation Service refer a state mediator. The mediator shall assist the parties in the resolution of the grievance in the same manner as that which is normally used in the mediation of interest disputes. Referral to Step Four shall not occur until the mediator has released the parties from the mediation process.

17.5 Step 4: If a grievance is not resolved in the third step of this procedure, the fourth step shall be referral by either the City or the employee to arbitration. The fourth step shall be taken within twenty (20) calendar days of the date of the answer to Step Three. a) An Arbitrator shall be appointed on each occasion that a grievance is submitted to arbitration. The arbitrator shall be chosen by mutual agreement of the City and employee. In the event that City and the employee or their representative are unable to agree on the selection of an Arbitrator, they shall request the State of California Mediation and Conciliation Service to nominate five (5) persons to be the Arbitrator. The City and the employee or their representative each will Packet Pg. 758 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 23 alternately challenge two (2) of such nominees, the party having the first challenge to be determined by lot. The remaining nominee shall be accepted as the Arbitrator and their compensation and expenses shall be borne equally by the City and the employee. Notwithstanding the foregoing, the City and the employee may, by mutual consent, agree on a single arbitrator to hear grievances, on the same cost sharing basis. The City and the employee shall pay the compensation and expenses of their respective witnesses. At the employee’s or their representative’s request, the City shall release employees from duty to participate in arbitration proceedings. (b) The Arbitrator shall hold such hearings and shall consider such evidence as to the Arbitrator appears necessary and proper. The decision of the Arbitrator shall be final and binding on City and the employee, provided that such decision does not in any way add to, disregard or modify any of the provisions of City policies, resolutions or ordinances.

17.6 Failure by the employee to meet any of the aforementioned time limits as set forth in Steps 1, 2, 3, 4, 5, 6, and 7 will result in forfeiture. If the City fails to answer a grievance on a timely basis, the grievance may be advanced to the next step. Except, however, that the aforementioned time limits may be extended by mutual agreement. Grievances settled by forfeiture shall not bind either party to an interpretation of City policies, practices, resolutions or ordinances, nor shall such settlements be cited by either party as evidence in the settlement of subsequent grievances.

ARTICLE 18: DEFINITIONS
“ACTUAL SERVICE” means paid service on the City payroll in a position in City service. “ALLOCATION” describes an individual position for which funds have been budgeted to cover salary and related costs.
“ALTERNATIVE WORK SCHEDULES” describes schedules which permit work days of longer than eight hours without the obligation to pay overtime. Employees typically work fewer days each week, with longer hours each day. Common alternative workweek schedules are the “4/10” (four 10-hour days each week), “3/12” (three 12-hour days) and the “9/80” (nine hours each day, five days one week, four days the next week.).
“CALENDAR YEAR” means a year starting on January 1 and terminating at the close of the following December 31.
“CITY” means the City of Redding in the State of California. “CLASS” or “CLASSIFICATION” defines a grouping of positions on the basis of the nature of the tasks, duties and responsibilities performed so as positions are sufficiently similar that the same descriptive title, the same requirements as to education, experience, knowledge and ability may be demanded of incumbents, and so that the same schedule of compensation may be made to apply with equity.

Packet Pg. 759 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 24 “COMPENSATION” means the salary, wage, allowances and all other forms of valuable consideration earned by, or paid to, any employee by reason of service in any position, but does not include any allowances authorized and incurred as incidents to employment. “CONTINUOUS SERVICE” means service uninterrupted from date of appointment except for authorized absence.
“DAY” means calendar day unless specified as a working day. “DEPARTMENT” includes office, and “office” includes department. “DEPARTMENT DIRECTOR” means the head of an established office or department having supervision of such department and office.
“EMPLOYEE” means a person legally occupying a position in City service. “EXEMPT EMPLOYEE” means an employee in a position not covered by the provisions of the Fair Labor Standards Act (FLSA), includes most professional, supervisory, managerial and executive positions.
“FISCAL YEAR” means a City budget year starting on July 1 and terminating at the close of the following June 30.
“FIXED HOLIDAY” means a non-floating holiday.
“FLEXIBLE SCHEDULE” means a workweek schedule of eight hours per day where some employees begin a shift early in the day and others begin their work later in the day. “FLOATING HOLIDAY” means a holiday in which the employee may elect, with City approval, to take the paid holiday off on that date or defer it to another date. “MONTH” means a period from a particular calendar date in a month to and including the immediately preceding date of the following month.
“NON-EXEMPT EMPLOYEE” means an employee in a position covered under the provisions of the Fair Labor Standards Act.
“POSITION” means a collection of duties and responsibilities which require the full-time or parttime services and employment of one person or more persons in a job share situation. “REGULAR BASE RATE OF PAY” means the rate established by Schedules of Classifications and Wage Rates/Salary Ranges or the Executive Management Pay-for-Performance Salary Plan that are approved by City Council Resolution.
“SENIORITY” means total length of continuous service with the City. Continuity of service will not be broken and seniority will accrue when an employee is: called to active duty in the Armed Forces of the United States; on active duty with the National Guard; absent due to industrial injury; on leave of absence; or on excused leave.

Packet Pg. 760 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies) 25 “TITLE” means the designation given to, or name applied to, a classification to the legally appointed incumbent of each position allocated to the class. “YEAR” means a period from a particular calendar month and date of a year to and including the immediately preceding date of the same month in the following year.

Packet Pg. 761 Attachment: Unrep Employment and Benefit Policies 8.2.22 (4.15(b)--Amendments to the Unrepresented Employment and Benefit Policies)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve the Agreement with BerryDunn, as an implementation consultant, in an amount not-toexceed $780,000 for enterprise resource planning and project management services; and authorize the City Manager to execute the Agreement and sign any documentation necessary to facilitate services with BerryDunn.

Fiscal Impact
The agreement with BerryDunn will not exceed $780,000 and will be included with the budget and actual costs associated with the enterprise resource planning (ERP) software project. Staff will continue to analyze the budget needs for the project on an annual basis and return to the City Council (Council) if additional funds are necessary and/or include this in future budgets as appropriate.

Alternative Action
The Council could reject the recommended contract with BerryDunn and/or request additional information or potential alternatives from staff.

Background/Analysis
On June 21, 2022, the Council approved award of contracts to Graviton and CherryRoad (Oracle) for a new ERP system for the City of Redding. Included in the approval was a recommendation for staff to develop a resource needs plan for the implementation of the ERP.

Staff has spent time reviewing options available to implement Oracle software.

MEETING DATE: August 2, 2022
ITEM NO. 9.1(f)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(f)--Consider Consulting and Professional Services Contract (Agreement) with BerryDunn, McNeil, & Parker, LLC (BerryDunn) for Enterprise Resource Planning (ERP) Implementation Consultant Services.

Barry Tippin, City Manager
Packet Pg. 762
Report to Redding City Council July 28, 2022
Re: 9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services Page 2 A project of this magnitude is a tremendous undertaking for a business or city government. As part of the request for proposals, the City received estimates of time and effort from the proposed vendor but also included was a time and effort estimate for the City. The time estimate for the City dedicated to the project was approximately 15,000 hours over approximately two years.

This is the equivalent of approximately four full time employees.

Staff is recommending utilization of a contract with BerryDunn to fulfill some of these hours while also providing expertise to the City for a project of this nature. BerryDunn has a diverse skillset that it will make available to the City as part of the proposed contract, which will enhance and complement the resources available for the City. This contract should allow the City to fill the remaining hours without hiring new full-time positions dedicated to this project in the Finance and Personnel Departments.

BerryDunn was selected as the consultant for the ERP needs assessment and has gained a working knowledge of the City’s financial and human resource operations and how the associated departments leverage the current operating environment. BerryDunn has a distinct advantage over the City in that it has been involved in many projects assisting in implementation of a new ERP. This combination of understanding new ERP projects and specific knowledge of City operations will allow it to quickly engage as a key resource for the ERP implementation project. This will provide a seamless transitioning from assisting the City in assessment of the current system to the next phase of the project. Additionally, BerryDunn has specific experience working with Graviton and Oracle having recently completed a project with Yamhill County where Graviton and BerryDunn worked together to assist on its Oracle ERP implementation.

Leveraging a contract with BerryDunn will help mitigate the impact to existing staff by providing dedicated resources to project management and oversight while also providing access to experts in various functional areas required for an ERP implementation.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-Year Financial Plans for all Funds.”
• Communication & Transparency – “Improve the quality and quantity 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 Attachments
Consulting and Professional Services Agreement
Packet Pg. 763
____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 1
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CITY OF REDDING

CONSULTING AND PROFESSIONAL SERVICES CONTRACT
THIS CONTRACT is made at Redding, California, by and between the City of Redding (“City”), a municipal corporation, and BerryDunn, McNeil, and Parker, LLC dba BerryDunn (“Consultant”) for the purpose of enterprise resource planning project management and consultant services.

WHEREAS, City does not have sufficient personnel to perform the services required herein thereby necessitating this Contract for personal services.

NOW, THEREFORE, the Parties covenant and agree, for good consideration hereby acknowledged, as follows:

SECTION 1. CONSULTANT SERVICES
Subject to the terms and conditions set forth in this Contract, Consultant shall provide to City the services described in Exhibit A, attached and incorporated herein. Consultant shall provide the services at the time, place and in the manner specified in Exhibit A.

SECTION 2. COMPENSATION AND REIMBURSEMENT OF COSTS
A. City shall pay Consultant for services rendered pursuant to this Contract, at the times and in the manner set forth in Exhibit B, attached and incorporated herein, in a total amount not to exceed seven hundred eighty thousand dollars ($780,000). This sum includes all out-of-pocket travel, lodging and incidental expenses incurred by Consultant that are reasonably associated with the provision of services under this Contract. The payments specified herein shall be the only payments to be made to Consultant for services rendered pursuant to this Contract.

B. Consultant shall submit monthly invoices to City for work completed to the date of the invoice. All invoices shall be itemized to reflect the employees performing the requested tasks, the billing rate for each employee and the hours worked.

C. All correct, complete and undisputed invoices sent by Consultant to City shall be paid within thirty (30) calendar days of receipt.

SECTION 3. TERM AND TERMINATION
A. Consultant shall commence work on or about August 2022 and complete said work no later than April 2024. Time is of the essence.

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B. If Consultant fails to perform its duties to the satisfaction of City, or if consultant fails to fulfill in a timely and professional manner its obligations under this Contract, then City shall have the right to terminate this Contract effective immediately upon City giving written notice thereof to Consultant.

C. Either Party may terminate this Contract without cause on thirty (30) calendar days’ written notice. Notwithstanding the preceding, if the term set forth in Section 3.A. of this Contract exceeds ninety (90) calendar days in duration, Consultant’s sole right to terminate shall be limited to termination for cause.

D. Consultant hereby acknowledges and agrees that the obligation of City to pay under this Contract is contingent upon the availability of City’s funds which are appropriated or allocated by the City Council. Should the funding for the project and/or work set forth herein not be appropriated or allocated by the City Council, City may terminate this Agreement by furnishing at least thirty (30) calendar days’ written notice of its intention to terminate. In the event of a termination pursuant to this subdivision, Consultant shall not be entitled to a remedy of acceleration of payments due over the term of this Agreement. The Parties acknowledge and agree that the power to terminate described herein is required by Article 16, Section 18, of the California Constitution, and that constitutional provision supersedes any law, rule, regulation or statute which conflicts with the provisions of this Section.

E. In the event that City gives notice of termination, Consultant shall promptly provide to City any and all finished and unfinished reports, data, studies, photographs, charts or other work product prepared by Consultant pursuant to this Contract. City shall have full ownership, including, but not limited to, intellectual property rights, and control of all such finished and unfinished reports, data, studies, photographs, charts or other work product.

F. In the event that City terminates the Contract, City shall pay Consultant the reasonable value of services rendered by Consultant pursuant to this Contract; provided, however, that City shall not in any manner be liable for lost profits which might have been made by Consultant had Consultant completed the services required by this Contract. Consultant shall, not later than ten (10) calendar days after termination of this Contract by City, furnish to City such financial information as in the judgment of the City’s representative is necessary to determine the reasonable value of the services rendered by Consultant.

G. In no event shall the termination or expiration of this Contract be construed as a waiver of any right to seek remedies in law, equity or otherwise for a Party’s failure to perform each obligation required by this Contract.

SECTION 4. MISCELLANEOUS TERMS AND CONDITIONS OF CONTRACT Packet Pg. 765 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 3
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A. City shall make its facilities accessible to Consultant as required for Consultant’s performance of its services under this Contract, and, upon request of Consultant, provide labor and safety equipment as required by Consultant for such access.

B. Pursuant to the City’s business license ordinance, Consultant shall obtain a City business license prior to commencing work.

C. Consultant represents and warrants to City that it has all licenses, permits, qualifications and approvals of any nature whatsoever that are legally required for Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Contract any licenses, permits and approvals that are legally required for Consultant to practice its profession.

D. Consultant shall, during the entire term of this Contract, be construed to be an independent contractor and nothing in this Contract is intended, nor shall it be construed, to create an employer/employee relationship, association, joint venture relationship, trust or partnership or to allow City to exercise discretion or control over the professional manner in which Consultant performs under this Contract. Any and all taxes imposed on Consultant’s income, imposed or assessed by reason of this Contract or its performance, including but not limited to sales or use taxes, shall be paid by Consultant. Consultant shall be responsible for any taxes or penalties assessed by reason of any claims that Consultant is an employee of City. Consultant shall not be eligible for coverage under City’s workers’ compensation insurance plan, benefits under the Public Employee Retirement System or be eligible for any other City benefit.

E. No provision of this Contract is intended to, or shall be for the benefit of, or construed to create rights in, or grant remedies to, any person or entity not a party hereto.

F. No portion of the work or services to be performed under this Contract shall be assigned, transferred, conveyed or subcontracted without the prior written approval of City. Consultant may use the services of independent contractors and subcontractors to perform a portion of its obligations under this Contract with the prior written approval of City. Independent contractors and subcontractors shall be provided with a copy of this Contract and Consultant shall have an affirmative duty to assure that said independent contractors and subcontractors comply with the same and agree to be bound by its terms. Consultant shall be the responsible party with respect to all actions of its independent contractors and subcontractors, and shall obtain such insurance and indemnity provisions from its contractors and subcontractors as City’s Risk Manager shall determine to be necessary.

G. Consultant, at such times and in such form as City may require, shall furnish City with such periodic reports as it may request pertaining to the work or services undertaken pursuant to this Contract, the costs or obligations incurred or to be incurred in connection therewith, and any other matters covered by this Contract.

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H. Consultant shall maintain accounts and records, including personnel, property and financial records, adequate to identify and account for all costs pertaining to this Contract and such other records as may be deemed necessary by City to assure proper accounting for all project funds. These records shall be made available for audit purposes to state and federal authorities, or any authorized representative of City.

Consultant shall retain such records for three (3) years after the expiration of this Contract, unless prior permission to destroy them is granted by City.

I. Consultant shall perform all services required pursuant to this Contract in the manner and according to the standards observed by a competent practitioner of Consultant’s profession. All products of whatsoever nature which Consultant delivers to City pursuant to this Contract shall be prepared in a professional manner and conform to the standards of quality normally observed by a person practicing the profession of Consultant and its agents, employees and subcontractors assigned to perform the services contemplated by this Contract.

J. All completed reports and other data or documents, or computer media including diskettes, and other materials provided or prepared by Consultant in accordance with this Contract are the property of City, and may be used by City. City shall have all intellectual property rights including, but not limited to, copyright and patent rights, in said documents, computer media, and other materials provided by Consultant. City shall release, defend, indemnify and hold harmless Consultant from all claims, costs, expenses, damage or liability arising out of or resulting from City’s use or modification of any reports, data, documents, drawings, specifications or other work product prepared by Consultant, except for use by City on those portions of the City’s project for which such items were prepared.

K. Consultant, including its employees, agents, and subconsultants, shall not maintain or acquire any direct or indirect interest that conflicts with the performance of this Contract. Consultant shall comply with all requirements of the Political Reform Act (Government Code § 8100 et seq.) and other laws relating to conflicts of interest, including the following: 1) Consultant shall not make or participate in a decision made by City if it is reasonably foreseeable that the decision may have a material effect on Consultant’s economic interest, and 2) if required by the City Attorney, Consultant shall file financial disclosure forms with the City Clerk.

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SECTION 5. INSURANCE
A. Unless modified in writing by City’s Risk Manager, Consultant shall maintain the following noted insurance during the duration of the Contract:

Coverage Required Not Required
Commercial General Liability X
Comprehensive Vehicle Liability X
Workers’ Compensation and Employers’ Liability X
Professional Liability (Errors and Omissions) X
(Place an “x” in the appropriate box)
B. Coverage shall be at least as broad as:

1. Insurance Services Office form number CG-0001, Commercial General Liability Insurance, in an amount not less than $1,000,000 per occurrence and $2,000,000 general aggregate for bodily injury, personal injury and property damage;

2. Insurance Services Office form number CA-0001 (Ed. 1/87), Comprehensive Automobile Liability Insurance, which provides for total limits of not less than $1,000,000 combined single limits per accident applicable to all owned, non-owned and hired vehicles;

3. Statutory Workers’ Compensation required by the Labor Code of the State of California and Employers' Liability Insurance in an amount not less than $1,000,000 per occurrence. Both the Workers’ Compensation and Employers' Liability policies shall contain the insurer's waiver of subrogation in favor of City, its elected officials, officers, employees, agents and volunteers;

4. Professional Liability (Errors and Omissions) Insurance, appropriate to Consultant’s profession, against loss due to error or omission or malpractice in an amount not less than $1,000,000.

5. The City does not accept insurance certificates or endorsements with the wording “but only in the event of a named insured’s sole negligence” or any other verbiage limiting the insured’s insurance responsibility.

C. Any deductibles or self-insured retentions must be declared to and approved by City.

At the option of the City, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its elected officials, officers, employees, agents and volunteers; or the Consultant shall procure a bond Packet Pg. 768 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 6
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guaranteeing payment of losses and related investigations, claims administration and defense expenses.

D. The General Liability shall contain or be endorsed to contain the following provisions:

1. City, its elected officials, officers, employees, and agents are to be covered as additional insured as respects liability arising out of work or operations performed by or on behalf of Consultant; premises owned, leased or used by Consultant; or automobiles owned, leased, hired or borrowed by Consultant.

The coverage shall contain no special limitations on the scope of protection afforded to City, its elected officials, officers, employees, agents and volunteers.

2. The insurance coverage of Consultant shall be primary insurance as respects City, its elected officials, officers, employees, agents and volunteers. Any insurance or self-insurance maintained by City, its elected officials, officers, employees, agents and volunteers, shall be in excess of Consultant’s insurance and shall not contribute with it.

3. Coverage shall state that the insurance of Consultant shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

4. Each insurance policy required by this Contract shall be endorsed to state that coverage shall not be canceled except after thirty (30) calendar days' prior written notice has been given to City. In addition, Consultant agrees that it shall not reduce its coverage or limits on any such policy except after thirty (30) calendar days’ prior written notice has been given to City.

E. Insurance is to be placed with insurers with a current A.M.Best’s rating of no less than A-VII.

F. Consultant shall designate the City of Redding as a Certificate Holder of the insurance. Consultant shall furnish City with certificates of insurance and original endorsements effecting the coverages required by this clause. Certificates and endorsements shall be furnished to: Risk Management Department, City of Redding, 777 Cypress Avenue, Redding, CA 96001. The certificates and endorsements for each insurance policy are to be signed by a person authorized by the insurer to bind coverage on its behalf. All endorsements are to be received and approved by the City’s Risk Manager prior to the commencement of contracted services. City may withhold payments to Consultant if adequate certificates of insurance and endorsements required have not been provided, or not been provided in a timely manner.

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G. The requirements as to the types and limits of insurance coverage to be maintained by Consultant as required by Section 5 of this Contract, and any approval of said insurance by City, are not intended to and will not in any manner limit or qualify the liabilities and obligations otherwise assumed by Consultant pursuant to this Contract, including, without limitation, provisions concerning indemnification.

H. If any policy of insurance required by this Section is a “claims made” policy, pursuant to Code of Civil Procedure § 342 and Government Code § 945.6, Consultant shall keep said insurance in effect for a period of eighteen (18) months after the termination of this Contract.

I. If any damage, including death, personal injury or property damage, occurs in connection with the performance of this Contract, Consultant shall immediately notify City’s Risk Manager by telephone at (530) 225-4068. No later than three (3) calendar days after the event, Consultant shall submit a written report to City’s Risk Manager containing the following information, as applicable: 1) name and address of injured or deceased person(s); 2) name and address of witnesses; 3) name and address of Consultant’s insurance company; and 4) a detailed description of the damage and whether any City property was involved.

SECTION 6. INDEMNIFICATION AND HOLD HARMLESS
A. Consistent with California Civil Code § 2782.8, when the services to be provided under this Contract are design professional services to be performed by a design professional, as that term is defined under Section 2782.8, Consultant shall, to the fullest extent permitted by law, indemnify protect, defend and hold harmless, City, its elected officials, officers, employees, and agents, and each and every one of them, from and against all actions, damages, costs, liability, claims, losses, penalties and expenses (including, but not limited to, reasonable attorney’s fees of the City Attorney or legal counsel retained by City, expert fees, litigation costs, and investigation costs) of every type and description to which any or all of them may be subjected by reason of, or resulting from, directly or indirectly, the negligence, recklessness, or willful misconduct of Consultant, its officers, employees or agents in the performance of professional services under this Contract, except when liability arises due to the sole negligence, active negligence or misconduct of the City.

B. Other than in the performance of professional services by a design professional, which is addressed solely by subdivision (A) of this Section, and to the fullest extent permitted by law, Consultant shall indemnify protect, defend and hold harmless, City, its elected officials, officers, employees, and agents, and each and every one of them, from and against all actions, damages, costs, liability, claims, losses, penalties and expenses (including, but not limited to, reasonable attorney’s fees of the City Attorney or legal counsel retained by City, expert fees, litigation costs, and investigation costs) of every type and description to which any or all of them may be subjected by reason of the performance of the services required under this Contract by Consultant its officers, employees or agents in the performance of professional Packet Pg. 770 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 8
Rev. 6/15
services under this Contract, except when liability arises due to the sole negligence, active negligence or misconduct of the City.

C. The Consultant’s obligation to defend, indemnify and hold harmless shall not be excused because of the Consultant’s inability to evaluate liability. The Consultant shall respond within thirty (30) calendar days to the tender of any claim for defense and indemnity by the City, unless this time has been extended in writing by the City.

If the Consultant fails to accept or reject a tender of defense and indemnity in writing delivered to City within thirty (30) calendar days, in addition to any other remedy authorized by law, the City may withhold such funds the City reasonably considers necessary for its defense and indemnity until disposition has been made of the claim or until the Consultant accepts or rejects the tender of defense in writing delivered to the City, whichever occurs first. This subdivision shall not be construed to excuse the prompt and continued performance of the duties required of Consultant herein.

D. The obligation to indemnify, protect, defend, and hold harmless set forth in this Section applies to all claims and liability regardless of whether any insurance policies are applicable. The policy limits of said insurance policies do not act as a limitation upon the amount of indemnification to be provided by Contractor.

E. City shall have the right to approve or disapprove the legal counsel retained by Consultant pursuant to this Section to represent City’s interests.

SECTION 7. CONTRACT INTERPRETATION, VENUE AND ATTORNEY FEES A. This Contract 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 Contract shall be governed by California law. If any claim, at law or otherwise, is made by either party to this Contract, the prevailing party shall be entitled to its costs and reasonable attorneys' fees.

B. This document, including all exhibits, contains the entire agreement between the parties and supersedes whatever oral or written understanding each may have had prior to the execution of this Contract. This Contract shall not be altered, amended or modified except by a writing signed by City and Consultant. No verbal agreement or conversation with any official, officer, agent or employee of City, either before, during or after the execution of this Contract, shall affect or modify any of the terms or conditions contained in this Contract, nor shall any such verbal agreement or conversation entitle Consultant to any additional payment whatsoever under the terms of this Contract.

C. No covenant or condition to be performed by Consultant under this Contract can be waived except by the written consent of City. Forbearance or indulgence by City in any regard whatsoever shall not constitute a waiver of the covenant or condition in Packet Pg. 771 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 9
Rev. 6/15
question. Until performance by Consultant of said covenant or condition is complete, City shall be entitled to invoke any remedy available to City under this Contract or by law or in equity despite said forbearance or indulgence.

D. If any portion of this Contract or the application thereof to any person or circumstance shall be invalid or unenforceable to any extent, the remainder of this Contract shall not be affected thereby and shall be enforced to the greatest extent permitted by law.

E. The headings in this Contract are inserted for convenience only and shall not constitute a part hereof. A waiver of any party of any provision or a breach of this Contract must be provided in writing, and shall not be construed as a waiver of any other provision or any succeeding breach of the same or any other provisions herein.

F. Each Party hereto declares and represents that in entering into this Contract, it has relied and is relying solely upon its own judgment, belief and knowledge of the nature, extent, effect and consequence relating thereto. Each Party further declares and represents that this Contract is made without reliance upon any statement or representation not contained herein of any other Party or any representative, agent or attorney of the other Party. The Parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms, and conditions of this Contract and that the decision of whether or not to seek the advice of counsel with respect to this Contract is a decision which is the sole responsibility of each of the Parties. Accordingly, no party shall be deemed to have been the drafter hereof, and the principle of law set forth in Civil Code § 1654 that contracts are construed against the drafter shall not apply.

G. Each of the Parties hereto hereby irrevocably waives any and all right to trial by jury in any action, proceeding, claim or counterclaim, whether in contract or tort, at law or in equity, arising out of or in any way related to this Agreement or the transactions contemplated hereby. Each Party further waives any right to consolidate any action which a jury trial has been waived with any other action in which a jury trial cannot be or has not been waived.

H. In the event of a conflict between the term and conditions of the body of this Contract and those of any exhibit or attachment hereto, the terms and conditions set forth in the body of this Contract proper shall prevail. In the event of a conflict between the terms and conditions of any two or more exhibits or attachments hereto, those prepared by City shall prevail over those prepared by Consultant.

SECTION 8. SURVIVAL
The provisions set forth in Sections 3 through 7, inclusive, of this Contract shall survive termination of the Contract.

SECTION 9. COMPLIANCE WITH LAWS - NONDISCRIMINATION
Packet Pg. 772 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 10
Rev. 6/15
A. Consultant shall comply with all applicable laws, ordinances and codes of federal, state and local governments.

B. In the performance of this Contract, Consultant shall not discriminate against any employee or applicant for employment because of race, color, ancestry, national origin, religious creed, sex, sexual orientation, disability, age, marital status, political affiliation, or membership or nonmembership in any organization. Consultant shall take affirmative action to ensure applicants are employed and that employees are treated during their employment without regard to their race, color, ancestry, national origin, religious creed, sex, sexual orientation, disability, age, marital status, political affiliation, or membership or nonmembership in any organization. Such actions shall include, but not be limited to, the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation and selection for training.

SECTION 10. REPRESENTATIVES
A. City’s representative for this Contract is Greg Robinett, Finance Officer, telephone number (530) 225-4088, email [email protected]. All of Consultant’s questions pertaining to this Contract shall be referred to the above-named person, or to the representative's designee.

B. Consultant’s representative for this Contract is Seth Hedstrom, LSSGB, PMP, Principal, telephone number (207) 541-2212, email [email protected]. All of City’s questions pertaining to this Contract shall be referred to the above-named person.

C. The representatives set forth herein shall have authority to give all notices required herein.

SECTION 11. NOTICES
A. All notices, requests, demands and other communications hereunder shall be deemed given only if in writing signed by an authorized representative of the sender (may be other than the representatives referred to in Section 10) and delivered by facsimile, with a hard copy mailed first class, postage prepaid; or when sent by a courier or an express service guaranteeing overnight delivery to the receiving party, addressed to the respective parties as follows:

Packet Pg. 773 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 11
Rev. 6/15
To City:

Greg Robinett
City of Redding, Finance
777 Cypress Avenue
Redding, CA 96002
To Consultant:

Seth Hedstrom, Principal
BerryDunn
2211 Congress Street
Portland, ME 04102
B. Either party may change its address for the purposes of this paragraph by giving written notice of such change to the other party in the manner provided in this Section.

C. Notice shall be deemed effective upon: 1) personal service; 2) two calendar days after mailing or transmission by facsimile, whichever is earlier.

SECTION 12. AUTHORITY TO CONTRACT
A. Each of the undersigned signatories hereby represents and warrants that they are authorized to execute this Contract on behalf of the respective parties to this Contract; that they have full right, power and lawful authority to undertake all obligations as provided in this Contract; and that the execution, performance and delivery of this Contract by said signatories has been fully authorized by all requisite actions on the part of the respective parties to this Contract.

B. When the Mayor is signatory to this Contract, the City Manager and/or the Department Director having direct responsibility for managing the services provided herein shall have authority to execute any amendment to this Contract which does not increase the amount of compensation allowable to Consultant or otherwise substantially change the scope of the services provided herein.

SECTION 13. DATE OF CONTRACT
The date of this Contract shall be the date it is signed by City.

Packet Pg. 774 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 12
Rev. 6/15
IN WITNESS WHEREOF, City and Consultant have executed this Contract on the days and year set forth below:

CITY OF REDDING,
A Municipal Corporation
Dated: ___________, 20____ __________________________________ By:

ATTEST: APPROVED AS TO FORM:

BARRY E. DeWALT
City Attorney
__________________________________ ___________________________________ PAMELA MIZE, City Clerk By:

CONSULTANT
Dated: ___________, 20____ ___________________________________ By:

Tax ID No.:________________________
Packet Pg. 775 Attachment: Consulting and Professional Services Agreement (9.1(f)--Contract with BerryDunn for ERP Implementation Consultant Services)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve and/or authorize the following actions:
(1) Approve the Second Amendment to the North Block Development Agreement (C-8238) (Second Amendment) with Block 7 Retail Investors, LLC, for the development of the Downtown Park Plaza (Plaza Project); and authorize the Mayor to execute the Second Amendment;
(2) Approve the Park and Recreation Facilities Impact Fee Reimbursement Agreement with Block 7 Retail Investors, LLC, for the construction of a Downtown Park Plaza; and authorize the Mayor to execute the Agreement;
(3) Authorize the following actions related to the award of the California Department of Transportation’s (Caltrans) Clean California Local Grant (CCLG) Program:
a. Accept the award and adopt Resolution for CCLG Program funds in the amount of $3,889,480;
b. Authorize the City Manager to execute the CCLG Program Restricted Grant Agreement, any amendments and the associated documentation; c. Direct the City Manager and the Finance Director to set forth the terms, conditions and administrative measures to utilize the General Fund as temporary funding prior to the disbursement of CCLG Program grant funds, in an amount not-to-exceed $1,000,000;
d. Adopt Resolution approving and adopting the 47th Amendment to City Budget Resolution No. 2021-078 appropriating the CCLG Program funds; (4) Adopt Resolution approving and adopting the 51st Amendment to City Budget Resolution No. 2021-078 appropriating $575,000 of Redding Electric Utility’s Replacing and Upgrading Underground Conductors and Devices funding; and (5) Authorize the following actions related to the United States Department of Housing and Urban Development Community Development Block Grant (CDBG) Section 108 Loan Guarantee (Section 108) Program:
a. Approve the financing terms and conditions;
MEETING DATE: August 2, 2022
ITEM NO. 9.2(c)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.2(c)--Consider Agreements and adopt four Resolutions for the Block 7 North Block Development in Downtown Redding.

Steve Bade, Assistant City
Manager
Packet Pg. 776
Report to Redding City Council July 27, 2022
Re: 9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development Page 2 b. Adopt Resolution approving the CDBG application in the amount of $3,737,000; and
c. Authorize the City Manager to execute any documents necessary to complete the Section 108 Program loan process and appropriate funds upon approval of the loan.

Fiscal Impact
In March 2022, the City of Redding (City) and The McConnell Foundation were awarded $3,889,480 from the Caltrans CCLG Program. These funds, combined with the City’s Park and Recreation Facilities Impact Fee reimbursements, will finance the design and development of the Plaza Project. To facilitate the CCLG Program funds, Housing Division staff would utilize General Fund cash for a 45- to 60-day period, as Caltrans processes the CCLG Program reimbursement to the City. As proposed, the City Manager and the Finance Director would set forth the borrowing limits, not to exceed $1,000,000, and the associated terms and conditions.

Future maintenance of the Plaza Project is anticipated to be funded through the potential downtown property-based improvement district or a landscape maintenance district as provided within the Park and Recreation Facilities Impact Fee Reimbursement Agreement. The final maintenance funding mechanism will be brought to the City Council at a future meeting.

Redding Electric Utility’s (REU) Replacing and Upgrading Underground Conductors and Devices (RUUCD) funding is derived from REU’s capital improvement budget and is earmarked for the development of infrastructure within the City and is anticipated to assist Block 7 infrastructure costs in the amount of $575,000. Allocation of these funds to the Block 7 Development will not impact the General Fund.

The Section 108 Program Loan payment is estimated to be $186,850 per year for a 20-year term.

Each year, the payment will be considered a project and included in the CDBG Annual Action Plan. Payment of the Section 108 Loan will decrease the amount of CDBG funds available to other public infrastructure projects. As proposed for collateral, the City would pledge General Fund revenues as security for the loan; however, this risk is low, as the City has been an entitlement jurisdiction receiving annual CDBG funding allocations for more than 40 years; in this period of time, federal administrations have threatened to discontinue the CDBG program, but it has never come to fruition.

Alternative Action
The City Council (Council) could reject or seek modifications to the Second Amendment language; choose not to accept the Caltrans CCLG Program funds; not amend the City’s budget for the appropriation of CCLG or REU funds to the Project; nor approve the Section 108 Program Loan. Any of these actions could put the Block 7 North Block or Plaza Project in jeopardy of completion.

Background/Analysis
In September 2019, the Council approved the North Block Parking Project that included authorization for the City Manager to negotiate a non-binding Memorandum of Understanding with the Shasta-Tehama-Trinity Joint Community College District (District) and the City for the transfer of a portion of property located at 1400 Market Street. Subsequently, in June 2022, Council approved a Park Dedication and Easement Agreement that deeds the property to the City Packet Pg. 777
Report to Redding City Council July 27, 2022
Re: 9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development Page 3 for purposes of developing a public park. The property transaction is currently in escrow and will be completed by mid-August 2022. The Plaza Project site is detailed in Exhibit B of the Second Amendment to the North Block Development Agreement (North Block DA).

To facilitate the development of the Plaza Project, staff is seeking approval of the Second Amendment to the North Block DA, the Park and Recreation Facilities Impact Fee Reimbursement Agreement and accepting the award of CCLG Program funds which are detailed further in Sections I and II below.

I. North Block DA Amendment
Pursuant to the Second Amendment to the North Block DA, the scope of work is modified to include the construction of the Plaza Project that will be developed by the Block 7 Retail Investors, LLC. The expanded scope includes architectural design services, permits, improvements and development administration for the Plaza Project. In exchange for the expanded scope of work, the Block 7 Retail Investors, LLC, after showing proof of payment for eligible park development related expenses, will receive credit for its associated Block 7 park impact fee obligations as further defined in the Park and Recreation Facilities Impact Fee Reimbursement Agreement.

The estimated total cost of the Plaza Project is $4,725,935. The Plaza Project improvements will be funded by the CCLG Program funds and Park and Recreation Facilities impact fees. In March 2022, the City and The McConnell Foundation were awarded $3,889,480 from the CCLG Program. The CCLG Program is a competitive program created to beautify and clean up local streets and roads, tribal lands, parks, pathways, transit centers, and other public spaces. In order to utilize the CCLG Program funds, the Council must formally accept the CCLG Program grant, and approve a resolution amending the City’s budget to accommodate the additional Plaza Project funds. The grant agreement and approving resolution are attached.

II. Park and Recreation Facilities Impact Fee Reimbursement Agreement The Park and Recreation Facilities Impact Fee Reimbursement Agreement provides up to seven hundred and eighty thousand dollars ($780,000) in reimbursement for eligible park development expenses, the estimated amount of park fees paid by the Block 7 and Market Center projects.

The agreement requires City approvals for final design, award of the construction contract and construction inspection. The Community Services Advisory Commission has reviewed the proposal and supports the project and the funding agreement.

III. Block 7 Project Infrastructure

REU RUUCD
The North Block DA provided the typical scope of work for the development, construction, and management of the parking project and the Commercial, Retail, and Market-Rate Housing Project. With similar types of projects, Redding Electric Utility (REU) will have a developer perform work that REU would traditionally complete in order to maintain continuity of the infrastructure. REU will then reimburse these costs to the developer, including REU’s proportional share of overhead costs. After assessing the value of these costs, REU’s portion of development for the Block 7 North Block, Mid-Block and South Block, amount to a calculated reimbursement due to the developer of $575,000. In support of this process, a budget resolution Packet Pg. 778
Report to Redding City Council July 27, 2022
Re: 9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development Page 4 must be executed to infuse the REU RUUCD funds into the City’s budget to reimburse the developer for its REU-related expenditures for the Block 7 infrastructure projects.

Section 108
In September 2019, as part of the North Block DA approval, staff was authorized to apply for a Section 108 Program Loan in the amount of $3,500,000. The Section 108 Program provides CDBG recipients with the ability to leverage their annual grant allocation to access low-cost flexible financing for economic development, housing, public facility, and infrastructure projects. The Section 108 Program Loan funds are borrowed by the City and repaid by the City through pledging current or future CDBG allocations over a 20-year term.

In early 2022, the Section 108 Loan Application was submitted to HUD and underwent an initial underwriting review. As proposed in the Section 108 Loan Application, $2,800,000 would be utilized to fund Block 7 infrastructure costs associated with California Street, California Alleyway, and both Butte and Yuba Streets. The remaining $700,000 would be allocated toward a Façade Program to assist Downtown businesses with façade improvements. The Façade Program policy will be brought back to Council for consideration following HUDs approval of the Section 108 Loan.

Through HUDs review process, it was determined that the utilization of future CDBG allocations to repay the loan was acceptable but HUD also recommended utilizing General Fund revenue as additional collateral for the loan. The pledging of these funds is not an obligation that would require any set aside into a separate account. HUD only wishes to be assured that there is sufficient revenue held by the City to cover CDBG Section 108 loan payments should the CDBG revenue stream cease to exist. The value of General Fund collateral would equal the value of loan payments for one year with a replenishment provision (or $186,850). HUD is the guarantor of the loan.

The total Section 108 Loan amount, including loan costs, is estimated to be $3,737,000 with an estimated annual principal payment $186,850 for a 20-year term. Interim borrowed funds will require quarterly interest payments. The interim interest rate is calculated based on the Treasury’s three-month auction rate plus 35 basis points or, presently, an estimated 2.91 percent.

Once the loan is converted to permanent financing, the rate would be based on the 10-year Treasury rate plus 55 basis points. Each time funds are drawn from the line of credit, there is a two-percent fee plus a $70 charge per transaction.

As part of the Section 108 Loan application process, the Council must review and approve the amended application and the associated Resolution. If the Section 108 Loan is approved by Council, staff will send both the updated Section 108 Loan Application (July 2022 version) and Resolution to HUD. HUD will review the documents, send them to its loan committee to confirm the funding commitment and interest rate calculations. Once approved, HUD will forward the Section 108 Loan Agreement back to the City for City Manager signature.

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.”
Packet Pg. 779
Report to Redding City Council July 27, 2022
Re: 9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development Page 5 Attachments
^Resolution - CCLG program funds
^Resolution - Clean California Grant Program
^Resolution - REU Fund Appropriation
^Resolution - CDBG Section 108
108 Application July 2022
Clean California Local Grant Program (State) Agreement
Second Amendment to Block 7 North Block Development Agreement Park and Recreation Facilities Impact Fee Reimbursement Agreement Previous Staff Report - June 7, 2022, item no. 4.2(b)-Shasta College Park Dedication and Easement (Downtown)
Previous Staff Report- September 30, 2019, item no. 9.4(c)-Block 7 and North Block DA Parking and Affordable Housing
Packet Pg. 780
RESOLUTION NO. 2022-____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 47 TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078
APPROPRIATING $3,889,480 OF CALIFORNIA DEPARTMENT OF

TRANSPORTATION CLEAN CALIFORNIA LOCAL GRANT (CCLG) PROGRAM TO THE DOWNTOWN PARK PLAZA PROJECT 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
191 998

Community Development State &
Local
$3,889,480
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Increase (Decrease)
191-998-06-1200-14 State Grant Operating-Com Devel $ 3,889,480 Increase Expenditures
191-998-4873-07 Downtown Park Plaza (Caltrans) $3,889,480 Total $ 3,889,480 $ 3,889,480
THAT the purpose is to appropriate $3,889,480 of California Department of Transportation Clean California Local Grant (CCLG) Program to the Downtown Park Plaza Project for 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 2nd day of August, 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. 781 Attachment: ^Resolution - CCLG program funds (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) RESOLUTION NO. 2022-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING

AUTHORIZING ACCEPTANCE OF CLEAN CALIFORNIA LOCAL

GRANT FUNDS AND AUTHORIZING THE CITY MANAGER, OR

DESIGNEE, TO ACCEPT, AMEND AS NEEDED, AND IMPLEMENT THE

CLEAN CALIFORNIA GRANT PROGRAM
WHEREAS, the City of Redding (“City”) is eligible to receive State of California funding in the amount of $3,889,480 for certain transportation related worth through the California Department of Transportation; and
WHEREAS, in order to claim said funds through the Clean California Local Grant Program, the City must execute a Restricted Grant Agreement with the California Department of Transportation; and
WHEREAS, the City desires to accept all such grant funds and to delegate authorization to execute all grant agreements, any amendments to the same, and all other documents deemed necessary to implement the Clean California Grant Program; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL THAT:

1. The recitals set forth herein are true and correct.

2. All grant funds issued by the State of California through the Clean California Grant Program are hereby accepted.

3. The City Manager, or designee, is authorized to execute all grant agreements, any amendments thereto, and all other documents necessary to implement the Clean California Grant Program.

4. This Resolution shall take effect immediately upon its adoption by the City Council.

Packet Pg. 782 Attachment: ^Resolution - Clean California Grant Program (9.2(c)--Approve Agreements & Authorize Resolutions for North Block I HEREBY CERTIFY that the foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Redding on the 2 nd day of August, 2022, by the
following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

KRISTEN SCHREDER, Mayor
ATTEST: FORM APPROVED:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 783 Attachment: ^Resolution - Clean California Grant Program (9.2(c)--Approve Agreements & Authorize Resolutions for North Block RESOLUTION NO. 2022-____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 51ST AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078
APPROPRIATING $575,000 FOR REDDING ELECTRIC UTILITY TO REPLACE AND

UPGRADE CONDUCTORS AND DEVICES (RUUCD FUNDING) FOR THE NORTH BLOCK DEVELOPMENT 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
142 859

Electric Capital Outlay $575,000
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Decrease (Increase) Beginning Balance
142-859-01-0001-01 Redding Electric Utility $ 575,000
Increase Expenditures
142-859-3440-01 Underground Conductors and Devices $575,000 Total $ 575,000 $ 575,000
THAT the purpose is to appropriate $575,000 for Redding Electric Utility to replace and upgrade conductors and devices (RUUCD funding) for the North Block Development for the 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 2nd day of August, 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. 784 Attachment: ^Resolution - REU Fund Appropriation (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) RESOLUTION NO. 2022-________
A RESOLUTION ACCEPTING A SECTION 108 GUARANTEED LOAN
UNDER SECTION 108 OF THE HOUSING AND COMMUNITY
DEVELOPMENT ACT OF 1974, AS AMENDED, PLEDGING THE CITY
OF REDDING’S GENERAL FUND AS SECURITY, AND AUTHORIZING
BARRY TIPPIN, CITY MANAGER, TO EXECUTE A HUD SECTION 108

LOAN GUARANTEE CONTRACT, NOTE, AND RELATED
DOCUMENTS CONTAINING THAT PLEDGE.

WHEREAS, The City of Redding City Council, by resolution numbered 2022-___ authorized the City Manager to execute all necessary documents or contracts as might be required by HUD as support of a loan in the amount of an application for a $3,737,000 Section 108 Loan Guarantee for Block 7 Infrastructure Project and Downtown Façade Improvement Program and
WHEREAS, said resolution is hereby incorporated by reference; and WHEREAS, California Government Code sections 37103 and 53060 authorize cities to enter into agreements, including loan agreements, with the United States or any agency or department thereof for any lawful public purpose; and
WHEREAS, City of Redding has successfully obtained a commitment in the amount of $3,737,000 from the U.S. Department of Housing and Urban Development (“HUD”) for the Loan Guarantee; and
WHEREAS, HUD’s guarantee of the Note will be governed by a Contract for Loan Guarantee Assistance under Section 108 between the City and HUD (the “Contract”), in which this Resolution is incorporated by reference, and in which the City pledges Community Development Block Grants pursuant to 24 CFR 570.705(b)(2) and City of Redding’ General Fund for the repayment thereof:

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Redding as follows:

Section 1. The City Council hereby authorizes and directs the City Manager to execute any and all documents necessary to accept the loan guarantee referenced above and any subsequent notes.

Section 2. The Note constitutes a general indebtedness of the City and is payable from any money as is lawfully available and authorized or pledged by the City for the payment of principal of and interest on the Note, including but not limited to CDBG block grant funds pledged by the Borrower pursuant to 24 CFR 570.705(b)(2). For as long as the Note is Packet Pg. 785 Attachment: ^Resolution - CDBG Section 108 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) outstanding, the City irrevocably pledges that it shall, in the manner provided by law within the constitutional and statutory limitations provided by law without the assent of the voters, make the prompt payment of principal and interest on the Note as the same shall become due. The obligation of the City as Borrower to make payments under the Contract shall be payable first from CDBG block grant funds pledged by the Borrower pursuant to 24 CFR 570.705(b)(2).

Section 3. The City Council hereby irrevocably pledges CDBG block grant funds pledged by the Borrower pursuant to 24 CFR 570.705(b)(2) and the General Fund in support of all obligations of the City as Borrower under any notes executed by the City, up to the amount of HUD’s commitment for Section 108 Loan Guarantee Assistance, evidencing the Section 108 guaranteed loan for the City’s Block 7 Infrastructure and Downtown Façade Improvement Program pursuant to paragraph 15 of the related Contract for Section 108 Loan Guarantee Assistance between the City and HUD. This pledge shall be enforceable in mandamus against the City.

Section 4. The provisions of this resolution are declared to be separate and severable. If a court of competent jurisdiction, all appeals having been exhausted or all appeal periods having run, finds any provision of this resolution to be invalid or unenforceable as to any person or circumstance, such offending provision shall, if feasible, be deemed to be modified to be within the limits of enforceability or validity. However, if the offending provision cannot be so modified, it shall be null and void with respect to the particular person or circumstance, and all other provisions of this resolution in all other respects, and the offending provision with respect to all other persons and all other circumstances, shall remain valid and enforceable.

I HEREBY CERTIFY that the foregoing resolution was introduced and read at a regular meeting of the City Council of the City of Redding on the 2nd day of August 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 APPROVED:
_______ ___________________________________
PAMELA MIZE, City Clerk BARRY E. DeWalt, City Attorney
Packet Pg. 786 Attachment: ^Resolution - CDBG Section 108 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) SECTION 108 LOAN APPLICATION

CITY OF REDDING, CALIFORNIA
CITY OF REDDING – SECTION 108
[email protected]
Economic Development and Public Facilities Improvements in Downtown Redding
Updated July 15, 2022
Packet Pg. 787 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 1

GENERAL INFORMATION
City of Redding
777 Cypress Avenue
Redding, CA 96001
https://www.cityofredding.org/home

CHIEF ELECTED OFFICIAL
Kristen Schreder, Mayor
777 Cypress Avenue, Third Floor
Redding, CA 96001
[email protected]

STAFF CONTACTS
Barry Tippin, City Manager
777 Cypress Avenue, Third Floor
Redding, CA 96001
530.225.4060 [email protected]
Steve Bade, Assistant City Manager
Office of the City Manager - Housing
777 Cypress Avenue
Redding, CA 96001
530.245.7129 [email protected]
The City of Redding (City) receives Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funding on an annual entitlement basis from the United States Department of Housing and Urban Development (HUD). The City, incorporated on October 4, 1887, is a general law city formed under state legislative statutes and governed by a body of laws in the State Constitution. The Redding City Council consists of five council members elected “at large” for staggered four-year terms. The City operates under a Council-Manager form of government. The City Council members and the City Manager collectively review and approve the City’s Consolidated Plan, Action Plan and subsequent HUD-funded projects and activities. The City’s Housing and Community Development (HCD) section reviews and approves proposed projects/activities prior to the City Council and/or City Manager’s review. HCD is the designated division administering HUD funds on behalf of the City.

Packet Pg. 788 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 2
SECTION I:

Discussion of the proposed activities in the context of the Applicant’s community development objectives as included in the City of Redding’s (City) HUD Consolidated Plan As identified in the City’s 2015-19 HUD Consolidated Plan and subsequently in the 2020-24 HUD Consolidated Plan, within the Community Development category, it is the City’s goal to serve high-risk and special-needs populations within our jurisdiction through our public service activities and through infrastructure/facility improvement activities. Community development objectives primarily address increasing the accessibility of public facilities, improving infrastructure, providing economic development opportunities and providing social service and education. Specifically, improving infrastructure in the Downtown Redding target area is a goal identified in the 2021 Annual Action Plan. Infrastructure improvements will include, but are not limited to, sidewalks, streets and underground utilities within this designated Opportunity Zone.

These improvements will provide economic opportunity to this low to moderate income service area by creating commercial space that will create jobs and/or provide job retention for affordable housing residents; assist property owners with façade improvements to existing commercial buildings to improve their property by revitalizing their storefronts and in some cases creating new storefronts; and possibly eligible predevelopment categories.

Requested Amount of Section 108 Assistance
The Section 108 Loan Guarantee Program (Section 108) provides communities with a source of low-cost, long-term financing for economic and community development projects. The program is authorized under Section 108 of the Housing and Community Development Act of 1974 as the loan guarantee component of the CDBG Program. The City is requesting $3,737,000 in Section 108 to be repaid over a twenty (20) year loan term. Loan payments will be paid by using CDBG annual entitlement allocations. To secure the loan payments, the City will pledge its General Fund revenue.
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SECTION II: PROJECT SPECIFIC APPLICATION
Downtown Redding Development Summary / Project Information The Downtown Redding target area is exploding with revitalization efforts that include renovation of existing commercial and residential properties; the creation of new commercial and retail storefronts; and the development of approximately 200 new residential units. To accommodate the regeneration of Redding’s downtown core, the City’s infrastructure must transform to provide the necessary basic framework for the area. Underground utilities are being upsized and improved, streets are being reintroduced and parking facilities are being redeveloped to provide a centralized parking facility for the public as well as a variety of distributed outlying, public and private parking facilities.

Packet Pg. 789 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 3
In February 2021, in the core of Downtown Redding, the Redding Downtown Loop and Affordable Housing (RDLAH) Project, a partnership between Downtown Redding Investors, LP, a partnership between K2 Land and Investment, LLC (K2) and Community Revitalization and Development Corporation (CRDC), the (City) and the Shasta Regional Transportation Agency (SRTA) was completed. The total development cost of the RDLAH Project was approximately $44 million. In October 2016, the state of California Department of Housing and Community Development (HCD) Affordable Housing and Sustainable Communities (AHSC) Program announced that the City and Developer, as a co-applicant, were awarded $20 million for the RDLAH Project. The award included infrastructure grant funds in the amount of $14.1 million and affordable housing development loan funds in the amount of $5.8 million. In addition to the AHSC Program funding, federal and state tax credits, private financing, developer equity and affordable housing financing were combined to fund the project.

Market Center 2021 Photo
The RDLAH Project consists of the following:
 Demolition of a 60,000-square-foot vacant, dilapidated, commercial building located above a subterranean public parking facility. Portions of the commercial structure blocked abandoned street right-of-ways located in the hub of Downtown. In June 2018, the Developer demolished the commercial building and the public parking facility which facilitated the City’s purchase of the abandoned right-of-ways for the reintroduction of the Downtown street grid; Packet Pg. 790 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 4
 The City’s acquisition of and the subsequent reestablishment of the abandoned right-ofways for Market, Yuba and Butte Streets;  The City’s reconstruction of the Yuba (two-way) and Butte (one-way) Street connections to California Street and southbound Market Street connection from Tehama to Yuba Street collectively known as the Downtown Street Circulation Project. The Project included: extensive reconstruction of aging underground utilities including wastewater, water and electric; new sidewalks and street surfaces with a blend of concrete, asphalt concrete and concrete pavers; new street lights; and landscaping that compliments the new and existing aesthetics of the variety of projects being completed within Downtown. In December 2019, the Downtown Streets Circulation Project was awarded; construction began in February 2020; and the project was completed in February 2021;
 Market Center, is a four-story mixed-use project that contains approximately 22,000 square feet of first floor retail and commercial space with street-side gathering/dining plazas.

Eighty-two residential affordable housing units consisting of one-, two-, and three-bedrooms will occupy floors 2 through 4;
 Reconstruction of the former City-owned parking facility that was located under the vacant commercial space. The parking facility includes 83 public parking spaces with an additional 18 private spaces on the ground floor with access from the alley. In addition, reconstruction of the streets created approximately 50 new on-street parking spaces within the vicinity of the project, resulting in no net loss of parking in the downtown core.  In addition, the street reconstruction project included pedestrian and bike friendly improvements that are integrated into the reconstructed low-speed streets.

In September 2019, the Block 7 Net Zero Housing and Downtown Activation (Block 7) Project, the second phase of the RDLAH Project, began construction. The Block 7 Project includes AHSC Program elements that include: an Affordable Housing Development (AHD), Housing-Related Infrastructure, Sustainable Transportation infrastructure, and Transportation-Related Amenities.

Together, these elements (a mixed-use AHD site, complete streets, a multi-level parking structure, a pedestrian activated alley, 15,000 SF of public open space, and other features) continue the momentum established from the RDLAH Project in to help the community realize its vision, which is in alignment with the goals of the AHSC program. Similar to the RDLAH Project, the Block 7 Project is a collaboration between Downtown Redding Investors, LLC, the City, SRTA and a new partner, The McConnell Foundation (Foundation) joined the Development Team. The Foundation is a local, California nonprofit corporation.

As background, in October 2017, K2 and the Foundation submitted a request to partner with the City to apply for HCD AHSC and IIG Program funds and to negotiate a fair market value purchase agreement for City-owned property that contains a dilapidated 645 space parking structure. The subject parcels are commonly known as 1407 and 1641 California Street that include APNs 101- 790-034 and 101-790-033 and a portion of 101-790-032 (the Property). A location map of the Property divided into development Areas I, II and III further described below.

Packet Pg. 791 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 5

In June 2018, HCD awarded the City, the Foundation, and K2 AHSC Program funds in the amount of $19,959,536 for the development of the Block 7 Affordable Housing Project and IIG Program funds in the amount of $4,000,000 for a capital improvements project that includes the development of a multi-level parking facility that will be available to the public and support the Block 7 Affordable Housing Project and transit in the Downtown core. The project was the highest scoring in its category across the whole state - the Development Team represented far northern California well, as only 2 grants were awarded north of the Bay Area.

The complete redevelopment of the Property is commonly known as the Block 7 Project. The first phase of the redevelopment project was to demolish the existing parking structure. In November 2019, the demolition of the north end of the parking structure from Tehama Street to the mid-point of Area I was completed. In March 2020, the south end of the parking structure from the mid-point of Area I to Placer Street was completed. Subsequently, Areas I, II and III were backfilled to create the subgrades for the building pads for each subject Area.

Area I, the Block 7 Affordable Housing Project, consists of 78 affordable housing units and one manager’s unit for a total of 79 residential units, 7,785 square feet of commercial rental Packet Pg. 792 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 6
space, over 20,000 square feet of open space dedicated to urban greening, and parking infrastructure to support the overall development. The total development costs for the Affordable Housing Project portion is currently estimated at $70.1 million and 100% of this total is secured through enforceable funding commitments and soft debts. Currently, the project is under construction with an expected 18-month construction timeline.

Area II, the North Block Parking Project, consists of a mid-rise 5-story commercial tower, a multi-level parking structure with 400 parking spaces to support the development areas and a mixed-use building that includes first-floor retail and approximately eight to 12 units of marketrate housing to be built by the Development Team under a limited partnership. Area II will receive commercial rents from Shasta College, retail tenants, and market rate residential housing. The total development costs of Area II are currently estimated at $52 million.

Area III, the south block, has been developed into a surface parking lot containing approximately 115 parking spaces that is available to the public for a period of up to five years to support the small businesses and residents in the area.

In addition to the developments of Area I, II and III, other improvements within the Block 7 Project include: Butte and Yuba Streets being reintroduced from California Street to the east of the California Street alley ultimately connecting to the street improvements associated with the Downtown Streets Circulation Project which furthers the community’s efforts to restore the Downtown street grid; construction of an urban infill park east of the California Street alley between the south side of the Shasta College Downtown Campus Facility and east of Butte Street; and more than 2.5 miles of offsite context-sensitive bike and pedestrian infrastructure.

The RDLAH Project and the Block 7 Project accomplish a number of goals contained in the Downtown Redding Community-Based Transportation Plan and the Downtown Redding Specific Plan. The Parking Action Plan component of the Transportation Plan states that “as new mixeduse developments occur in Downtown Redding, the City desires to seek public/private partnerships and funding opportunities for capital improvement projects that will replace or create new parking facilities that complement new developments.” The Specific Plan’s vision “is to create a revitalized Downtown Redding that is attractive, safe, economically vibrant and respectful of historical and natural resources. It should have a lively mix of pedestrian- and bicycle-oriented shops, housing, workplaces, parks and civic facilities, inviting residents and visitors alike.” The projects identified further the restoration of the downtown street grid, create a new parking structure, provide market-rate and affordable housing units, create lively common and public spaces and stimulate additional investment in Downtown Redding.

Utilizing Section 108 Loan funds to assist with the City financing the public infrastructure portion of the Block 7 Project includes sidewalks, streets and underground utilities in the Downtown Redding Target Area to support existing and newly created commercial space thereby retaining and/or creating jobs; assist property owners with facade improvements to existing commercial Packet Pg. 793 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 7
buildings to improve their property by revitalizing their storefronts and in some cases creating new storefronts; and other eligible predevelopment categories (no acquisition, but would like to consider design, engineering, or construction management). Activities eligible under 24 CFR 570.703(f)(2) and 24 CFR 570.703(i) pursuant to 24 CFR 570.203; and 24 CFR 570.200 (f).

TIMELINE/PROGRESS: The North Block multi-level parking facility is approximately 80% complete - it is anticipated that the parking structure will be completed in January 2022.

The North Block commercial tower is under construction - currently they are building the foundation with an anticipated project completion date of December 2022.

The Block 7 Affordable Housing Project was awarded 4% tax credits and the financing close was in November 2020. Construction is underway and the foundation is being built with the overall construction progress of 28 percent.

Along with the development of the North Block parking facility and the Block 7 Affordable Housing Project, the following are in the design phase:

1. The civil engineering infrastructure design to support these projects, such as, underground utilities (water, waste water, storm drain and electric) is complete.

2. The reintroduction of Butte and Yuba Streets and the streetscape fit and finish design from the California Street alley to California Street are 100% complete with construction started in spring 2022.

3. The fit and finish architectural design for the widening of the California Street alley, increasing the width from its current 20-feet to 33-feet from Tehama Street to Placer Street, is 100% complete with construction started in spring 2022.

4. The Trinity Bikeway Offsite bike and pedestrian trail connections to Downtown are approximately 60% complete with construction slated to start in the fall 2022.

Overall, considering all of the funding sources, all of the Block 7 Projects will be completed by July 2023.

The picture below demonstrates the North Block (Commercial Tower, Parking and Market-Rate Housing Projects) and the Block 7 Affordable Housing Project:

Packet Pg. 794 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 8

FORMS OF ASSISTANCE
Proceeds in the amount of $2,800,000 of the Section 108 Loan will be used to fund publiclyowned, off-site infrastructure and HUD closing costs. The City will facilitate the Section 108 Loan infrastructure project procurement, contracting and construction process in coordination with our Block 7 development team and their respective Block 7 Projects.

This use of the Section 108 funds will meet the national objective of benefiting all residents in the Downtown core project area and service area where at least 51 percent of the residents are LMI persons.

The remaining portion of the Section 108 Loan, $700,000 will be utilized to leverage private equity and local bank financing to assist property owners, with façade improvements to their existing commercial buildings to improve their property by revitalizing their storefronts and in some cases creating new storefronts. The purpose of the Program is to promote joint public/private action and investment which will complement and enhance revitalization efforts in the Eligible Project Areas through the provision of a Facade Preservation Covenant for improvements made to existing structures. Owners of commercial properties whose properties are: (1) located within an Eligible Project Area; and (2) improved with a structure(s) more than 10 years old and has a storefront which has not been subject to a Façade Preservation Covenant or Storefront Improvement Loan within the last 10 years. The Program also addresses the City’s Packet Pg. 795 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 9
goals of promoting and assisting the development of needed retail and commercial activities and undertaking beautification efforts to eliminate visual blight within the City’s downtown core.

Eligible property owners will apply through the City’s Façade Preservation/Creation Program and be located within or adjacent to the Market Street Promenade area which is the area bordered between California Street to the west to Pine Street to the east; Tehama Street to the north and Placer Street to the south.

The Façade Preservation/Creation Program requires each eligible property owner to convey a Facade Preservation Covenant to the City which will place certain terms and conditions on the development and maintenance of the property/building facade for a three-year term. A Facade Preservation Covenant at a value of up to 50% of eligible improvement costs, up to a maximum value of $100,000 and a minimum value of $10,000, may be purchased by the City. The City will analyze each application and negotiate loan terms that may include a forgivable, deferred or partially amortized loan for a term of 10 to 30 years, depending on the financial analysis findings.

As loans are repaid, the City will apply the payments to the outstanding Section 108 Loan balance.

To ensure compliance with Appendix A to Part 570 - Guidelines and Objectives for Evaluating Project Costs and Financial Requirements, the City shall follow federal procurement rules when purchasing services, supplies, materials, or equipment. The applicable federal regulations are contained in 24 CFR Part 85.

Depending on the scarcity of the item or service desired, and the size of the purchase, different methods of procurement are available. Simple purchases are managed with the Small Purchase Procedures, while the three more complex procurement processes all require following a formal solicitation process in addition to the procedural process of the specific procurement method. (Small purchase procedures, Sealed bids procurement, Competitive proposal procurement, Noncompetitive proposal procurement)
A cost or price analysis is made and documented in connection with every procurement action, including contract modifications, and must be available for review upon request by the City. A cost or price analysis may be accomplished in various ways, including the comparison of price quotations submitted, market prices, and similar indicia, together with discounts. Cost analysis is the review and evaluation of each element of cost to determine reasonableness, allocability and allowability.

Procurement records for each purchase are maintained and at a minimum include:
a. Rationale for selecting both the method of procurement and the type of contract; b. The basis for contractor selection or rejection;
c. Justification for lack of competition when competitive bids or offers are not obtained; and d. The basis for the award cost or price.

This use of the Section 108 funds will meet the national objective of benefiting low- and moderate-income families through the creation of permanent jobs. To qualify as a job creation Packet Pg. 796 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 10
or retention activity, 24 CFR 570.208(a)(4) requires that the project “create or retain permanent jobs where at least 51 percent of the jobs, computed on a full-time equivalent basis, involve the employment of low-and moderate-income persons." The City will make a condition of any entity or business purchasing or leasing property in the Project to collect CDBG required information from their employees. The City will use this documentation to verify that at least 51% of the permanent FTE hired after Section 108 loan disbursements will be held by low- and moderateincome persons. The City anticipates that 20 FTE job will be created or retained under the Façade Preservation/Creation Program.

INFORMATION ON ORGANIZATIONAL ARRANGEMENTS
The City’s Housing and Community Development (HCD) Division is the designated administrator of CDBG funding and will be the administrator of the Section 108 Loan proceeds for the Block 7 Project and for each Façade Preservation/Creation Program applicant. The City’s HCD Division has been administering CDBG funds since 1974 and has performed well every year.

For the Block 7 Project and the North Block Parking Project, the City is in partnership with the Developer as further defined in the Development Agreements and the AHSC and IIG Standard Agreements. As part of the Block 7 Affordable Housing Project and the North Block Parking Project, a purchase agreement was negotiated and City-owned parcels (Areas I, II and III) were purchased at fair market value and transferred to the Block 7 Land Acquisition Company. As contemplated, Butte Street and Yuba Street from the California-Market Street Alley will be reintroduced/developer and the California-Market Street Alley will be redeveloped into a pedestrian-oriented space. The infrastructure associated with these City-owned streets and alley will be developed with a variety of funding sources, including the subject Section 108 Loan. This noted infrastructure is an integral part of creating new commercial space and reforming existing vacant commercial space to create and/or retain jobs.

Packet Pg. 797 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 11

INFORMATION FOR FINANCIAL UNDERWRITING
BLOCK 7 STREETS AND CIRCULATION PROJECT BUDGET
Item Description Total Costs
1 Project Operation Items $ 331,250.00
2 Demolition $ 1,168,115.00
3 Concrete Sidewalk, Curb & Gutter $ 1,339,737.00
4 Signs & Striping $ 140,530.00
5 Street Surfacing $ 2,872,825.00
6 Landscaping $ 750,000.00
Subtotal $ 6,602,457.00
Contingency, General Conditions, P&O $ 2,272,020.81
Total $ 8,874,477.81
Item Description Total Costs
1 Project Operation Items $ 106,250.00
2 Storm Drain $ 587,530.00
Subtotal $ 693,780.00
Contingency, General Conditions, P&O $ 431,759.56
Total $ 1,125,539.56
Item Description Total Costs
1 Project Operation Items $ 106,250.00
2 Water Line Improvements $ 621,820.00
Subtotal $ 728,070.00
Contingency, General Conditions, P&O $ 442,439.20
Total $ 1,170,509.20
Item Description Total Costs
1 Project Operation Items $ 106,250.00
2 Lighting & Transformer Improvements $ 1,250,000.00
Subtotal $ 1,356,250.00
Contingency, General Conditions, P&O $ 638,086.26
Total $ 1,994,336.26
$ 13,164,862.83
AHSC $ 4,581,000.00
REU $ 1,000,000.00
FINANCING GAP $ 7,583,862.83
Total Streets and Circulation Project Costs
Sources and Uses
City of Redding STREETS Estimate
City of Redding STORM DRAIN Estimate
City of Redding WATER Estimate
City of Redding REU Estimate
Packet Pg. 798 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 12
The chart above notes the Block 7 Streets and Circulation Project Budget that includes the replacement of the antiquated underground water, storm drain, electric and communication utilities and completes the extension of Butte and Yuba Streets from the California/Market Street alley to California Street. The finish surface of the streets is a blend of paver sections and asphalt with landscape accents to create a welcoming space for people to gather. To date, funding for the Block 7 Streets and Circulation Project include funding from an AHSC Loan and Redding Electric Utility funding that leave a financing gap of $6.5 million. As proposed, the City would like to utilize $2.8 million of Section 108 Loan Funds to assist with the noted financing gap.

Specifically, Section 108 funds will be applied to Item 5, Street Surfacing, as shown in the above budget chart. The remaining financing may be funded by City enterprise funds and/or Economic Development Administration funding. The City is actively pursing FY 2020 EDA Public Works and Economic Adjustment Assistance Programs including CARES Act funding in the amount of $4,740,000. We are confident our application will be successful as the Block 7 Streets and Circulation Project meets the EDA’s Public Works program goal of helping distressed communities revitalize, expand, and upgrade their physical infrastructure. Completion of the project will enable the City of Redding to attract new industry, encourage business expansion, diversify local economies, and generate or retain long-term, private-sector jobs and investment through the infrastructure improvements needed for the successful establishment or expansion of commercial enterprises.

Façade Preservation/Creation Program:

The remaining Section 108 Loan funds of $700,000 will be used to leverage other private equity and local bank financing in an equal amount to create a total Façade Preservation/Creation Program fund of $1.4 million. Each application will be financially analyzed – reviewing financial statements and pro forma cash flow – to determine the type and (forgiven, deferred or amortized) and term of each Façade Program Loan. The Program utilizes a Facade Preservation Covenant as the mechanism for the City to acquire the property owners covenant to preserve in the same character, quality, and condition as that which was in place on the Project Site on the day the Agency purchased the Facade Preservation Covenant from the Participant, for a minimum of five (5) years, the improvements approved by this Program and as agreed to in the Facade Preservation Covenant. Façade Covenants will be secured to each property and monitored annually by HCD staff to ensure compliance and performance.

Repayment Schedule:

The total amount of the proposed loan is $3,737,000. The City is requesting a twenty-year repayment term beginning the month following the first disbursement of the loan. The average yearly repayment is estimated to be $186,850. The payment is projected/calculated using the three-month treasury bill auction rate on June 30, 2022 of 1.75 plus 0.35%.

Packet Pg. 799 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 13
The primary source of repayment will be a portion of the City’s annual CDBG entitlement ($747,542 in fiscal year 2022-23). As an entitlement jurisdiction, the City of Redding reasonably expects to continue to receive sufficient CDBG allocations in the future to allow comfortable repayment of this loan based on the requested loan terms. A repayment schedule is attached to this application.

Pledge of Security and General Fund Collateral:

Security for the loan shall be in the form of a City Council Resolution accepting a Section 108 Guaranteed Loan under Section 108 of the Housing and Community Development Act of 1974, as amended, pledging the City of Redding’s general fund as security, and authorizing the City Manager, to execute a HUD Section 108 Loan Guarantee Contract, Note, and related documents containing that pledge. The City is offering general fund revenue, consisting of sales tax and property tax revenue, as collateral for the loan. The pledging of these funds is not an obligation that would require any set aside into a separate account. The pledge assures that there is sufficient revenue held by the City to cover CDBG 108 loan payments should the CDBG revenue stream cease to exist. The value of general fund collateral would equal the value loan payments for one year with a replenishment provision.

INFORMATION FOR PROGRAM REQUIREMENTS
The Block 7 Project reintroduces Yuba and Butte Streets that ultimately creates access to new commercial space on the first floor of the Block 7 Affordable Housing Project and facilitates the development of residential units available to low- and moderate-income households on the second, third and fourth floors; and creates access to the commercial space being created within the North Block Project. In addition, the combination of the RDLAH Project and Block 7 Project will fully reintroduce the streets within Market Street Promenade area and activates the California Street alley, thereby creating better access for pedestrians, automobiles and bikes that will create a need to reprogram and revitalize commercial spaces that have been vacant or underutilized for the last 40+ years. The Section 108 Loan funds will be used to meet the CDBG National Objective of Low/Moderate Income Jobs (LMJ) for the Façade Program and Low/Moderate Income Area (LMA) for the infrastructure project (this is a Opportunity Zone). The associated activities proposed include:
i. assisting with the financing of the sidewalks, streets, parking improvements and underground utilities to enable the commercial space to be developed thereby creating jobs and/or job retention; and to assist with the development of Cityowned property to facilitate the development of affordable housing (24 CFR 570.703(f)(2) and 24 CFR 570.201(c));
ii. assist property owners with façade improvements to existing commercial buildings that include predevelopment and construction improvements that revitalize existing storefronts or create new storefronts (24 CFR 570.703(i)); Packet Pg. 800 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CITY OF REDDING – SECTION 108 14
iii. Section 108 Loan repayment, interest and costs of financing (24 CFR 570.705(c) and 24 CFR 570.703(c))
CITIZEN PARTICIPATION PLAN SPECIFICALLY FOR THE SECTION 108 APPLICATION During 2019-20, in preparation for the HUD Consolidated Plan and Annual Action Plan, the City conducted a public hearing on May 5, 2020. The Section 108 Application was considered as part of the 5-Year Consolidated Plan and PY 2020, PY 2021 and 2022 Annual Action Plans. No public comments were received.

Prior to the public hearings for the new Consolidated Plan, the City conducted public hearings in 2019 for the Section 108 Application, as well as multiple public workshops/meetings for the Block 7 Project from June 2017 to September 2019.

SUMMARY
The City respectfully submits its preliminary request for conceptual approval of its intended use of a Section 108 loan guarantee in the amount of $3,737,000. As noted earlier, these projects support the strategic plan goals in the City of Redding’s 2020-24 Consolidated Plan and are eligible under the LMJ National Objective. As an entitlement jurisdiction, the City is confident of its ability to repay the funds using future annual entitlement funds in conjunction with any program income generated from our loan portfolio, and intends to secure the Section 108 Loan funds using a pledge of general fund revenue.

Packet Pg. 801 Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Block Development) CDBG Section 108 Loan CDBG Section 108 Loan Budget ‐ Payments Once Final Financing August 1st Interest + Principal
Interest Interest Fiscal Interest Principal 2% $70 Fiscal Year Total CDBG February 1st Interest Rate Month Year Year Draw Interest Payment Payment Balance Yr Draw Fee Fee Cash Ending Interest Principal Grant required 7/24/2022 2022 2023 2,800,000 2,800,000.00 2,800,000 56,000 70 2,743,930 2023 (48,992.13)          ‐ (48,992.13) Variable Financing 2 2.10% 8/24/2022 2022 2023 4,993.97    ‐ 2,800,000.00                ‐            ‐            ‐ 2024 (75,735.67) (186,850.00) (262,585.67) Quarterly Interest payment required 2 2.10% 9/24/2022 2022 2023 4,993.97    ‐ 2,800,000.00                ‐            ‐            ‐ 2025 (71,607.57) (186,850.00) (258,457.57) Due seven days prior to:
2 2.10% 10/24/2022 2022 2023 4,832.88 (14,820.82)    ‐ 2,800,000.00                ‐            ‐            ‐ 2026 (67,683.70) (186,850.00) (254,533.70) February 1st January 24th2 2.10% 11/24/2022 2022 2023 4,993.97    ‐ 2,800,000.00                ‐            ‐            ‐ 2027 (63,759.89) (186,850.00) (250,609.89) May 1st April 24th 2 2.10% 12/24/2022 2022 2023 4,832.88    ‐ 2,800,000.00                ‐            ‐            ‐ 2028 (59,997.29) (186,850.00) (246,847.29) August 1st July 24th 2 2.10% 1/24/2023 2023 2023 937,000 4,993.97 (14,820.82) 3,737,000.00 937,000 18,740 70 918,190 2029 (55,912.19) (186,850.00) (242,762.19) November 1st October 24th 2 2.10% 2/24/2023 2023 2023 6,665.17    ‐ 3,737,000.00                ‐            ‐            ‐ 2030 (51,988.34) (186,850.00) (238,838.34) 2 2.10% 3/24/2023 2023 2023 6,020.15    ‐ 3,737,000.00                ‐            ‐            ‐ 2031 (48,064.47) (186,850.00) (234,914.47) 2 2.10% 4/24/2023 2023 2023 6,665.17 (19,350.49)    ‐ 3,737,000.00                ‐            ‐            ‐ 2032 (44,258.86) (186,850.00) (231,108.86) 2 2.10% 5/24/2023 2023 2023 6,450.16    ‐ 3,737,000.00                ‐            ‐            ‐ 2033 (40,216.74) (186,850.00) (227,066.74) 2 2.10% 6/24/2023 2023 2023 6,665.17    ‐ 3,737,000.00                ‐            ‐            ‐ 2034 (36,292.93) (186,850.00) (223,142.93) 2 2.10% 7/24/2023 2023 2024 6,450.16 (19,565.49) (186,850.00) 3,550,150.00                 ‐ 1                ‐            ‐            ‐ 2035 (32,369.09) (186,850.00) (219,219.09) 2 2.10% 8/24/2023 2023 2024 6,331.91    ‐ 3,550,150.00                ‐            ‐            ‐ 2036 (28,520.50) (186,850.00) (215,370.50) 2 2.10% 9/24/2023 2023 2024 6,331.91    ‐ 3,550,150.00                ‐            ‐            ‐ 2037 (24,521.38) (186,850.00) (211,371.38) 2 2.10% 10/24/2023 2023 2024 6,127.66 (18,791.48)    ‐ 3,550,150.00                ‐            ‐            ‐ 2038 (20,597.51) (186,850.00) (207,447.51) 2 2.10% 11/24/2023 2023 2024 6,331.91    ‐ 3,550,150.00                ‐            ‐            ‐ 2039 (16,673.64) (186,850.00) (203,523.64) 2 2.10% 12/24/2023 2023 2024 6,127.66    ‐ 3,550,150.00                ‐            ‐            ‐ 2040 (12,782.08) (186,850.00) (199,632.08) 2 2.10% 1/24/2024 2024 2024 6,331.91 (18,791.48)    ‐ 3,550,150.00                ‐            ‐            ‐ 2041 (8,826.00) (186,850.00) (195,676.00) 2 2.10% 2/24/2024 2024 2024 6,331.91    ‐ 3,550,150.00                ‐            ‐            ‐ 2042 (4,902.15) (186,850.00) (191,752.15) 2 2.10% 3/24/2024 2024 2024 5,923.40    ‐ 3,550,150.00                ‐            ‐            ‐ 2043 (978.28) (186,850.00) (187,828.28) 2 2.10% 4/24/2024 2024 2024 6,331.91 (18,587.22)    ‐ 3,550,150.00                ‐            ‐            ‐ 2044                       ‐ ‐                       ‐ 2 2.10% 5/24/2024 2024 2024 6,127.66    ‐ 3,550,150.00                ‐            ‐            ‐ 2 2.10% 6/24/2024 2024 2024 6,331.91    ‐ 3,550,150.00                ‐            ‐            ‐ Total (814,680.41) (3,737,000.00) (4,551,680.41) 2 2.10% 7/24/2024 2024 2025 6,127.66 (18,587.23) (186,850.00) 3,363,300.00                 ‐ 2                ‐            ‐            ‐ 2 2.10% 8/24/2024 2024 2025 5,998.65    ‐ 3,363,300.00                ‐            ‐            ‐ 2 2.10% 9/24/2024 2024 2025 5,998.65    ‐ 3,363,300.00                ‐            ‐            ‐ 2 2.10% 10/24/2024 2024 2025 5,805.15 (17,802.45)    ‐ 3,363,300.00                ‐            ‐            ‐ 2 2.10% 11/24/2024 2024 2025 5,998.65    ‐ 3,363,300.00                ‐            ‐            ‐ 2 2.10% 12/24/2024 2024 2025 5,805.15 3,363,300.002 2.10% 1/24/2025 2025 2025 5,998.65 (17,802.45) 3,363,300.002 2.10% 2/24/2025 2025 2025 5,998.65 3,363,300.002 2.10% 3/24/2025 2025 2025 5,418.14 3,363,300.002 2.10% 4/24/2025 2025 2025 5,998.65 (17,415.44) 3,363,300.00 2 2.10% 5/24/2025 2025 2025 5,805.15 3,363,300.002 2.10% 6/24/2025 2025 2025 5,998.65 3,363,300.002 2.10% 7/24/2025 2025 2026 5,805.15 (17,608.95) (186,850.00) 3,176,450.00 3 2 2.10% 8/24/2025 2025 2026 5,665.39 3,176,450.002 2.10% 9/24/2025 2025 2026 5,665.39 3,176,450.002 2.10% 10/24/2025 2025 2026 5,482.64 (16,813.42) 3,176,450.002 2.10% 11/24/2025 2025 2026 5,665.39 3,176,450.002 2.10% 12/24/2025 2025 2026 5,482.64 3,176,450.002 2.10% 1/24/2026 2026 2026 5,665.39 (16,813.42) 3,176,450.002 2.10% 2/24/2026 2026 2026 5,665.39 3,176,450.002 2.10% 3/24/2026 2026 2026 5,117.13 3,176,450.002 2.10% 4/24/2026 2026 2026 5,665.39 (16,447.91) 3,176,450.002 2.10% 5/24/2026 2026 2026 5,482.64 3,176,450.002 2.10% 6/24/2026 2026 2026 5,665.39 3,176,450.002 2.10% 7/24/2026 2026 2027 5,482.64 (16,630.67) (186,850.00) 2,989,600.00 4 2 2.10% 8/24/2026 2026 2027 5,332.14 2,989,600.002 2.10% 9/24/2026 2026 2027 5,332.14 2,989,600.002 2.10% 10/24/2026 2026 2027 5,160.13 (15,824.41) 2,989,600.002 2.10% 11/24/2026 2026 2027 5,332.14 2,989,600.002 2.10% 12/24/2026 2026 2027 5,160.13 2,989,600.00 2 2.10% 1/24/2027 2027 2027 5,332.14 (15,824.41) 2,989,600.002 2.10% 2/24/2027 2027 2027 5,332.14 2,989,600.002 2.10% 3/24/2027 2027 2027 4,816.12 2,989,600.002 2.10% 4/24/2027 2027 2027 5,332.14 (15,480.40) 2,989,600.002 2.10% 5/24/2027 2027 2027 5,160.13 2,989,600.002 2.10% 6/24/2027 2027 2027 5,332.14 2,989,600.002 2.10% 7/24/2027 2027 2028 5,160.13 (15,652.40) (186,850.00) 2,802,750.00 5 2 2.10% 8/24/2027 2027 2028 4,998.88 2,802,750.002 2.10% 9/24/2027 2027 2028 4,998.88 2,802,750.002 2.10% 10/24/2027 2027 2028 4,837.62 (14,835.38) 2,802,750.00 2 2.10% 11/24/2027 2027 2028 4,998.88 2,802,750.002 2.10% 12/24/2027 2027 2028 4,837.62 2,802,750.002 2.10% 1/24/2028 2028 2028 4,998.88 (14,835.38) 2,802,750.002 2.10% 2/24/2028 2028 2028 4,998.88 2,802,750.002 2.10% 3/24/2028 2028 2028 4,676.37 2,802,750.002 2.10% 4/24/2028 2028 2028 4,998.88 (14,674.13) 2,802,750.002 2.10% 5/24/2028 2028 2028 4,837.62 2,802,750.002 2.10% 6/24/2028 2028 2028 4,998.88 2,802,750.002 2.10% 7/24/2028 2028 2029 4,837.62 (14,674.12) (186,850.00) 2,615,900.00 6 2 2.10% 8/24/2028 2028 2029 4,665.62 2,615,900.00
2 2.10% 9/24/2028 2028 2029 4,665.62 2,615,900.002 2.10% 10/24/2028 2028 2029 4,515.12 (13,846.36) 2,615,900.002 2.10% 11/24/2028 2028 2029 4,665.62 2,615,900.002 2.10% 12/24/2028 2028 2029 4,515.12 2,615,900.002 2.10% 1/24/2029 2029 2029 4,665.62 (13,846.36) 2,615,900.002 2.10% 2/24/2029 2029 2029 4,665.62 2,615,900.00 Packet Pg. 802
Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North CDBG Section 108 Loan CDBG Section 108 Loan Budget ‐ Payments Once Final Financing August 1st Interest + Principal
Interest Interest Fiscal Interest Principal 2% $70 Fiscal Year Total CDBG February 1st Interest Rate Month Year Year Draw Interest Payment Payment Balance Yr Draw Fee Fee Cash Ending Interest Principal Grant required 2 2.10% 3/24/2029 2029 2029 4,214.11 2,615,900.002 2.10% 4/24/2029 2029 2029 4,665.62 (13,545.35) 2,615,900.002 2.10% 5/24/2029 2029 2029 4,515.12 2,615,900.002 2.10% 6/24/2029 2029 2029 4,665.62 2,615,900.002 2.10% 7/24/2029 2029 2030 4,515.12 (13,695.86) (186,850.00) 2,429,050.00 7 2 2.10% 8/24/2029 2029 2030 4,332.36 2,429,050.002 2.10% 9/24/2029 2029 2030 4,332.36 2,429,050.002 2.10% 10/24/2029 2029 2030 4,192.61 (12,857.33) 2,429,050.00 2 2.10% 11/24/2029 2029 2030 4,332.36 2,429,050.002 2.10% 12/24/2029 2029 2030 4,192.61 2,429,050.002 2.10% 1/24/2030 2030 2030 4,332.36 (12,857.33) 2,429,050.002 2.10% 2/24/2030 2030 2030 4,332.36 2,429,050.002 2.10% 3/24/2030 2030 2030 3,913.10 2,429,050.00 2 2.10% 4/24/2030 2030 2030 4,332.36 (12,577.82) 2,429,050.002 2.10% 5/24/2030 2030 2030 4,192.61 2,429,050.002 2.10% 6/24/2030 2030 2030 4,332.36 2,429,050.002 2.10% 7/24/2030 2030 2031 4,192.61 (12,717.58) (186,850.00) 2,242,200.00 82 2.10% 8/24/2030 2030 2031 3,999.10 2,242,200.002 2.10% 9/24/2030 2030 2031 3,999.10 2,242,200.002 2.10% 10/24/2030 2030 2031 3,870.10 (11,868.30) 2,242,200.002 2.10% 11/24/2030 2030 2031 3,999.10 2,242,200.002 2.10% 12/24/2030 2030 2031 3,870.10 2,242,200.002 2.10% 1/24/2031 2031 2031 3,999.10 (11,868.30) 2,242,200.002 2.10% 2/24/2031 2031 2031 3,999.10 2,242,200.002 2.10% 3/24/2031 2031 2031 3,612.09 2,242,200.002 2.10% 4/24/2031 2031 2031 3,999.10 (11,610.29) 2,242,200.002 2.10% 5/24/2031 2031 2031 3,870.10 2,242,200.002 2.10% 6/24/2031 2031 2031 3,999.10 2,242,200.002 2.10% 7/24/2031 2031 2032 3,870.10 (11,739.30) (186,850.00) 2,055,350.00 92 2.10% 8/24/2031 2031 2032 3,665.84 2,055,350.002 2.10% 9/24/2031 2031 2032 3,665.84 2,055,350.002 2.10% 10/24/2031 2031 2032 3,547.59 (10,879.27) 2,055,350.002 2.10% 11/24/2031 2031 2032 3,665.84 2,055,350.00 2 2.10% 12/24/2031 2031 2032 3,547.59 2,055,350.002 2.10% 1/24/2032 2032 2032 3,665.84 (10,879.27) 2,055,350.002 2.10% 2/24/2032 2032 2032 3,665.84 2,055,350.002 2.10% 3/24/2032 2032 2032 3,429.34 2,055,350.002 2.10% 4/24/2032 2032 2032 3,665.84 (10,761.02) 2,055,350.002 2.10% 5/24/2032 2032 2032 3,547.59 2,055,350.002 2.10% 6/24/2032 2032 2032 3,665.84 2,055,350.002 2.10% 7/24/2032 2032 2033 3,547.59 (10,761.02) (186,850.00) 1,868,500.00 10 2 2.10% 8/24/2032 2032 2033 3,332.58 1,868,500.002 2.10% 9/24/2032 2032 2033 3,332.58 1,868,500.002 2.10% 10/24/2032 2032 2033 3,225.08 (9,890.24) 1,868,500.00 2 2.10% 11/24/2032 2032 2033 3,332.58 1,868,500.002 2.10% 12/24/2032 2032 2033 3,225.08 1,868,500.002 2.10% 1/24/2033 2033 2033 3,332.58 (9,890.24) 1,868,500.002 2.10% 2/24/2033 2033 2033 3,332.58 1,868,500.002 2.10% 3/24/2033 2033 2033 3,010.08 1,868,500.002 2.10% 4/24/2033 2033 2033 3,332.58 (9,675.24) 1,868,500.002 2.10% 5/24/2033 2033 2033 3,225.08 1,868,500.002 2.10% 6/24/2033 2033 2033 3,332.58 1,868,500.002 2.10% 7/24/2033 2033 2034 3,225.08 (9,782.74) (186,850.00) 1,681,650.00 11 2 2.10% 8/24/2033 2033 2034 2,999.33 1,681,650.002 2.10% 9/24/2033 2033 2034 2,999.33 1,681,650.002 2.10% 10/24/2033 2033 2034 2,902.57 (8,901.23) 1,681,650.002 2.10% 11/24/2033 2033 2034 2,999.33 1,681,650.002 2.10% 12/24/2033 2033 2034 2,902.57 1,681,650.002 2.10% 1/24/2034 2034 2034 2,999.33 (8,901.23) 1,681,650.002 2.10% 2/24/2034 2034 2034 2,999.33 1,681,650.002 2.10% 3/24/2034 2034 2034 2,709.07 1,681,650.002 2.10% 4/24/2034 2034 2034 2,999.33 (8,707.73) 1,681,650.002 2.10% 5/24/2034 2034 2034 2,902.57 1,681,650.002 2.10% 6/24/2034 2034 2034 2,999.33 1,681,650.002 2.10% 7/24/2034 2034 2035 2,902.57 (8,804.47) (186,850.00) 1,494,800.00 122 2.10% 8/24/2034 2034 2035 2,666.07 1,494,800.002 2.10% 9/24/2034 2034 2035 2,666.07 1,494,800.002 2.10% 10/24/2034 2034 2035 2,580.07 (7,912.21) 1,494,800.002 2.10% 11/24/2034 2034 2035 2,666.07 1,494,800.002 2.10% 12/24/2034 2034 2035 2,580.07 1,494,800.002 2.10% 1/24/2035 2035 2035 2,666.07 (7,912.21) 1,494,800.002 2.10% 2/24/2035 2035 2035 2,666.07 1,494,800.002 2.10% 3/24/2035 2035 2035 2,408.06 1,494,800.002 2.10% 4/24/2035 2035 2035 2,666.07 (7,740.20) 1,494,800.00 2 2.10% 5/24/2035 2035 2035 2,580.07 1,494,800.002 2.10% 6/24/2035 2035 2035 2,666.07 1,494,800.002 2.10% 7/24/2035 2035 2036 2,580.07 (7,826.21) (186,850.00) 1,307,950.00 132 2.10% 8/24/2035 2035 2036 2,332.81 1,307,950.002 2.10% 9/24/2035 2035 2036 2,332.81 1,307,950.002 2.10% 10/24/2035 2035 2036 2,257.56 (6,923.18) 1,307,950.00 Packet Pg. 803
Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North CDBG Section 108 Loan CDBG Section 108 Loan Budget ‐ Payments Once Final Financing August 1st Interest + Principal
Interest Interest Fiscal Interest Principal 2% $70 Fiscal Year Total CDBG February 1st Interest Rate Month Year Year Draw Interest Payment Payment Balance Yr Draw Fee Fee Cash Ending Interest Principal Grant required 2 2.10% 11/24/2035 2035 2036 2,332.81 1,307,950.002 2.10% 12/24/2035 2035 2036 2,257.56 1,307,950.002 2.10% 1/24/2036 2036 2036 2,332.81 (6,923.18) 1,307,950.002 2.10% 2/24/2036 2036 2036 2,332.81 1,307,950.002 2.10% 3/24/2036 2036 2036 2,182.31 1,307,950.002 2.10% 4/24/2036 2036 2036 2,332.81 (6,847.93) 1,307,950.002 2.10% 5/24/2036 2036 2036 2,257.56 1,307,950.002 2.10% 6/24/2036 2036 2036 2,332.81 1,307,950.002 2.10% 7/24/2036 2036 2037 2,257.56 (6,847.93) (186,850.00) 1,121,100.00 14 2 2.10% 8/24/2036 2036 2037 1,999.55 1,121,100.002 2.10% 9/24/2036 2036 2037 1,999.55 1,121,100.002 2.10% 10/24/2036 2036 2037 1,935.05 (5,934.15) 1,121,100.00 2 2.10% 11/24/2036 2036 2037 1,999.55 1,121,100.00
2 2.10% 12/24/2036 2036 2037 1,935.05 1,121,100.002 2.10% 1/24/2037 2037 2037 1,999.55 (5,934.15) 1,121,100.002 2.10% 2/24/2037 2037 2037 1,999.55 1,121,100.002 2.10% 3/24/2037 2037 2037 1,806.05 1,121,100.002 2.10% 4/24/2037 2037 2037 1,999.55 (5,805.15) 1,121,100.002 2.10% 5/24/2037 2037 2037 1,935.05 1,121,100.002 2.10% 6/24/2037 2037 2037 1,999.55 1,121,100.002 2.10% 7/24/2037 2037 2038 1,935.05 (5,869.65) (186,850.00) 934,250.00 152 2.10% 8/24/2037 2037 2038 1,666.29 934,250.00 2 2.10% 9/24/2037 2037 2038 1,666.29 934,250.00
2 2.10% 10/24/2037 2037 2038 1,612.54 (4,945.12) 934,250.00 2 2.10% 11/24/2037 2037 2038 1,666.29 934,250.00
2 2.10% 12/24/2037 2037 2038 1,612.54 934,250.00
2 2.10% 1/24/2038 2038 2038 1,666.29 (4,945.12) 934,250.00 2 2.10% 2/24/2038 2038 2038 1,666.29 934,250.00
2 2.10% 3/24/2038 2038 2038 1,505.04 934,250.00
2 2.10% 4/24/2038 2038 2038 1,666.29 (4,837.62) 934,250.00 2 2.10% 5/24/2038 2038 2038 1,612.54 934,250.00
2 2.10% 6/24/2038 2038 2038 1,666.29 934,250.00
2 2.10% 7/24/2038 2038 2039 1,612.54 (4,891.37) (186,850.00) 747,400.00 16 2 2.10% 8/24/2038 2038 2039 1,333.03 747,400.00
2 2.10% 9/24/2038 2038 2039 1,333.03 747,400.00
2 2.10% 10/24/2038 2038 2039 1,290.03 (3,956.09) 747,400.00 2 2.10% 11/24/2038 2038 2039 1,333.03 747,400.00
2 2.10% 12/24/2038 2038 2039 1,290.03 747,400.00
2 2.10% 1/24/2039 2039 2039 1,333.03 (3,956.09) 747,400.00 2 2.10% 2/24/2039 2039 2039 1,333.03 747,400.00
2 2.10% 3/24/2039 2039 2039 1,204.03 747,400.00
2 2.10% 4/24/2039 2039 2039 1,333.03 (3,870.09) 747,400.00 2 2.10% 5/24/2039 2039 2039 1,290.03 747,400.00
2 2.10% 6/24/2039 2039 2039 1,333.03 747,400.00
2 2.10% 7/24/2039 2039 2040 1,290.03 (3,913.09) (186,850.00) 560,550.00 17 2 2.10% 8/24/2039 2039 2040 999.78 560,550.00
2 2.10% 9/24/2039 2039 2040 999.78 560,550.00
2 2.10% 10/24/2039 2039 2040 967.52 (2,967.08) 560,550.00 2 2.10% 11/24/2039 2039 2040 999.78 560,550.00
2 2.10% 12/24/2039 2039 2040 967.52 560,550.00
2 2.10% 1/24/2040 2040 2040 999.78 (2,967.08) 560,550.00 2 2.10% 2/24/2040 2040 2040 999.78 560,550.00
2 2.10% 3/24/2040 2040 2040 935.27 560,550.00
2 2.10% 4/24/2040 2040 2040 999.78 (2,934.83) 560,550.00 2 2.10% 5/24/2040 2040 2040 967.52 560,550.00
2 2.10% 6/24/2040 2040 2040 999.78 560,550.00
2 2.10% 7/24/2040 2040 2041 967.52 (2,934.82) (186,850.00) 373,700.00 18 2 2.10% 8/24/2040 2040 2041 666.52 373,700.00
2 2.10% 9/24/2040 2040 2041 666.52 373,700.00
2 2.10% 10/24/2040 2040 2041 645.02 (1,978.06) 373,700.00 2 2.10% 11/24/2040 2040 2041 666.52 373,700.00
2 2.10% 12/24/2040 2040 2041 645.02 373,700.00
2 2.10% 1/24/2041 2041 2041 666.52 (1,978.06) 373,700.00 2 2.10% 2/24/2041 2041 2041 666.52 373,700.00
2 2.10% 3/24/2041 2041 2041 602.02 373,700.00
2 2.10% 4/24/2041 2041 2041 666.52 (1,935.06) 373,700.00 2 2.10% 5/24/2041 2041 2041 645.02 373,700.00
2 2.10% 6/24/2041 2041 2041 666.52 373,700.00
2 2.10% 7/24/2041 2041 2042 645.02 (1,956.56) (186,850.00) 186,850.00 19 2 2.10% 8/24/2041 2041 2042 333.26 186,850.00
2 2.10% 9/24/2041 2041 2042 333.26 186,850.00
2 2.10% 10/24/2041 2041 2042 322.51 (989.03) 186,850.00 2 2.10% 11/24/2041 2041 2042 333.26 186,850.00
2 2.10% 12/24/2041 2041 2042 322.51 186,850.00
2 2.10% 1/24/2042 2042 2042 333.26 (989.03) 186,850.00
2 2.10% 2/24/2042 2042 2042 333.26 186,850.00
2 2.10% 3/24/2042 2042 2042 301.01 186,850.00
2 2.10% 4/24/2042 2042 2042 333.26 (967.53) 186,850.00
2 2.10% 5/24/2042 2042 2042 322.51 186,850.00
2 2.10% 6/24/2042 2042 2042 333.26 186,850.00
Packet Pg. 804
Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North CDBG Section 108 Loan CDBG Section 108 Loan Budget ‐ Payments Once Final Financing August 1st Interest + Principal
Interest Interest Fiscal Interest Principal 2% $70 Fiscal Year Total CDBG February 1st Interest Rate Month Year Year Draw Interest Payment Payment Balance Yr Draw Fee Fee Cash Ending Interest Principal Grant required 2 2.10% 7/24/2042 2042 2043 322.51 (978.28)    ‐ (186,850.00) 20 Packet Pg. 805
Attachment: 108 Application July 2022 (9.2(c)--Approve Agreements & Authorize Resolutions for North Agency Name
Agreement Number CCL-LOCODE-XXX
AMS ADV ID: XXXXXXXXXX