CONSULTANT
Dated: ___________, 20____ ___________________________________ By:
Tax ID No.: ________________________
Packet Pg. 708 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 12
Exhibit ‘A’
SCOPE OF SERVICES
United Way of Northern California (UWNC) will provide temporary accommodations in microshelters, not to exceed three hundred (300) days in any twelve-month period, for homeless individuals. UWNC will provide temporary shelter in eight, single-occupancy micro-shelters provided by the City of Redding at the Mark Street Property, counseling, and other services, as well as common areas for residents of the facility. UWNC will provide transitional low-barrier housing opportunities to adults in a safe, private, and secure environment.
In accord with the Mark Street Micro-Shelter Community (MSC) Operation and Services Manual, dated October 27, 2022, the United Way of Northern California shall establish and provide the following:
OPERATIONS-ADMINISTRATIVE
Staff Requirements. MSC must have sufficient staff on duty at all times. MSCs must make provisions to have on-call staff available. An on-site caretaker will contact an on-call supervisor, if needed. The following staff schedules has been determined:
1) Case Manager: Monday-Friday, 8:30a.m. to 5:00p.m.
2) Site Coordinator: Monday-Friday, 10:00a.m. to 7:00p.m. 3) On-Site Caretaker: Monday-Friday, 5:00p.m. to 9:00p.m. 4) On-Call Manager: To be contacted by staff immediately if an issue is unable to be resolved or contacted by residents when needed, if other staff is not on-site.
Good Neighbor Policy. Develop and post Good Neighbor Policies addressing the MSC premises, immediate surrounding neighborhood, and community: Community collaboration, mutual goals, safety, property guidelines, code of conduct, and regular communications. These policies must clearly show provisions for how the MSC actively discourages and addresses excessive noise or loitering from MSC residents and others who may be near the site. Where applicable, the MSCs must demonstrate coordination with other service providers and community partners to address the above issues and their impacts. The Good Neighbor Policies will be submitted to the City for review and approval as part of the permit issuance process. The Host Entity must provide written notification to all property owners within a 600-foot radius of the proposed site.
Program Policies and Guidelines.
1) Hours. All MSCs must post hours of operation in highly visible locations and at all entrances. If the MSC is open 24/7, residents must be allowed access to their possessions and to the facility common space at all times. If access to sleeping areas is not available during the day, accommodations should be made to allow access for those residents working irregular hours, those who are ill, etc. Specific accommodations will be defined in the Operations Plan. All MSCs must provide facilities available to residents for sleeping for a minimum of eight (8) hours. The MSC Manager shall enforce quiet hours. Quiet hours are from 10:00pm - 7:00am.
Packet Pg. 709 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 13
These hours have been established based on standard residential neighborhood quiet hours.
2) Curfew. Curfew is 10pm to accommodate work schedules and keep in line with quiet hours. This policy will be consistently enforced. Missing a curfew cannot be a reason for denial of entry or exit unless the late arrival compromises the health or safety of other residents or staff, or if the resident's late arrival repeatedly interferes with the rights of other residents to peaceful enjoyment of the facility. 3) Input. The Host Entity Team shall provide residents with on-going opportunities to provide feedback and make suggestions regarding programming rules. This can be accomplished in a variety of ways including exit interviews, surveys, one - on - one interviews, resident focus groups, inclusion of homeless or formerly homeless members on the agency board of directors or subcommittee, having homeless or formerly homeless people trained and hired as staff, and or the creation of a MSC Residents’ Advisory Council (Ref: 2.D). In addition to any other activities, Host Entity Teams must host “resident optional” meetings once per month and provide at least 24 hours advance notice to residents of the meeting time and location. 4) Health Services Access. The MSC Host Entity Team will encourage residents to obtain and maintain health insurance, obtain a primary care provider and access immunization services. This must include publicly posting or otherwise making available information on health-related services.
5) Recordkeeping. The MSC must maintain thorough and organized client records, including intake interviews, services provided, and any grievances or disciplinary action related to the client. These files may be kept electronically, in physical form, or a combination. MSC resident records must be stored in a secure and locked area, accessible only to case managers and members of the Host Entity Team. Records should include; demographics, program operations and maintenance, residents’ individual progress, metrics to measure levels of success, budget and sustainability, partnerships, and community involvement. Records an MSC may also wish to include:
resident’s presence and absence, visitor logs, chore logs and sign - ups, medication logs, services provided to residents at the MSC, and other records as determined by the MSC Host Entity Team.
6) Assessment. A basic assessment that includes an evaluation of the service needs of the occupant, information about past or current services received and other information necessary to provide services must be conducted or updated for all occupants. 7) Transportation. Transportation is required to help resident’s access essential services such as, community-based services, medical services and housing searches. Shuttle service and bus passes may be utilized. Accommodations must be made for disabled persons who are unable to access general means of transportation. Universal accessibility to transportation must be made available, such as RABA, the use of bicycles, or forms of private transportation.
SUPPORT SERVICES
Case Management and Support Services. In order to make maximum use of existing supportive services in the community and participate in efforts to coordinate care across agencies, the MSC will arrange for professional case management services for the residents Packet Pg. 710 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 14
of their MSC. The agency providing these services must be registered as a Participating Agency according to the NorCal CA 516 Homeless Continuum of Care’s HMIS Policies and Procedures manual. Support services include information and linkages to health resources, case managers, employment opportunities, financial budget education, application assistance for external services and resources, and guidance in accessing local community services. Case managers will help each resident to develop a life transition and housing plan. This plan will help residents identify challenges and provide services for them to choose from in order to gain self - sufficiency and permanent housing. The case manager will help the residents develop a timeline around their goals and identify services and resources that will help accomplish goals. The Host Entity Team will partner with the residents in conducting regular evaluations and updates of their life transition and housing plan.
The following case management services must be available to program participants receiving these services. To ensure the consistent delivery of case management services, operators must incorporate written case management procedures and forms that include the following:
1) Referral Procedures. Establish referral and follow-up procedures to confirm participants are connected to services to which they are referred. Documentation of referrals made and referral confirmation must be maintained in participant files. 2) Health and Wellness referrals. Ensure participants are linked to and assisted in accessing medical health, mental health, and any needed alcohol and drug services. 3) Mainstream Benefits. Establish procedures for screening participants at program entry and intake for eligibility to mainstream benefits. Assisting participants by coordinating the completion and submission of applications for public benefits and entitlements (e.g. general assistance, SNAP, SSI/SSDI, Veteran benefits) health insurance benefits (e.g. Medi-Cal, Medicare, Covered California, etc.), and other sources of financial assistance.
4) Education/life skills.
5) Employment Development/Placement Programs. Assessing employment history and goals and assisting participants to engage in services that will prepare the individual to obtain employment in collaboration with participating agencies.
Housing Case Management. Residents must be offered, and are required to participate in, services they need in order to attain and stabilize in permanent housing. Regular case management services must be documented based on the MSCs Record Keeping policy. 1) Development of an individualized service plan based on needs, circumstances, and market conditions, focused on helping individuals find and keep permanent housing and linkages to other community based supportive services as needed. 2) Creating a referral network for other services and coordinating with other service providers and case managers.
3) Housing navigation services to facilitate a match to an appropriate housing placement that connects residents with needed resources, protects residents from the stress of navigating housing access, and supports residents in managing their own lives within scope of their available resources and abilities.
Packet Pg. 711 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 15
4) Housing support will include locating the most appropriate housing placement, establishing relationships with private and public owners and rental agencies, assisting with housing applications and appeals and negotiation of rental agreements, facilitating shred housing options, and assisting with the move in process, including identifying resources for basic furnishings, accessibility modifications, or other expenses.
Database Management System. Within 48 hours of the initial case management meeting, and as part of the case management protocol, data on all residents will be entered or updated in the Homeless Management and Information System (HMIS), pursuant to the data standards required. Resident files will be maintained in accordance with the requirements of (HMIS) operated by the NorCal Continuum of Care (NorCal CoC).
Workshops and Learning Opportunities. Workshops and learning opportunities will be offered on or off - site, facilitated by the Host Entity or provided by partner agencies or volunteers. Residents will have the opportunity to engage in various workshops and trainings supporting their life transition and housing plans. Workshops and learning opportunities will apply to day - to - day life, resulting in long - term sufficiency. The determination of the workshop schedule will be based on the needs of the residents and may include (not exhaustive):
1) Skill acquisition: internships, on-the-job training at local businesses, workshops, etc. 2) Employment: resume building, and job search techniques. 3) Financial literacy.
4) Nutrition.
5) Conflict management, communication, and relationship building workshops. 6) Community service activities.
7) Pet health.
The Host Entity Team will be responsible for the coordination of these services and will provide a regular calendar of events to residents and partners.
ADMISSIONS, NON-DISCRIMINATION, AND RESIDENT RIGHTS &
RESPONSIBILITIES:
Application Process. Process to include completion of Application and Intake Questionnaire, Background Check and References, Resident Community Agreement.
Proposed candidates. Proposed candidates for MSCs will be sought from social service providers such as Hill Country, Empire Recovery, The Good News Rescue Mission, Visions of the Cross, Shasta County HHS professionals, Shasta Thrive, Pathways to Housing, etc.
Probationary period. The MSC Host Entity Team reserves the right to choose residents for an initial probationary period.
Packet Pg. 712 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 16
Admission. With assistance from the partnering professional case management agency, the MSC will strive to adhere to current Coordinated Entry standards as set by the NorCal 516 Continuum of Care (CoC) with regard to their referral and admission process.
Appropriate modifications to this standard will be implemented based on the specific amenities, capacities, and limitations of a particular MSC site and the needs of its current residents. When there is a vacancy in the MSC, the Host Entity Team will work to fill it with as much speed as an intentional process allows. When feasible, admissions should be accepted on weekends.
1) A program fee of 10 percent of resident’s monthly income will be charged to offset fees associated with the MSC. If an applicant does not have income, this is not a reason for denial of entry.
2) Program fees are due by the seventh of each month.
Denial of Admissions. Denial of admission to the facility can be based on the following and is at the discretion of the MSC:
1) Applicant does not meet the basic eligibility criteria for MSC admission (e.g. gender, age, homeless status, domestic violence perpetrator, etc.). MSC with beds designated by funding sources as having additional restrictions (e.g. VA beds that require advance approval by the VA) may deny entry to those not meeting funding agency requirements. 2) A restraining order that prohibits admission to the facility. 3) Documented violent or threatening behavior.
4) Conduct from prior stay at the MSC which puts the health and safety of staff or residents at risk (e.g. violence, weapons violations, disclosing private information of MSC or residents, and egregious damage to property). If an applicant is denied entrance based on a prior stay, the applicant must be informed of the reason, conditions for lifting the restriction and the right to appeal, including name of contact regarding an appeal and information about the appeal process.
5) The applicant requires care and supervision to manage the activities of daily living (feeding, toileting, selecting proper attire, grooming, maintaining continence, putting on clothes, bathing, walking, and transferring) without the appropriate support available on-site.
Upon admission. Residents must be provided with copies of the following documentation:
Resident Rights and Responsibilities, Resident Community Agreement, Storage Policy, Medication Storage Policy, Grievance Response Plan, Emergency Response Plan, Pet Policy, Notice of Privacy Practices, Abuse Reporting Document, and Drug and Alcohol Agreement.
Resident Emergency Information. MSC staff must collect emergency contact information and information about health needs upon admission that may impact an emergency response. Such information should be kept in a place accessible to on - duty staff in the event of an emergency.
Discrimination. Redding MSCs shall not discriminate on the basis of race, color, religion (creed), gender, gender expression, age (18 and over), national origin (ancestry) disability (as permitted within physical limits of current facilities), marital status, sexual orientation, Packet Pg. 713 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 17
military status, or any other characteristic protected under applicable federal or state law, in any of its activities or operations. These activities include, but are not limited to, hiring and firing of staff, selection of volunteers and vendors, selection of MSC residents, and provision of services. We are committed to providing an inclusive and welcoming environment for all MSC residents and members of our staff, clients, volunteers, subcontractors, and vendors.
Resident Rights.
1) Privacy: All paid and volunteer staff will protect the privacy of residents and never discuss private resident information with other residents or other staff without the explicit consent and presence of the resident under discussion. Residents will have a privacy agreement to read and have it explained to them verbally before signing. All MSCs must have privacy policies which, at minimum, are consistent with Homeless Management Information System (HMIS) privacy and security requirements, make certain that files are kept in a secure location, and ensure that verbal communication of private information is done in such a way that avoids unintended disclosure. 2) Abuse Reporting. The MSC Host Entity Team will complete a sexual harassment prevention training course online. The team will provide residents with procedures and examples for reporting abuses during their initial orientation. A written protocol to report any known abuse to staff will be give to each resident and posted on the MSCs bulletin boards.
3) Participation in Religious Activities. MSCs cannot require participation in religious activities as a condition of receiving emergency housing or services. Religious activities include moments of prayer, the saying of grace before meals, or spiritual studies. While these activities are not prohibited, participation in such activities may not be required.
4) Rights. Resident rights must be provided in writing and posted in the facility in high visibility areas. All program requirements must be consistent with these standards.
Rights must include:
a. Residents have the right to be treated with dignity and respect; b. Residents have the right to privacy within the constrictions of the MSC environment;
c. Residents have the right to be treated with cultural sensitivity; d. Residents have the right to self - determination in identifying and setting goals; e. All paid or volunteer staff members of the MSC must engage with residents with professionalism and base their service to residents on valid, informed consent; f. Residents should be clearly informed, in understandable language, about the purpose of the services being delivered, including residents who are not literate and or have limited English proficiency;
g. Residents have the right to privacy and have information about when private information will be disclosed, to whom and for what purpose, as well as the right to deny disclosure, unless disclosure is required by law; h. Residents have the right to reasonable access to records concerning their involvement in the program.
5) Non-Discrimination/Reasonable Accommodations. All MSCs must have policies on non - discrimination and reasonable accommodation and make reasonable Packet Pg. 714 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 18
modifications in programs, activities and services when necessary to ensure equal access to individuals with disabilities, unless fundamental alteration in the nature of the program would result from the accommodation.
6) Transgender Access. All MSCs must comply with the HUD Rule on Appropriate Placement for Transgender Persons in Single – Sex Emergency Housing Sites and other facilities.
7) Residents’ Mail. If an MSC provides mail service, any mail sent or received cannot be interfered with (e.g. staff opening residents’ mail, not providing mail to the resident as soon as practical, etc.).
Resident Responsibilities.
1) MSC residents are required to participate in the operations and management of their site and in the process of fulfilling their life transition and housing plan. 2) Residents must abide by the MSC non - discrimination policy in their interactions with other residents. They must show respect for the property of others and report incidents of theft.
3) Residents must abide by the Weapons Policy and the Drug and Alcohol Policy of the MSC.
4) Residents must abide by all site rules, including but not limited to upholding quiet hours, keeping personal and shared spaces clean and orderly, supervising pets, and helping to maintain the no-visitors and no loitering policies. 5) Residents are required to participate regularly in resident meetings to discuss ideas, share concerns, and determine solutions.
6) Residents will notify staff of any needed repairs and will not make any modifications or repairs to shelters or equipment, including but not limited to locks, lighting, and smoke detectors.
7) Residents are expected to cooperate and collaborate in the shared goal of moving all residents toward fulfillment of their life transition and housing plans. All residents will support one another toward a positive exit into the next phase of recovery, rehabilitation, and or permanent housing.
SECURITY PLAN
Access. Security measures shall be identified to safeguard the residents, operators, staff, and, the surrounding community. Security measures may be adapted to fit current needs of the MSC but must include adequate outdoor lighting. The MSC shall be fully fenced with privacy slats, and all gates will remain locked outside of business hours, Monday-Friday 8:30am-5:00pm. Residents and vetted staff persons, including staff of United Way of Northern California, shall have access to the MSC 24 hours a day, 365 days a year.
Individuals who are not residents, staff, volunteers, and service providers of the MSC, and are not accompanied by a staff person are not permitted to enter the MSC at any time.
Weapons. The health and safety of our residents, staff, volunteers, and surrounding community must be prioritized in the context of the MSC. Therefore, weapons may not be stored, transported, or used on-site at the MSC by residents, their guests, staff, or MSC visitors. Any weapons that a resident brings on property will be logged and stored in a Packet Pg. 715 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 19
secure storage area. Weapons include but are not limited to, pepper spray, mace, knives longer than three inches, bats, clubs, and tasers. All firearms and explosive devices are strictly prohibited from the MSC property. If the Host Entity is unable to safely store the weapon, the resident is responsible to locate safe and legal offsite storage or safely dispose of the weapon before intake into the MSC. Checked weapons will be subject to the MSC Storage Policy.
Visitors and Guests. MSC residents are in recovery and focusing on their program toward a new, sustainable lifestyle. Visitors and guests could be a distraction from this effort and are prohibited from visiting the MSC or its surrounding neighborhood. Infrequent exceptions to this policy are permitted at the discretion of the MSC Host Entity Team or via consultation with the Lead Advocate.
Security Responses. There are three stages of response for maintaining a secure and orderly environment within the MSC:
1) Stage 1 - MSC Resident Council. MSC Resident Council members are responsible for maintaining order when urgent situations arise.
2) Stage 2 - MSC Host Entity Team. When MSC Council members are unable to gain the cooperation of a disruptive resident, they are to contact the appropriate person from the MSC Host Entity Team.
3) Stage 3 - Redding Police Department. The Redding Police Department (RPD) is welcome to patrol the MSC as they would any other neighborhood in Redding. In cases where the law is being broken and residents are unable to gain cooperation of the offender, the RPD will be contacted. The previous two stages of response are to be tried first, if appropriate.
EXITING PROCEDURES
Preparations before departure and follow-up thereafter increases the likelihood of successful transitions from MSCs to more permanent housing options. Over a period of time, case managers, lead advocates, and other supportive team members provide services to help residents achieve their individual goals, which may include recovery, economic and social mobility, and increased quality of life, in order to move to more stable housing.
Before departure is discussed with case managers and lead advocates, residents should receive assistance with identifying suitable housing options, completing application paperwork, seeking financial assistance, and practicing proper conduct when speaking with landlords.
MSC responsibilities at the time of resident departure. 1) Special recognition of each resident acknowledging their accomplishments, such as a certificate, festive gathering for celebration, opportunities to share completed goals and future goals, etc. should be considered and implemented as appropriate. 2) Ensure that resident has collected all personal belongings, including medications and any stored/checked items that must be checked out using the Storage procedure listed below.
Packet Pg. 716 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 20
3) Conduct an exit interview with several Host Entity Team members, to include review of resident’s future goals, community resource information applicable to the resident, and follow-up plans between the resident and the Host Entity Team. The exit interview should also include opportunity for the resident to provide feedback on all aspects of their MSC experience.
Storage of Belongings after Exit. The MSC must provide for storage of belongings after a resident’s departure for a minimum of five (5) working days after the resident’s exit.
Before exiting, both the resident and a representative of the MSC Host Entity Team must sign a document agreeing on the length of storage, clear procedures for residents to reclaim their possessions, and an explanation of the Abandonment procedures which will go into effect no fewer than 72 hours past the expiration of the agreed - upon storage period.
Preparing the MSC for a new resident. Vacated micro - shelters and personal storage units/areas must be cleaned and sanitized before a new resident can move in.
GRIEVANCE, INTERVENTION PLAN AND INVOLUNTARY DISCHARGE
Complaints.
1) When a complaint is cause for concern, the MSC Resident Council will meet with said resident and discuss a plan of action to curtail the behavior. Hopefully early intervention will help prevent further and more severe action. 2) In cases of a complaint by one resident against another, a third-party mediator from among the Host Entity Team will meet with both parties (and their Lead Advocates, if desired). This mediator will meet with the complainant and the alleged offender to discuss the issue and reach a resolution that is agreeable to both parties. 3) Whenever possible, residents should discuss and resolve complaints and disputes among themselves or at the Resident Council level. As needed, verbal or written complaints may be submitted to the Host Entity Team or on - call site manager, who will refer to the Consultation Policy to determine next steps.
Abuse Reporting. All MSCs must have an abuse reporting policy that details communal responsibilities to report sexual, emotional, and verbal abuse and to whom it should be reported. This policy must also explain residents’ legal duties to report elder, dependent adult, child or animal abuse and a written plan and process for reporting such abuse to the appropriate reporting agency.
Rules and Violations. When a rule break occurs, any resident may write an Incident Report and submit it to an MSC Host Entity Team member. A team of at least two MSC Host Entity Team members must respond within 48 hours with an appropriate level of intervention. These two team members should deliver written notice to the alleged offender. From there, the alleged offender has two options:
1) Accept the Incident Report with the proposed level of intervention, or 2) Request that the MSC Resident Council provide a date at which they may appeal the decision to the MSC Host Entity Team.
Packet Pg. 717 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 21
Guidelines for Infractions. Level 1: Verbal Warning, Level 2: Written Warning, Level 3:
Potential expulsion from the MSC by the MSC Host Entity Team pending final meeting with mediator, the resident’s lead advocate and one other council member.
Documentation. Formal and documented intervention decisions should include documented discussion by MSC Resident Council members.
Expulsion. In cases of expulsion from the MSC, where the resident is not an imminent threat to others, the resident to be expelled will be given a reasonable amount of time to make arrangements for their safety. No resident who is not an imminent threat to others will be expelled after 8pm.
Appeals.
1) Residents may appeal an Incident Report at a joint gathering of the MSC Resident Council and the MSC Host Entity Team. In cases of expulsion, the appeal may include resident - generated actions for addressing the problematic behavior that caused their expulsion rather than disputing the incident. A majority vote will either uphold the expulsion decision or determine an alternative course of action, incorporating suggestions from the resident, the Resident Council, and the Host Entity Team.
2) Appeal Process. The MSC Council reads incident report and informs resident of their decision. The accused has a chance to respond and state their case. The MSC Council has a chance to ask questions of the accused. The MSC Council has opportunity to discuss the details of the incident. A motion is made to vote on whether to “uphold” or “revise” the Council decision. If a majority vote to revise, a new motion should be made stating a desired revision.
Involuntary Exit Reasons. The following reasons may be used as a basis for exit from an MSC:
1) Possession of a weapon at the MSC.
2) Assault or other violent behavior at the MSC.
3) Theft at the MSC.
4) Destruction of property at the MSC.
5) Restraining order precludes continued residence.
6) Resident behavior endangers health or safety of residents or staff. 7) Presence of infectious disease that significantly increases the risk of harm to other residents or staff.
8) Multiple violations of the Drug and Alcohol Use/Possession policy. 9) Individual requires care and supervision to manage their activities of daily living (feeding, toileting, selecting proper attire, grooming, maintaining continence, putting on clothes, bathing, walking and transferring) without appropriate supports available on-site. Individuals exited due to care and supervision needs cannot be exited to the streets.
10) Refusal of personal property search when probable cause exists. 11) Residents may be discharged for refusing multiple housing opportunities; however, evidence must be present that MSC staff actively attempted to engage the resident Packet Pg. 718 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 22
in services designed to support MSC exit to stable housing with consideration given to each resident’s barriers to engagement.
12) MSC are not required to hold beds for longer than 72 hours. If a resident is absent from their bed for 72 hours without appropriate notification to MSC staff regarding absence, the resident may be exited.
Grievance Process. All MSCs must have a written appeal and complaint policy/protocol that is provided to each resident upon intake and is publicly in a location with high visibility to residents. At a minimum, the protocol must include:
1) The opportunity for residents to present their case before a neutral decision maker (a supervisor or manager who was not directly involved in the incident or situation of the grievance).
2) Accommodation of third-party advocates in the appeal process. Reasonable efforts must be made to coordinate with a resident’s lead advocate in order to schedule the appeal.
3) A requirement that residents be given a written response to their appeal within a reasonable time frame.
4) A provision that when a resident files an appeal, related to his/her ability to stay in the MSC, the occupant may stay in the MSC until the appeal process is completed unless allowing the resident continued residence poses a risk to the health and safety of other residents and or staff.
5) An appeals procedure that allows residents to appeal, at a minimum, decisions related to admissions denials for cause, terminations and disciplinary actions. 6) Provisions for providing residents with information about any subsequent appeals process available through program policies or any funding agency or their respective regulations.
Involuntary Exit Requirements. All MSCs must provide a written copy of the procedure for filing a grievance to the resident when a resident is involuntarily exited. If it is not feasible to provide the procedure at the time of exit (e.g. the resident is being removed by law enforcement) this requirement may be waived; however, if the resident subsequently returns to the facility, the grievance procedure must be provided. A resident may be denied future admission as a result of the circumstances of exit. The resident must be informed of the reason, the conditions for lifting the restriction and the right to appeal, including whom to contact regarding an appeal and information about the appeal process. Unless the resident poses an immediate threat to the health and safety of other residents and or staff members, MSC should avoid exiting residents at night and must be approved by a supervisor if doing so. During hours that there is no supervisor on - site, there must be a supervisor available “on-call” to approve discharge decisions. Approval may be given verbally but should be documented in case notes.
Abandonment. If a resident has been absent from the MSC for more than 72 hours without notice or communication with the Lead Advocate or Host Entity Team, the unit may be declared abandoned. When a unit has been declared abandoned, at least two (2) members of the MSC Resident Council will remove items from the abandoned shelter. They will document what items are present and place them in an available storage container or bag Packet Pg. 719 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 23
that is clearly labeled with the name of the former resident and the date of the abandonment.
These items will then be stored in a separate storage unit until such time as the owner retrieves them or 30 days have passed since the declaration of abandonment. Once items have reached the 30-day limit, the MSC will determine the proper disposal of said items during the next MSC Host Entity Team meeting. Abandoned belongings usually should not be distributed to other residents of the same MSC, but exceptions to this rule may be determined by the Host Entity Team.
SAFETY PLAN
Emergencies and 9-1-1. Residents shall report fires or other emergencies to 9-1-1.
Residents will be notified of a fire or other emergency and evacuate based upon the designated evacuation route. A Fire Safety and Evacuation Map must be posted on a public notice board in a common area. This map must include, at minimum, clear marking of the location of all MSC exits, fire extinguishers, and gas/propane shut offs (if any). A copy of this map will be provided to the Redding Fire Department and updates submitted as needed.
Safety Committee. A safety committee shall be formed with representation from the MSC Resident Team and MSC Host Entity Team. Duties of this committee shall include the following:
1) Development and implementation of Emergency Response Plan for the MSC. 2) Oversight of fire drills and Food Storage Policy.
3) Quarterly safety inspection with attention to trips, slips, and fall hazards. 4) Quarterly testing of all smoke and CO2 detectors.
5) Quarterly testing of all extension cords and power strips with an approved circuit tester.
6) Maintenance of systems and equipment installed to prevent or control fires. 7) Maintenance and control of fuel hazard sources.
8) CPR and first aid training.
Any advocates, case managers, or MSC staff on site at the time shall be prepared to assist others and provide emergency first aid, including CPR, in an emergency, take a head count after an evacuation, identify the names and last known locations of anyone not accounted for and provide them to the Fire Official in charge, provide additional information or explanation of duties under the plan to residents and volunteers.
The following firefighting and fire protection measures will be taken:
1) No open flames permitted onsite.
2) ABC fire extinguishers will be accessible throughout the MSC. 3) Smoke detectors and carbon monoxide alarms will be installed in common buildings and dwellings per City Code and will be inspected to insure they are functional and replaced if they are not functional.
Emergency Vehicle Ingress and Egress. A fire lane with a minimum width of 20 feet will be maintained. A minimum 10-foot setback and right-of-way will be maintained between structures on the MSC site.
Packet Pg. 720 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 24
Accessibility. MSCs will conform to pertinent requirements of the Americans with Disabilities Act (ADA) for residents as needed. Beds designated as accessible must comply with federal height and distance standards requiring a minimum of 36 inches between sleeping units and a sleeping surface height between 17 - 19 inches above the finished floor. Beds designated as accessible must be prioritized for residents with disabilities.
Program documentation must be provided in forms accessible to hearing-impaired and sight-impaired individuals, upon request. MSCs that provide transportation for residents must also make provisions for residents who need vehicles that are wheelchair accessible.
Basic Building Standards and Fire Safety.
1) Facilities must have annual fire inspections conducted by the fire department and conduct regular fire drills. Training must be provided to staff on fire safety. 2) The MSC must have a heating and ventilation system and maintain a comfortable temperature. Emergency Sleeping Cabins will comply with Appendix O of the California Building Code.
3) The MSC shall have a housekeeping and maintenance plan to ensure a safe, sanitary, clean and comfortable environment.
4) The MSC shall provide each person with access to a single or double occupancy emergency sleeping cabin with a mattress and bedding (a blanket and pillow), all of which are clean and in good repair.
5) The MSC shall have a sufficient supply of functionally clean and reasonably private toilets and hand wash basins.
6) The MSC should have a sufficient quantity of functionally clean and reasonably private bathing facilities with hot and cold running water or will provide for access to bathing facilities at least twice per week through contract or other means. All bathing facilities must meet the requirements of the Americans with Disabilities Act. 7) The MSC should have laundry facilities available to residents, or access to laundry facilities nearby or transportation to laundry facilities will be provided. 8) The MSC shall provide towels, soap, toilet tissue, and feminine hygiene products.
Maintenance/Repairs. The MSC Host Entity will be responsible for maintenance and repairs, making use as appropriate of resident participation.
Drinking Water. The MSC must provide access to drinking water at all times.
Outlet Access. The MSC must provide access to electrical outlets for charging personal devices such as cell phones and medical equipment. Emergency Sleeping Cabins must have outlets as required by California Building Code Appendix O.
Cleanliness. Bath and toilet areas and other common use areas must be cleaned daily. MSC must have proper trash receptacles that are emptied regularly. Both the interior and exterior of the facility must be free of debris, clutter and unsanitary items, and there must be no obvious safety risks.
Pest Control. MSC must ensure adequate provision of pest control services and must have a protocol in place for the prevention and control of bed bugs and lice. 24-hour notice must Packet Pg. 721 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 25
be provided to residents of pest control activities unless the type and degree of infestation requires an immediate response (e.g. bed bugs).
Maintenance/Repair. Facilities must be maintained in good repair. The general appearance of the buildings and surrounding grounds must be well maintained and free from litter and offensive visual cues such as overladen shopping carts. There must be a written housekeeping and maintenance plan. MSC must post the process for reporting maintenance concerns, acknowledge issues reported within two days, and identify the timeframe for addressing the concern. Emergency maintenance items must be immediately addressed.
Phone Access. A telephone (land line or cell phone) must be available to staff for emergencies. Emergency numbers should be posted by the telephone or otherwise made available to on-duty staff.
Hazardous Materials. In accordance with established standards, MSC must label all chemicals and cleaning supplies and keep all such materials out of reach of children. Any hazardous materials must be stored separate from food.
Entrance/Exits. Exits must be clearly marked and must be kept clear of blockage and tripping hazards. Steps must have treads or similar accommodation to prevent slipping.
Exit signage must be consistent with all applicable codes.
Agency Vehicle. If an MSC location maintains a vehicle used for resident transport, the vehicle must be properly maintained, licensed and insured. All drivers must properly be licensed. Provisions must be made to provide equal access to transportation services to disabled residents.
FOOD HANDLING AND STORAGE
Sanitary Facilities. All MSCs that either prepare and serve meals or provide areas for residents to prepare and consume their own meals must ensure that all areas used for food storage and preparation are sanitary. Kitchen and dining areas must be kept clean and comply with all relevant health codes.
Donated Food. Programs that serve food prepared off - site by regular donors must provide donors with a handout that details the requirements for food preparation. All food donors must read and sign the handout to confirm knowledge of the standards and must provide current contact information. Programs are discouraged from accepting food that has been prepared off-site by intermittent donors.
Meal schedule. Dinner will be provided. Residents are responsible for all other meals. If meals are served, a meal schedule must be posted.
Dietary Modifications. If meals are served or food is provided for residents to use to prepare their own meals, MSC must make dietary modifications and or provide appropriate Packet Pg. 722 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 26
food options based on residents’ health, religious, and or cultural practices. As feasible, food provided should promote healthy eating.
Dining Facilities. MSC must provide a table and chairs if food is served.
Food Allergies. Any snacks and meals provided should be provided with reasonable accommodations made for known allergies, including among children residing in the MSC.
Providers should be asking about food allergies at intake; however, it is the parents’ responsibility to inform the program of children’s food allergies.
STORAGE OF BELONGINGS
All MSCs must have a written policy that is provided upon intake as to what provision is made for securing belongings including what possessions can be held by the program at resident request such as money, medications, and vital documents.
Storage of belongings is limited to residents’ personal micro-shelter and individual locking storage unit. Locks and or keys should be provided to residents as needed with the understanding that the Host Entity Team also holds keys and combinations. Personal belongings that cannot be organized in the micro-shelter or locking storage unit must be stored off-site. Each resident is responsible to organize and pay for off-site storage of personal belongings.
If an MSC holds funds or possessions on behalf of residents, this service must be voluntary, the program must maintain a log of items in their possession, and the funds or possessions must be returned within operational hours upon resident’s request. Each MSC decides how specifically to make their log, with consideration to their liability. It is expected that the log would track only those belongings that residents choose to store with the program and not all possessions brought into the MSC. This does not apply to belongings abandoned by a person who does not return to the MSC.
In order to maintain a community free of clutter, each resident is responsible for maintaining a tidy unit. MSC must provide lockable lockers, storage trunks or make other accommodations which allow residents to securely store their belongings. Reasonable access by the residents to their belongings must be provided.
ANIMAL CARE
Pet owners shall assume the responsibilities for caring for their animal. Water will be available. Additional provisions may be provided at the site. Some sites may be unsuitable for pets. Pet owners are also responsible for administering all regular medications to their animal. All pets must be licensed, vaccinated, spayed and/or neutered. Assistance can be provided to help meet these criteria. The MSC reserves the right to refuse admittance to animals that appear too aggressive for the MSC to handle. Regardless of initial presenting temperament, enforcement of MSC rules to reduce the risk of bites and other injuries must be observed and include:
Packet Pg. 723 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 27
1) One pet per resident.
2) All animals should be handled only by their respective owners. No one should handle or touch pets other than their own without the owner’s permission. 3) All animals on MSC property should be leashed or confined (kenneled/carrier) at all times unless in the pet area.
4) All incidents involving aggressive animals are documented in writing prior to removal of the pet from the site.
5) The number of pets will be determined by site suitability. 6) No pets may be acquired AFTER acceptance into the MSC, unless otherwise approved through consultation with the lead advocate or case manager, and approval by the Resident Council.
7) If, at any time, the MSC Resident Advisory Council finds that a pet either poses a nuisance or danger to others or is not properly cared for, the pet must leave the MSC at the instruction of the MSC Resident Council. Residents may ask the MSC Resident Council for assistance in the proper training of their pet. 8) If the resident is off-site without the pet, it must be under the supervision of another willing resident.
9) The owner is responsible for food, proper health and care of their pet, and must pick up all solid waste for their pet and properly dispose of it. 10) The owner must keep their pet from annoying other residents either through trespass, barking or any other means.
MEDICATIONS AND STANDARD PRECAUTIONS
The MSC Host Entity Team is not equipped to distribute medications, whether prescribed or narcotic. Each site will determine the level of resident medical needs and follow standard precautions.
Medication. MSCs may not administer or dispense medication and may not require residents to turn over medication, unless administered by a licensed staff person as part of an on - site supportive program in which an MSC resident is dually enrolled. If an MSC has provisions for securing prescription medications, it must have a written policy that is provided to an occupant upon intake detailing the MSCs and the occupant’s responsibility to store, secure and use said medication safely. MSC may encourage residents to lock medications in secure storage areas if made available in order to protect medication from theft but may not require residents to turn over medication.
Standard Precautions. Staff must comply with universal precautions, proper sharps disposal and have a written policy in place governing protocols related to standard precautions. Standard precautions are the minimum infection prevention practices that apply regardless of suspected or confirmed infection status in any setting where health care is delivered (hand hygiene, use of personal protective equipment (e.g. gloves, masks, eyewear), respiratory hygiene /cough etiquette, sterile instruments and devices, and clean and disinfected environmental surfaces.
Packet Pg. 724 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 28
First Aid. Basic first aid supplies must be available on-site and accessible to staff at all times.
Infectious Disease. MSCs are a valuable partner in public health and, as such, are responsible to report any suspicion of infectious disease within the MSC or among residents or staff (including COVID - 19) to the Shasta County Public Health Line (530- 225-5591 or 1-800-971-1999 - Emergency answering service is available 24 hours a day, seven days a week).
An infectious disease which significantly increases the risk of harm to other MSC residents or staff may be a reason for denial or exit. Residents with lice or scabies or exhibiting symptoms of Tuberculosis (TB) shall be allowed to stay in the MSC unless the disease or infestation cannot be appropriately contained (e.g. due to close quarters of facility), in which case those residents may be exited and referred to a health care provider for treatment.
MSC must comply with California Code of Regulations, Title 8, Section 5199, regarding Aerosol Transmissible Diseases (ATD) control and worker and client safety expectations.
ALCOHOL, DRUGS, SMOKING & PARAPHERNALIA
In order for residents to begin their transition to permanent housing, alcohol and illegal drugs will not be allowed on - site at MSCs.
Smoking. MSCs shall prohibit smoking indoors and reasonable efforts must be made to prevent smoke from entering buildings. No smoking should be allowed within 20 feet of MSC facilities unless this is infeasible due to layout of grounds. MSCs are required to follow any local ordinances regarding smoking in public areas. A designated smoking area and disposal receptacle will be provided at the site.
Drug and Alcohol Use/Possession. MSCs must have a policy prohibiting the possession, use, or distribution of alcohol or illegal drugs on the premises. If alcohol or drugs are found, residents should be given the opportunity to dispose of the prohibited substance. Residents returning to the MSC inebriated is not cause for expulsion if they do not disrupt the community. Residents will also be offered opportunities to participate in rehab programs. A single violation of this policy cannot be reason for exit unless the violation compromises the health or safety of other residents or staff. Multiple violations of this policy may be used as grounds for exit.
Admission, discharge, and service restriction policies must not be based on substance use or possession alone unless as noted above for multiple violations. Drug testing of residents is prohibited unless the testing is part of an agreed upon treatment plan with the resident. Submission to drug testing cannot be a requirement for residency, and refusal to participate in drug testing cannot be the basis for involuntary exit. Being Packet Pg. 725 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 29
under the influence on-site may not be the basis for discharge. Noncompliance with treatment or containment measures that endangers other residents may be cause for exit.
Legal and Prescribed Narcotics. Residents who are under the care of a licensed physician and have been prescribed controlled substances must notify the MSC Host Entity Team of their possession of these drugs and are responsible to securely lock these substances in their private storage at all times to prevent theft. Illegal sharing of controlled substances with other residents could be grounds for involuntary exit.
Search of Possessions. Searches may only be conducted when there is “probable cause” to believe that the person has in his or her possession something which may jeopardize the safety of other residents or staff, including a weapon or illegal material such as illegal drugs, or something which is interfering with the peaceful enjoyment of the facility of other residents such as food that is attracting vermin. If the person does not consent to the search, and “probable cause” exists to search, the person may be given the choice of being exited or being searched. Any other items suspected to have been used for drug related purposes will be dealt with on a case-by-case basis by the MSC Host Entity Team. As per the signed resident agreement, shelters and storage can be inspected upon reasonable suspicion.
COUPLES
Couples must agree to abide by the following intervention policy if they have a fall-out which results in one person moving out of a couple’s unit. This must be filled out and signed by the couple during the interview process. “We, (the couple), in the event of a fall-out resulting in an inability to live together and causing one person to move out of couple housing, will agree to MSC policy that (name) will move out of the couple’s unit.” Signed ____________ and ____________.
HEALTH AND SANITATION
Residents are required to participate in cleaning duties on-site. Residents are required to maintain basic personal hygiene, including hair, face, body, hand, feet, nail, armpit, oral, and eye hygiene. Residents struggling with hygiene issues will be offered help to comply to avoid ramifications of non-compliance.
Packet Pg. 726 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site) ____________________________________________________________________________________________ Consulting and Professional Services Agreement Page 30
Exhibit ‘B’
COMPENSATION/COSTS
Packet Pg. 727 Attachment: Consulting and Professional Services Contract_draft (9.2(d)--Mark Street Emergency Housing Site)
PROPERTY SUBLEASE WITH UNITED
WAY OF NORTHERN CALIFORNIA
PREAMBLE AND RECITALS
This Property Sublease (hereinafter referred to as the “Sublease”) is entered into by and between the City of Redding, a municipal corporation and general law city, referred to in this Sublease as “Sublessor” and the United Way of Northern California, a non-profit organization, referred to in this Sublease as “Sublessee.”
WHEREAS, on July 19, 2022, the Redding City Council considered and approved a property lease (C-9448) between Redding Area Bus Authority (RABA) and the City of Redding for the RABA Mark Street Property located at 3211 Mark Street; WHEREAS, the City of Redding is the Lessee of certain real property in the County of Shasta, State of California, commonly referred to as 3211 Mark Street (APN 108-360-026), described and depicted on Exhibits A, B and C (hereinafter referred to as the “Mark Street Property”) which is attached and made a part of this Sublease; WHEREAS, the Mark Street Property is a vacant 1.53-acre property, zoned heavy commercial and located to the east of the RABA Maintenance Facility; WHEREAS, in June 2021, the City Council adopted a resolution that declared the City has a shelter crisis and subsequently approved Ordinances 2637 and 2638 thereby amending Redding Municipal Code Chapter 18.17 and the associated Administrative Guidelines which collectively set forth the requirements and process for the City to review and authorize, through a permit approved by the Council, the establishment and operation of Emergency Housing Sites (EHS);
WHEREAS, an EHS provides short-term, emergency, temporary housing to not more than 30 individuals using Emergency Sleeping Cabins, as defined in Appendix O of the California Building Code. Each EHS must adhere to the Administrative Guidelines and develop and post Good Neighbor Policies addressing the EHS premises and the immediate surrounding neighborhood.
WHEREAS, the Sublessor wishes to Sublease to Sublessee the Mark Street Property (as shown on Exhibits A, B and C) for the purpose of EHS operations and services; WHEREAS, the Mark Street Property infrastructure has been completed by the City of Redding, including eight pallet shelters; and
WHEREAS, the Sublessee desires to Sublease from Sublessor the Mark Street Property under the terms and conditions set forth in this Sublease as more particularly described herein.
NOW, THEREFORE, BE IT RESOLVED found and determined that for the mutual promises contained herein, the Sublessor and Sublessee, together the “Parties” hereby agree as follows:
Packet Pg. 728 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site) ARTICLE 1. SUBLEASE OF MARK STREET PROPERTY AND TERM OF SUBLEASE
1.01 Purpose. In consideration of Sublessee’s provision of the consideration set forth in Section
2.01, the Mark Street Property is hereby Sublet for the exclusive purpose that Sublessee shall use the Mark Street Property for the sole purpose of operation of an EHS. The Sublessor and Sublessee agree that the use, operation and maintenance of the Mark Street Property shall be consistent with this Sublease. Except as expressly otherwise provided in this Sublease, the Mark Street Property includes the real property plus any appurtenances and easements described in Exhibits A, B and C of this Sublease, and any improvements now or hereafter located or constructed on the Mark Street Property.
1.02 Term of Sublease and Termination. The term of this Sublease (the “Term”) shall commence on the date this Sublease is executed by the City and shall expire on the date that is one (1) years therefrom. Sublessee may terminate this Sublease without demonstration of cause being necessary upon ninety (90) calendar days written notice to Sublessor at the address set forth in Section 8.06. Sublessor may terminate this Sublease without demonstration of cause being necessary upon ninety (90) calendar days written notice to Sublessee at the address set forth in Section 8.06.
1.03 Renewal. Except as provided in Section 1.02, so long as Sublessee is not in default under any provision of this Sublease, Sublessee shall have the option to extend the Term by a period of one (1) year. Sublessee may exercise such options by providing Sublessor written notice of its intent to do so no later than sixty (60) days prior to the expiration of the Term (in regard to the second option such notice must be provided no later than sixty (60) days prior to the expiration of the Term as such has been extended by exercise of the first option).
ARTICLE 2. SUBLEASE CONSIDERATION
2.01 Consideration. Sublessee agrees to provide oversight of the Mark Street Property and perform the services set forth in Section 3.01. As additional consideration to the Sublessor, the Sublessee’s oversight of the property will assist the Sublessor with their asset management and be of public benefit through monitoring and maintaining the vacant property through the Term of the Agreement. The Sublessee’s property monitoring and maintenance will eliminate loitering, squatting, debris accumulation, reduce deferred maintenance and the improvements installed may benefit future development of the property. In addition, the Sublessee’s intention to sublease the Mark Street Property for the operation of an EHS is providing a social service, to the income-restricted population and will assist the unsheltered population with housing that will ultimately benefit the community as a whole.
ARTICLE 3. USE OF MARK STREET PROPERTY
3.01 Use of Mark Street Property. Sublessee shall use the Mark Street Property for the sole purpose of operation of an EHS in accord with the South Market Micro-Shelter Community (MSC) Operations and Services Manual dated October 27, 2022, incorporated herein by this reference. Sublessee shall not use or permit the Mark Street Property to be used for any other purpose without the prior written consent of the Sublessor.
Packet Pg. 729 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site)
3.02 Prohibited Uses. Sublessee shall not permit the Mark Street Property or any portion of the Mark Street Property to be used or occupied in any manner or for any purpose that is in any way in violation of any law, ordinance, or regulation of any federal, state, county, or local governmental agency, body, or entity. Furthermore, Sublessee shall not maintain, commit, or permit the maintenance or commission of any nuisance as now or hereafter defined by any statutory or decisional law applicable to the Mark Street Property or any part of the Mark Street Property.
A. While in possession of the Property and in the performance of the consideration set forth herein, Sublessee shall not discriminate against any employee or applicant for employment or recipient of services because of race, color, ancestry, national origin, religious creed, sex sexual orientation, gender-identification, disability, age, marital status, political affiliation, or membership or non-membership in any organization.
3.03 Assignment and Subletting. Sublessee shall not assign this Sublease or sublet to any portion of the Mark Street Property without prior written consent of the Sublessor’s Executive Officer, which shall not be unreasonably withheld. Any such assignment or subletting without consent shall be void and, at the option of the Sublessor, may terminate this Sublease.
ARTICLE 4. UTILITIES
4.01 During the term of this Sublease, Sublessee shall pay or cause to be paid, prior to delinquency any and all utilities furnished to the Mark Street Property including, without limitation, water, electricity and other public utilities.
ARTICLE 5. MAINTENANCE AND REPAIRS
5.01 Maintenance by Sublessee.
a. During the term of this Sublease, Sublessee shall, at Sublessee's own cost and expense, keep and maintain the Mark Street Property, all improvements and all appurtenances, now or hereafter on the Mark Street Property, in good order and repair and in a safe and clean condition. Sublessee shall remove all garbage and rubbish from the Mark Street Property on a regular basis. b. Sublessee shall do, or cause to be done without delay, all those things which, in the opinion of the City Manager, are necessary or desirable in the interest of safety or to maintain the Mark Street Property and improvements in good repair and appearance.
c. Sublessee shall not make or cause to be made any alterations or improvements to the Mark Street Property without first securing the written consent of the City Manager.
5.02 Surrender of Mark Street Property. All alterations or improvements, except for any EHS service provider installed facilities to the Mark Street Property shall become a part of the Mark Street Property and shall remain on the Mark Street Property at the expiration or Packet Pg. 730 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site) termination of this Sublease. At the expiration or termination of this Sublease, Sublessee shall leave the Mark Street Property, along with the emergency sleeping cabins, in good condition, normal wear and tear excepted.
ARTICLE 6. INDEMNITY
6.01 Indemnification. Sublessee shall indemnify, defend and hold Sublessor, and its members, manager, officers, agents and employees harmless from and against all liens and encumbrances of any nature whatsoever which may arise in the exercise of Sublessee’s rights hereunder, and from any and all claims, losses, penalties, causes of action (including, but not limited to, claims for relocation assistance, unlawful or forcible detainer), costs (including, but not limited to attorney fees, costs of litigation) or damage arising from Sublessee’s use of the Mark Street Property, or any act or failure to act of Sublessee’s agents, employees, or invitees, except those arising out of the sole negligence or willful misconduct of the Sublessor, its officers, agents and employees.
6.02 Americans with Disabilities Act. As the sole occupant of Mark Street Property, Sublessee shall indemnify, defend and hold Sublessor harmless from any and all cost, expense, liability, or obligation that may arise, or be imposed on the Sublessee, Sublessor, or the Mark Street Property under the Americans With Disabilities Act of 1990, as now in effect or hereafter amended, and all rules and regulations issued under that law (collectively referred to as the “ADA”). Without limitation of the foregoing, Sublessee shall be solely responsible for compliance with any of the following requirements of the ADA that may be applicable, and all cost and expense related thereto: barrier removal to ensure that members of the public with disabilities have access to the Mark Street Property and all services provided thereon; providing auxiliary aids and services when necessary to remove communication barriers for members of the public with disabilities; and compliance with the ADA Accessibility Guidelines when performing any alterations, renovations, or remodels, or when otherwise required by local, state or federal authorities. This indemnification shall include the defense of any action or proceeding (including the payment of attorney’s fees and court costs) brought against Sublessor by any agency, individual or class of individuals, alleging violation or non-compliance with the ADA, and payment of any liability arising out of such actions or proceedings.
ARTICLE 7. DAMAGE
7.01 Damage or Loss. Sublessee, as a material part of the consideration to Sublessor, hereby assumes all risk of damage to its property or injury to persons in or upon the Mark Street Property. Sublessee hereby relieves Sublessor, and waives its entire right of recovery against Sublessor, for loss or damage arising out of or incident to the use of the Mark Street Property, whether due to the negligence of the Sublessee or their respective agents, employees and/or contractors.
ARTICLE 8. INSURANCE
8.01 Coverage. Unless modified in writing by City’s Risk Manager, Sublessee shall maintain the following noted insurance during the duration of the Sublease:
a. Insurance Services Office form number CG-0001, Commercial General Liability Packet Pg. 731 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site) 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; b. 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.
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 selfinsured retentions as respects the City, its elected officials, officers, employees, agents and volunteers; or the Sublessee shall procure a bond guaranteeing payment of losses and related investigations, claims administration and defense expenses.
The General Liability shall contain or be endorsed to contain the following provisions:
c. 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 Sublessee; premises owned, leased or used by Sublessee; or automobiles owned, leased, hired or borrowed by Sublessee. The coverage shall contain no special limitations on the scope of protection afforded to City, its elected officials, officers, employees, agents and volunteers.
d. The insurance coverage of Sublessee shall be primary insurance as respects City, its elected officials, officers, employees, agents and volunteers. Any insurance or selfinsurance maintained by City, its elected officials, officers, employees, agents and volunteers, shall be in excess of Sublessee’s insurance and shall not contribute with it.
e. Coverage shall state that the insurance of Sublessee 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.
f. Each insurance policy required by this Sublease 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, Sublessee 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.
g. Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A-VII.
f. Sublessee shall designate the City of Redding as a Certificate Holder of the insurance.
Sublessee 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 Packet Pg. 732 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site) prior to the commencement of contracted services. City may withhold payments to Sublessee if adequate certificates of insurance and endorsements required have not been provided, or not been provided in a timely manner. g. The requirements as to the types and limits of insurance coverage to be maintained by Sublessee as required by Article 8.01 of this Sublease, 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 Sublessee pursuant to this Sublease, 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, Sublessee 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 Sublease, Sublessee shall immediately notify City’s Risk Manager by telephone at (530) 225-4068. No later than three (3) calendar days after the event, Sublessee 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 Sublessee’s insurance company; and 4) a detailed description of the damage and whether any City property was involved.
ARTICLE 9. MISCELLANEOUS
9.01 Default. In the event of a breach by Sublessee of any of the terms of this Sublease, all rights of Sublessee hereunder shall cease and terminate, and in addition to all other rights it may have at law or in equity Sublessor may take possession of the Mark Street Property without notice, and may remove any and all persons therefrom, and may also cancel and terminate this Sublease; and upon any such cancellation, all rights of Sublessee in and to the Mark Street Property shall cease and terminate.
9.02 Force Majeure. Except as otherwise expressly provided in this Sublease, if the performance of any act required by this Sublease to be performed by either Sublessee or Sublessor is prevented or delayed by reason of any act of God, strike, lockout, labor trouble, inability to secure materials, or any other cause (except financial inability) not the fault of the party required to perform the act, the time for performance of the act will be extended for a period equivalent to the period of delay and performance of the act during the period of delay will be excused. However, nothing contained in this Section shall excuse the prompt delivery of the consideration set forth in Section 2.01 and 3.01 as required by this Sublease or the performance of any act rendered difficult or impossible solely because of the financial condition of the party required to perform the act.
9.03 Attorney Fees. In any dispute between the Sublessee and Sublessor, whether or not resulting in litigation, the prevailing party shall be entitled to recover from the other party all reasonable costs, including without limitation, reasonable attorney’s fees. “Prevailing party” shall include without limitation, a party who dismisses an action for specific Packet Pg. 733 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site) performance or for damages in exchange for sums allegedly due, performance for covenants allegedly breached or consideration substantially equal to the relief sought in the action, or which receives from the other party, in connection with any dispute, performance substantially equivalent to any of these.
9.04 Governing Law. This Sublease shall be governed by and construed in accordance with the laws of the State of California. Any claim or lawsuit pertaining to this Sublease shall be filed and litigated only in the Superior Court of Shasta County, State of California.
9.05 Possessory Interests. Pursuant to Revenue and Taxation Code Section 107.6, Sublessee is advised that this Sublease may create a possessory interest subject to taxation. Sublessee is responsible for the prompt payment of all taxes relation to its exclusive possession of the Property and shall promptly remit all such taxes when due.
9.06 Notices. Any notices required to be given under this Sublease shall be in writing and shall be deemed properly delivered, given or served when personally delivered to the Sublessee or Sublessor, or in lieu of such personal service, sent by United States mail, registered or certified, return receipt requested, addressed as follows:
SUBLESSOR: SUBLESSEE:
City of Redding United Way of Northern California
Attention: Barry Tippin, City Manager Attention: Larry Olmstead, President & CEO 777 Cypress Avenue 3300 Churn Creek Road
Redding, CA 96001 Redding, CA 96002
In the event of personal service, notice shall be deemed given when personally served. In the event of service by mail, notice shall be deemed to have been given seventy-two (72) hours after deposit of same in the United States mail box in the State of California, postage prepaid, addressed as set forth above, or upon the date of the signed return receipt, whichever is sooner. Either party may change its address for the purposes of this section by giving written notice of such change to the other party in the manner provided in this section.
9.07 No Third-Party Beneficiaries Intended. Unless specifically set forth, the parties to this Sublease do not intend to provide any other party with any benefit or enforceable legal or equitable right or remedy.
9.08 Partial Invalidity. If any provision of this Sublease is held by a court of competent jurisdiction to be either invalid, void, or unenforceable, the remaining provisions of this Sublease shall remain in full force and effect unimpaired by the holding.
9.09 Entire Sublease. This Sublease, which includes all exhibits attached hereto and incorporated by reference herein, contains all the representations and the entire understanding and agreement between the parties pertaining to the use of the Mark Street Property and any other matters connected therewith. All correspondence, memoranda, or oral or written agreements pertaining to the Mark Street Property or the parties hereto, which originated before the date of this Sublease are null, void and no longer in force and with no effect, and are replaced in total with this Sublease unless otherwise expressly stated Packet Pg. 734 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site) in this Sublease.
9.10 Headings, Reference and Joint and Several Liability. The titles and headings of the various Sections of this Sublease are intended solely for convenience of reference and are not intended to explain, modify or place any provisions of this Sublease. Masculine and feminine, or neutral gender and the singular and the plural number shall each be considered to include the other whenever the context so requires. If either party consists of more than one person, each such person shall be jointly and severally liable.
9.11 No Party Deemed Drafter. In the event of a dispute between any of the parties hereto over the meaning of this Sublease, 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.
9.12 Waivers and Amendments. All waivers of the provisions of this Sublease must be in writing and signed by the appropriate authorities of the Sublessee or Sublessor, and all amendments hereto must be in writing and signed by the appropriate authorities of the Sublessee and the Sublessor. However, amendments which do not result in a substantial or functional change to the original intent of the Sublease and do not cause an increase to the amount payable under this Sublease shall be deemed “minor amendments” and may be agreed to in writing between the City Manager and United Way.
9.13 Authority. Each of the undersigned signatories hereby represents and warrants that they are authorized to execute this Sublease on behalf of the respective parties to this Sublease, that they have full right, power and lawful authority to undertake all obligations as provided in this Sublease; and that the execution, performance and delivery of this Sublease by said signatories has been fully authorized by all requisite actions on the part of the respective parties to this Sublease.
9.14 Effective Date of Sublease. The Effective Date of this Sublease is the date it is executed by the City, as noted in Section 1.02.
REMAINDER OF THIS PAGE LEFT BLANK
Packet Pg. 735 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site)
SUBLESSOR
Dated: _____________ BARRY TIPPIN, City Manager
ATTEST: APPROVED AS TO FORM:
PAMELA MIZE, City Clerk BARRY E. DEWALT, City Attorney
SUBLESSEE
Dated: ______________ LARRY OLMSTEAD, United Way of
Northern California
Exhibit A – Legal Description
Exhibit B – Location Map
Exhibit C - Site Plan
Packet Pg. 736 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site)
EXHIBIT 'A'
LEGAL DESCRIPTION
The land described herein issituated in the State of California, County of Shasta, City of Redding, described as follows:
Lots 1, 2 and 3, Block 7, asshown on the Map of Alta Subdivision, filed in the County Recorded April 29, 1939 in Book 5 of Maps at Page 53, Shasta County Records.
A.P.N. 108-360-026
Packet Pg. 737 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site)
EXHIBIT 'B'
LOCATION MAP
Packet Pg. 738 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site)
EXHIBIT '
C'
SITE PLAN
Packet Pg. 739 Attachment: Property Sublease_draft (9.2(d)--Mark Street Emergency Housing Site)
CITY OF REDDING
REPORT TO THE CITY COUNCIL
Recommendation
Accept an oral presentation from the Electric Director providing a progress update on the Electric Utility’s 2026 Strategic Plan.
Fiscal Impact
There is no fiscal impact associated with the oral report.
Alternative Action
The City Council could choose not to accept the update or request additional information.
Background/Analysis
On August 17, 2021, the City Council approved the Electric Utility’s 2021-2026 Strategic Plan.
Since its adoption, the Electric Department has made significant progress on many strategic goals. This update will provide an overview of the strategic planning process and outcomes, report on progress on the strategic goals, identify the strategic planning focus for 2023, and introduce key performance indicators to measure the success of our strategic priorities.
Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.
MEETING DATE: December 20, 2022
ITEM NO. 9.5(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.5(b)--Oral report to provide a progress update regarding the City of Redding Electric Utility's Strategic Plan.
Nick Zettel, Director of
Redding Electric Utility
Packet Pg. 740
Report to Redding City Council December 14, 2022
Re: 9.5(b)--Update-REU's 2026 Strategic Plan Page 2
Council Priority/City Manager Goals
• Communication and Transparency – “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Attachments
Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan Packet Pg. 741
CITY OF REDDING
REPORT TO THE CITY COUNCIL
Recommendation
Approve Redding Electric Utility’s 2026 Strategic Plan establishing new vision and mission statements, identifying core organizational values; and setting goals.
Fiscal Impact
There is no fiscal impact associated with accepting Redding Electric Utility’s (REU) 2026 Strategic Plan.
Alternative Action
The City Council (Council) could choose to not accept REU’s 2026 Strategic Plan and provide alternative direction to staff.
Background/Analysis
The previous REU 2020 Strategic Plan was approved by the Council in 2015. At that time, REU embarked on a structural overhaul to better align the workforce with customer needs, and the strategic plan helped staff focus on several critical areas, including technology, workforce and culture, communications, and financial stability. To address today’s fast pace of change to the utility industry, REU staff engaged in a new strategic planning effort.
With the assistance of Hometown Connections, Inc. (HCI), an advisory team of community members, City of Redding staff, and members of the Council worked to develop the 2026 Strategic Plan (Plan). The strategic planning team examined REU’s strengths and limitations to confirm the utility’s mission and priorities that will serve as guideposts for long-term project development and planning.
MEETING DATE: August 17, 2021
ITEM NO. 9.5(c)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan.
Daniel Beans, Director of
Electric Utility
Packet Pg. 742 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic Report to Redding City Council August 10, 2021
Re: 9.5(c)--Redding Electric Utility's Strategic Plan Page 2 New vision and mission statements as well as six core organizational values were identified as part of the strategic plan development process. Additionally, nine strategic goals were identified to allow REU to successfully fulfill its vision and mission:
• Complete Critical Wildfire Mitigation Projects
• Replace Aging Distribution System Infrastructure
• Initiate Distribution Modernization Program Element
• Implement Distribution Risk Management Plan
• Complete Energy Trading Modernization and Integrated Resource Plans • Minimize Compliance Failures and Penalties
• Align Revenue Collection with Cost-of-Service
• Enhance Communication with Customers and the Community • Enhance Employee Development, Attraction, and Retention These goals were designed to aid REU staff in meeting the three strategic priorities identified within the Plan: mitigate risk, maximize reliability, and meet regulations.
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
REU's 2026 Strategic Plan (available online)
Packet Pg. 743 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic Strategic Plan
2021-2026
Redding
Electric Utility
Packet Pg. 744 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic Executive Summary
Proud of our History, Preparing for the Future
Vision, Mission & Core Values
Strategic Priorites
Goals
Acknowledgements
03 05
07 09
10 13
Contents
Packet Pg. 745 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic In 2021, Redding Electric Utility (REU) celebrates 100 years of service. REU takes great pride in helping to make the City of Redding and Shasta County a great place to live, work and play. Today, we continue to provide reliable and a ordable electric service to the residents and businesses of Redding, while developing the flexibility and innovation to respond to the changing utility marketplace. We remain committed to providing strong value to the Redding community far into the future. 03 Executive
Summary
Redding and Shasta County powered
on through the Carr Fire of 2018 and
Snowmaggedon in 2019. The year 2020
represented another challenge for the electric
utility industry. The COVID-19 pandemic
proved to be devastating to our community and
nation as citizens struggled to remain healthy
many parts of the nation as natural disasters
damaged equipment and disrupted lives.
Our employees worked together, as frontline responders, to keep the power on while keeping themselves and our customers safe
As we look ahead, we must continue to
think and act strategically, addressing
changes in technology, customer
expectations, regulations and the climate,
especially related to wildfires. We must
continue to be proactive and adapt quickly
to the changes impacting the electric
utility industry to best serve the Redding
community for the next 100 years. Change
is a constant in the electric utility industry,
and we are determined to act in a way
that best serves our customers and the
community far into the future. As a local,
publicly-owned utility, we are invested in
the success of Redding.
REU completed its previous strategic plan
in 2015. At that time, the organization
embarked on a structural overhaul to
better align the workforce with our
customer needs, and the strategic plan
helped us focus on several critical areas,
including technology, workforce and
culture, communications and financial
stability. To address today’s fast pace
of change to the utility industry, we
engaged in a new strategic planning
face when possible, and virtually when
COVID-19 restrictions reduced our ability
to meet in person. Several meetings were
conducted with City of Redding Council
stakeholders to update REU’s strategic
plan and chart a course for the future.
The strategic planning team examined
our strengths and limitations, confirming
the utility’s mission and priorities that will
serve as guideposts for long-term project
development and planning.
Packet Pg. 746 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 04 The 2021 Strategic Plan includes several
important updates to our vision, mission and
priorities. The vision statement, identifying
the value we seek to bring to the Redding
community states:
REU makes Redding better by connecting
with our customers and being their trusted
and reliable, community-owned utility
The mission statement, which describes
what we will do to achieve that vision reads:
REU, in partnership with the Redding
community, is committed to improving the
public’s safety and providing reliable, costeffective service Our organizational values will play a key
role in how we fulfill our mission and vision.
We have an obligation to the community to
act in its best interests. As such, we have
identified six core values which will drive
our actions:
• Safety
• Integrity
• Customer Focus
• Teamwork
• Communication
• Stewardship
Looking ahead to the coming years, we
have identified three key areas in which
we must excel for the utility to serve the
Redding community. They are:
• Mitigate Risk
• Maximize Reliability
• Meet Regulations
We believe attention to these three
areas will position us to deliver valuable
service to the community for many years
to come. When the utility was formed
100 years ago, city leaders recognized
the wisdom of allowing the community to
control its own destiny by building and
managing its electric service. Today, the
City continues to deliver value to the
community through the local control of
utility services, maintaining high reliability
at very competitive rates, while keeping
dollars and jobs in the community.
We invite you to review this strategic plan
and share your thoughts with us about the
direction of the utility. You, the customer and
citizen, are the owners of Redding Electric
Utility. The ownership partnership formed in
1921 has been – and will remain – a key to
our success in the years ahead.
Executive
Summary
Packet Pg. 747 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 05 Proud of Our History,
Preparing for
the Future
The world has changed greatly since REU began distributing electricity to the people of Redding 100 years ago. The utility, too, has seen significant change from the days when it purchased all of its wholesale power from area investor-owned utilities.
Over the decades, we established greater
control over our power supply, contracting
with the federal government for low cost
hydroelectric power, partnering with other
agencies to access significant economies
of scale and building our own generation
facilities. These forward-looking steps by
past city and utility leaders ensured greater
reliability, rate stability and predictability.
As a result, Redding’s lights remain on, bills
remain manageable and its owners’ best
interests are being supported.
And who are those owners? No, it is not Wall
Street investment firms, hedge funds and
other shareholders. It is you, the customers
of the utility and the citizens of Redding. As
a public power utility, rather than an investorowned utility, our owners are our customers.
This means decision-making on issues
important to you, such as rates, power supply,
reliability and customer service, are made
locally. The utility’s governing board is the
Redding City Council, which embraces the
critical role that the utility plays in serving the
community.
REU employs 193 people, who serve
44,905 residential and commercial
customers within the corporate boundries
of the City of Redding. Redding’s
population and economy have remained
remarkably stable for many years. Most of
this century has seen modest growth in
population, lagging behind both California
and the U.S. population growth rates. Yet,
interest in Shasta County’s vast natural
resources continues to drive strong tourism
as well as new residents, citing the area’s
natural beauty as a draw.
The regional economic outlook is good,
having recovered fairly quickly from the
pandemic-fueled downturn. The local
industry is diversified, with the largest
employment sectors being healthcare, retail,
education, food, lodging and government.
Redding is well-positioned to remain
economically vibrant in the years ahead.
The utility must continue to adapt to
changes in our natural environment, new
state and federal regulations, technology
advancements and evolving customer
expectations.
For example, the wildfire “season” is nearly
a year-round issue now. We recognize the
important role we must play in planning for and
responding to fires that may impact our service
territory. In 2021, technology and human
resources in the Redding Fire Department
and Parks Division have been provided
extraordinary tools to battle the wildfires
that continue to impact California. A stateof-the-art emergency operations center was established at our headquarters building
to allow first responders and leaders within
Packet Pg. 748 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 06 our community to work closely together
to prevent loss of life and property due
to catastrophic events. We work closely
with other Redding departments and first
responders to ensure public safety.
Numerous other technological tools
are being implemented, including new
communication systems, IQ FireWatch
cameras, security cameras in and around
electric infrastructure and aerial imagery
for assessing the vegetation canopy. All of
these tools are congregated in the City of
Redding’s new emergency operations center.
Looking within the utility, REU’s infrastructure,
reliability, and operations are generally in
good shape. However, many years of
deferred maintenance are resulting in more
frequent outages of longer duration. We
are at a pivotal time regarding our aging
distribution system, and significant capital
maintenance and upgrades are needed in
order for us to continue providing reliable
community.
•
but we contend with higher wages at
utilities in Northern California which draw
from our workforce.
• Financially, the utility is in solid shape,
with strong city council leadership and
diversified revenue.
• REU’s system reliability is among the highest
in the state. Yet maintaining system reliability
is a never-ending process, and REU must
continue to evaluate its infrastructure and
ensure upgrades and technology are
manner.
• In concert with a robust power generation,
transmission and distribution system, REU’s
Customer Services Division provides
outstanding service, continually going
above and beyond to help our customers.
In response to the COVID-19 pandemic,
our Customer Services team developed an
extensive community outreach program,
the Comprehensive Community Assistance
Program to inform our customers about
available resources.
These technologies improve operations,
reliability, safety and customer service.
By providing funding for firefighters and
vegetation management personnel, we
have been able to carefully identify and
mitigate potential fire hazards that could
impact or be caused by our utility. In
addition, we have funded a large goat
program as part of vegetation management.
Through proactive measure and working
closely with other city departments, we will
continue to reduce the large risks wildfires
pose to our beautiful area.
Proud of Our History,
Preparing for
the Future
Packet Pg. 749 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 07 Vision, Mission
& Core Values
Vision
an ideal future for the utility as it serves the
community. It can be thought of as a destination; we hope an ambitious one. With this as our responsibility, our vision statement reads:
REU makes Redding better by connecting
with our customers and being their trusted
and reliable, community-owned utility
High reliability, competitive rates, and excellent customer service are the foundation of our values proposition to the community. Yet
there is much more we can and will do as
we embrace this vision.
Mission
If a vision statement describes a destination,
the mission statement describes how an
organization will get there. What will we do
to attain that vision? Our mission reads:
REU, in partnership with the Redding
community, is committed to improving the
public’s safety and providing reliable,
We very much view our role in the community as a partnership, whether this is with other city departments or outside agencies
or organizations. For example, REU and the
Redding Fire Department and Parks Department coordinate their wildfire prevention and business customers, REU must deliver
-
ally exploring ways to improve all aspects
of our operations.
its enduring mission, vision, and values.
Central to Redding Electric Utility’s planning for the future is ensuring all e orts align with
Packet Pg. 750 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 08 Core Values
The vision and mission describe what we do
in order to support the Redding community.
But how will the utility act as it fulfills these
priorities? Establishing our core values is a
key part of defining who we are, how we will
serve our customers and how we will treat
each other. These are expectations we have
of ourselves, and to which we will hold each
other accountable. Below are outlined six
core values with corresponding behaviors
and actions.
Safety
• We promote ownership and accountability
for safety within the department
• We have an uncompromising commitment
for the public and employees’ safety
• Through our safety committee, programs,
activities and other initiatives, we promote
a culture of safety
• We promote public safety through
ongoing education, training, awareness
and compliance
• We support an environment in which the
public can be served safely
Integrity
• We are accountable, ethical, honest, and
transparent in everything we do
• We will protect and maintain the goodwill
and trust our community has placed in us
• We are loyal to the public interest and
fairness to all ratepayers
Customer Focus
• REU employees consider the customer
first in every decision we make so that we
consistently exceed customer expectations
• We listen to, anticipate and proactively
serve customer wants and needs
• We focus on delivering what is most
beneficial to our internal and external
customers
• Customers and their safety and
satisfaction are our highest priority
Teamwork
• Our team consists of employees of the
Electric Utility, the City, the Redding
community and Joint Powers Agencies
• We demonstrate the principles of Hungry,
Humble and Smart as explained by the
best-selling author Patrick Lencioni in his
book The Ideal Team Player
• We are a cohesive unit that exists solely
for the benefit of the community we serve
• We believe Teamwork is vital for success
• We feel, act and behave as one big team
Open Communication
• By actively listening to the needs of the
community, we provide timely responses,
create understanding of other’s
perspectives and show we care
• Through transparent communication,
we keep all stakeholders informed,
avoid unnecessary surprises and reduce
confusion
• We are committed to action and follow up
when necessary, to help provide closure
for our stakeholders
Stewardship
• We strive to represent and incorporate the
values and needs of the community in the
management of the utility
• We focus on maximizing value for all
customers over the long term
• We manage our physical assets to
maximize safety and reliability at the
lowest possible cost
• We offer programs and education to help
our customers save money and/or reduce
their impacts on the environment
• We continuously decrease our impacts on
the environment while striving to maintain
affordable electric rates for our customers
Vision, Mission
& Core Values
Packet Pg. 751 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 09 Strategic
Priorities
Three strategic priorities have been identified as points of emphasis in our strategic planning process. To take advantage of our organizational strengths and to address opportunities for growth and improvement, the following strategic priorities serve as the framework for our strategic plan.
01 Manage risk necessary to protect
our customers from physical and
financial harm.
From wildfires to pandemics, change is
the new normal. We continue to assess
the impacts, risks – and opportunities
– that this change brings.
02 Provide best in class safety,
reliability and services to support
the needs of our community.
We will continue to take the steps
necessary to maintain and upgrade
our distribution system. Reliability
also means being a good corporate
citizen, acting in the best interests
of the community, being responsive
to customer needs, and continuing
to build trust among our many
stakeholders.
03 To comply with all mandated
regulations in a manner
to maximize reliability and
As the state and federal regulatory
landscape continues to change, the
comply with these regulations while
ensuring customer needs for reliability
Packet Pg. 752 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 10 Below are our initial goals that will be critical in allowing REU to successfully fulfill its vision to “make Redding better.” For most of these, related metrics will allow the utility to keep staff, the City Council, our customers and our community updated on their progress. We look forward to sharing that progress with you.
Goals
GOAL 1
Complete Critical Wildfire
Mitigation Projects
GOAL 2
Replace Aging Distribution
System Infrastructure
GOAL 3
Initiate Distribution
Modernization Program Element
STRATEGIC PRIORITIES
STRATEGIC PRIORITIES
STRATEGIC PRIORITIES
In order to continually manage wildfire risk and the threat to public safety, our Wildfire Mitigation Plan identified several technology and distribution system improvements as significant mitigating factors to the detection and prevention of future wildfires in our service territory. Due to the long lead time for planning and construction, several critical projects remain outstanding with targeted completion within the 5-year horizon. The majority of the technology improvements have been deployed, with the remainder focusing on vegetation inspection systems. Distribution system improvements range from circuit hardening and strategic underground to developing a more coordinated vegetation management program.
With a focus on reliability and completion of an internal aging infrastructure assessment, we identified several distribution system elements that require replacement as part of ongoing routine operations. The projects will center on underground, overhead and meter system replacement to ensure a solid platform is established for future modernization efforts. Key performance indicators such as total customers and outage minutes are used to gauge the effectiveness of aging asset replacement. Replacement of at-risk elements will reduce outage events while providing customers with a higher degree of reliable service.
New technologies are available for deployment on our system to provide faster outage detection, real-time situational awareness and modernized software solutions for system operators. By modernizing our distribution system, we can ensure outage times are minimized by faster detection and response by pinpointing the outage and focusing resources on the needed repairs. Communication systems will be bolstered by the deployment of fiber optic lines on our system with additional spare capacity for future use. Power quality will be enhanced with projects aimed at line capacity upgrades and power factor improvement. mitigate risk
mitigate risk
meet regulations
maximize reliability
maximize reliability
maximize reliability
Packet Pg. 753 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 11 GOAL 5
Complete Energy Trading
Modernization and Integrated
Resource Plans
GOAL 6
Minimize Compliance Failures
and Penalties
STRATEGIC PRIORITIES
STRATEGIC PRIORITIES
Our recent overhaul of the Energy Risk Management Policy requires detailed processes to ensure all policy requirements are achieved. To align the policy with day-to-day staff duties, a set of business rules will be developed to identify modeling and analytical methods used to provide energy trading and hedging recommendations to the Energy Risk and Risk Oversight Committees. Key performance indicators from this project will center on the ability to keep our energy portfolio metrics in compliance with the Energy Risk Policy. Separately, updated Integrated Resource Plans will be needed to address the future energy landscape in California, with particular focus paid to electrification of transportation and buildings. In addition to focusing on load growth from carbon reduction efforts, additional renewable energy resources will be required to maintain compliance with the State’s Renewable Portfolio Standard requirements.
As part of our North American Electric Reliability Corporation registration as a Transmission Owner and Operator, we are continually striving to develop a culture of compliance with a particular focus on regulatory best practices. To support a culture of compliance and the development of best practices, a Regulatory Compliance Internal Controls project will be completed to ensure any compliance failures are minimized. With the recent requirement to provide enhanced system security by SB699, we will be focusing on bolstering the security at our substations by adding additional layers of protection from sabotage or break-ins. mitigate risk
mitigate risk
meet regulations
meet regulations
maximize reliability
GOAL 4
Implement Distribution Risk
Management Plan
STRATEGIC PRIORITIES
Upon completion of our internal Operational Risk Assessment, we discovered several opportunities to improve our internal working systems to minimize risk from organization structures, inventory and workflow management techniques. In tandem with replacing aging equipment and installing new technologies to modernize the system, several projects have been selected to ensure the support systems are intact to minimize system risk. This includes a new inventory control system, workflow management systems and software, and organizational structure and staffing changes to reflect a more streamlined operations team. mitigate risk maximize reliability
Goals
Packet Pg. 754 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 12 Goals
GOAL 7
Align Revenue Collection with
Cost-Of-Service
GOAL 8
Enhance Communication with
Customers and the Community
GOAL 9
Enhance Employee Development,
Attraction and Retention
STRATEGIC PRIORITIES
STRATEGIC PRIORITIES
STRATEGIC PRIORITIES
Aligning revenues with the cost of providing electric service is imperative to mitigate risks.
REU will implement two projects to analyze and recommend a rate structure. The first project will consist of a cost-of-service study that analyzes electric consumption patterns of service. To garner support for the rate structure recommendation, a second project will ensure significant outreach and community engagement to gather comments, provide education and develop consensus.
Our Customer Focus Core Value is intended on meeting the needs of our customers and fostering an ownership relationship with the community. To support this core value, we must increase our communication channels, frequency of outreach and inclusion with our customers as we move through this Strategic Plan cycle. Two projects have been developed to meet this goal. A customer needs survey project will help us identify the areas requiring more attention and communication, while an updated communications plan project will ensure we are more effective at stakeholder processes and customer outreach. Future surveys will be used to gauge the effectiveness of these projects.
Because we value our employees, REU identified several employee training and procedure management projects to ensure our teams understand their roles and responsibilities in serving our customers. Furthermore, in order to attract and retain quality and dedicated team members, ongoing labor market analysis must occur to ensure the working environment of REU is one that attracts and maintains employees. This will include studies of pay and benefits and working conditions. These workforce initiatives are imperative to deliver the strategic plan successfully.
mitigate risk
mitigate risk
meet regulations
maximize reliability
mitigate risk
meet regulations
maximize reliability
Packet Pg. 755 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic 13 Acknowledgements
We wish to acknowledge the many contributions of Redding City Council Members and members of the public. This is a better strategic plan because of extensive discussion, debate and challenges that arose throughout this process. Our process relied heavily on an advisory team of stakeholders from within the City and the community for their perspectives. We thank all of you for your commitment and diligence.
ADVISORY TEAM
Chuck Aukland
Public Works Director
Steve Bade
Deputy City Manager
Tim Danielson
Salvation Army Captain
Nate Fairchild
Director of Science and Charter
School Administration
Jake Mangas
President & CEO, Chamber
of Commerce
Mark Mezzano
City Council
Kristen Schreder
City Council
Chad Scott
CEO of the Builder’s
Exchange
Jerrod Vanlandingham
Fire Chief
Packet Pg. 756 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic For more information:
City of Redding Electric Utility
3611 Avtech Parkway
Redding, CA 96002
530.339.7300
www.reupower.com
Packet Pg. 757 Attachment: Previous Staff Report - Item No. 9.5(c)--Consider Redding Electric Utility's 2026 Strategic Plan (9.5(b)--Update-REU's 2026 Strategic
CITY OF REDDING
REPORT TO THE CITY COUNCIL
Recommendation
Adopt Resolution approving and adopting the 76th Amendment to City Budget Resolution No. 2021-078 approving two full time CIRT Officers and appropriating $156,070.
Fiscal Impact
The annual cost of the two positions is approximately $440,000 per year. There is no anticipated impact on the General Fund. Fiscal Year 2022-23 funding is available from the Janssen and Distributors Settlement Funds, which will be available over the next nine (9) years. Any required additional funding in excess of the settlement funds will be identified and included through the biennial budget process for Fiscal Years 2023-24 and 2024-25.
Alternative Action
The City Council could choose not to authorize hiring of two additional CIRT Officers and provide staff with alternative direction.
Background/Analysis
On July 21, 2021, California Attorney General Rob Bonta announced the final settlement agreements with prescription opioid manufacturer Janssen Pharmaceuticals and pharmaceutical distributors McKesson, Cardinal Health, and AmerisourceBergen (Janssen and Distributors or J&D Settlement), which will provide substantial funds for the abatement of the opioid epidemic in California. Funds can be used for a variety of activities as outlined below:
1 Provision of matching funds or operating costs for substance use disorder facilities with an approved project within the Behavioral Health Continuum Infrastructure Program (BHCIP).
MEETING DATE: December 20, 2022
ITEM NO. 9.9(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.9(a)--Consider Resolution appropriating funds relative to hiring two (2) Crisis Intervention Response Team (CIRT) Officers.
Bill Schueller, Chief of Police
Packet Pg. 758
Report to Redding City Council December 13, 2022
Re: 9.9(a)--Resolution re Additional CIRT Officers Page 2 2 Creating new or expanded substance use disorder (SUD) treatment Infrastructure. 3 Addressing the needs of communities of color and vulnerable populations (including sheltered and unsheltered homeless populations) that are disproportionately impacted by SUD.
4 Diversion of people with SUD from the justice system into treatment, including by providing training and resources to first and early responders (sworn and non-sworn) and implementing best practices for outreach, diversion and deflection, employability, restorative justice, and harm reduction.
5 Interventions to prevent drug addiction in vulnerable youth.
The Crisis Intervention Response Team (CIRT), made up of two plain clothes Redding Police Department Officers with weapons and body armor concealed, operating in an unmarked emergency vehicle and paired with a clinician from Shasta County’s Health and Human Services Agency (HHSA) or Hill Country Community Clinic, would qualify under items 3 and 4 for this funding proposal as follows:
Item 3: The expansion of a second CIRT would allow focused outreach to unsheltered individuals suffering from SUD. CIRT would proactively contact individuals, in public spaces, homeless camps, and through referrals from patrol staff, and offer resources to include temporary housing or shelter coupled with substance abuse treatment and mental health treatment.
Item 4: CIRT would respond to calls for service of overdoses and suicidal individuals in crisis due to mental health, substance abuse, or both. Whenever possible, CIRT would divert the individual away from the criminal justice system and into treatment. CIRT would receive advanced training in crisis intervention, mental health, and substance abuse. In addition, CIRT would provide training to RPD patrol staff on SUD outreach and crisis intervention to include best practices and resource availability.
Having two CIRT teams would provide the City of Redding with six day, 80 hours a week coverage. One day a week would be an overlap day with both teams working for training, education, and focused outreach efforts of large homeless populations.
Environmental Review
This is not a project defined under the California Environmental Quality Act (CEQA) and no further action is required.
Council Priority/City Manager Goals
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding.” Attachments
^Resolution
Packet Pg. 759
RESOLUTION NO. 2022-___
A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 76TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2021-078
APPROPRIATING $156,070 FOR FISCAL YEAR 2022-23 FOR CREATION OF TWO
CRITICAL INCIDENT RESPONSE TEAM (CIRT) OFFICERS FOR REDDING POLICE
DEPARTMENT
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
111 450 Police Grants $156,070
THAT account titles and numbers requiring adjustments by this Resolution are as follows:
USE SOURCE
OF FUNDS OF FUNDS
Increase Revenue
111-450-7-2010-9 Contributions - Operating - Police $ 156,070 Increase(Decrease) Expenditures
111-450-0111-01 Full Time Regular $ 104,500
111-450-0171-01 Worker's Comp 10,510
111-450-0173-01 Group Insurance 17,000
111-450-0175-01 Retirement Program 22,540
111-450-0177-01 Medicare 1,520
Total $ 156,070 $ 156,070
PERSONNEL FY 2022-23
Crisis Intervention Response Team (CIRT) Officers 2 FTE THAT the purpose is to appropriate $156,070 for fiscal year 2022-23 for creation of two Critical Incident Response Team (CIRT) officers for Redding Police Department.
Packet Pg. 760 Attachment: ^Resolution (9.9(a)--Resolution re Additional CIRT Officers) I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 20th day of December, 2022, and was duly adopted at said meeting by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
MICHAEL DACQUISTO, Mayor
ATTEST: FORM APPROVAL:
PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 761 Attachment: ^Resolution (9.9(a)--Resolution re Additional CIRT Officers)
CITY OF REDDING
REPORT TO THE CITY COUNCIL
Recommendation
Adopt Resolution approving a 180-day wait period exception of Jules Marchesseault as Electric Manager-Engineering for the City of Redding pursuant to Government Code sections 7522.56 and 21224, effective January 1, 2023, for up to 960 hours; and granting the City Manager authority to execute the necessary hiring documentation. The resolution, if approved, would allow retired Electric Manager-Engineering, Jules Marchesseault, to be rehired as an annuitant in the Electric Utility to assist with a special project, extra help needed with the preparation for the North American Electric Reliability Corporation (NERC) Audit of Redding Electric Utility’s Transmission Owner/Transmission Operator (TO/TOP) Compliance program, and the training of the replacement personnel.
Fiscal Impact
The estimated salary cost for allowing the Electric Department to hire the retired annuitant on a temporary basis not to exceed 960 hours total, between Fiscal Year 2022-23 and Fiscal Year 2023-24, would be approximately $44,000. Redding Electric Utility (REU) would be funding the work, with no General Fund impact.
Alternative Action
The City Council could choose not to adopt the resolution, and a retired annuitant will not be hired.
MEETING DATE: December 20, 2022
ITEM NO. 9.15(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 9.15(b)--Consider Resolution approving an exception to the California Public Employee's Retirement System (CalPERS) 180-day wait period with regard to re-hiring Jules (Jay) Marchesseault in the position of Electric Manager-Engineering, effective January 1, 2023.
Sheri DeMaagd, Assistant
City Manager
Packet Pg. 762
Report to Redding City Council December 15, 2022
Re: 9.15(b)--Resolution re 180 day wait period for Jules Marchesseault Page 2 Background/Analysis
Electric Manager-Engineering, Jules Marchesseault, retired from the City of Redding (City) on December 16, 2022, after three years of City service. The City is in the process of filling the vacancy created by Mr. Marchesseault’s retirement; however, there are specific extra help projects within the Electric Department – Operations Division in which Mr. Marchesseault has direct knowledge, skills, and experience to assist the City. Specifically, Mr. Marchesseault will be assisting with preparation for the NERC Audit of REU’s TO/TOP Compliance program and the training of the replacement Electric Manager-Engineering and the replacement Engineering Supervisor. Mr. Marchesseault’s title will be Electric Manager - Engineering during his employment as a retired annuitant. Although Mr. Marchesseault will have the title of Electric Manager - Engineering, as a retired annuitant, he will not be assuming all of the roles and responsibilities of that position.
Environmental Review
This is not a project defined under California Environmental Quality Act, and no further action is required.
Council Priority/City Manager Goals
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work and play in the City of Redding.” Attachments
^Resolution - CalPERS 180 Day Exception-Marchesseault
^J Marchesseualt PAF
Packet Pg. 763
RESOLUTION NO. 2022-___
December 20, 2022
RESOLUTION FOR EXCEPTION TO THE 180-DAY WAIT PERIOD
GC sections 7522.56 & 21224
WHEREAS, in compliance with Government Code section 7522.56 the Redding City Council must provide CalPERS this certification resolution when hiring a retiree before 180 days has passed since his or her retirement date; and
WHEREAS, Jules Marchesseault retires from the City of Redding in the position of Engineering Manager – Engineering effective December 16, 2022; and WHEREAS, section 7522.56 requires that post-retirement employment commence no earlier than 180 days after the retirement date, which is June 14, 2023, without this certification resolution; and
WHEREAS, section 7522.56 provides that this exception to the 180-day wait period shall not apply if the retiree accepts any retirement-related incentive; and WHEREAS, the Redding City Council, the City of Redding and Jules Marchesseault certify that Jules Marchesseault has not and will not receive a Golden Handshake or any other retirement-related incentive; and
WHEREAS, the Redding City Council hereby appoints Jules Marchesseault as an extra help retired annuitant to perform certain duties of the Electric Manager – Engineering for the City of Redding under Government Code section 21224, effective January 1, 2023; and WHEREAS, the entire employment agreement, contract or appointment document between Jules Marchesseault and the City of Redding has been reviewed by this body and is attached herein; and
WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and WHEREAS, the employment shall be limited to 960 hours per fiscal year; and WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and
WHEREAS, the maximum monthly base salary for this position is $18,783.00 and the hourly equivalent is $108.36, and the minimum monthly base salary for this position is $14,448.00 and the hourly equivalent is $83.35; and
WHEREAS, the hourly rate paid to Jules Marchesseault will be $102.72; and Packet Pg. 764 Attachment: ^Resolution - CalPERS 180 Day Exception-Marchesseault (9.15(b)--Resolution re 180 day wait period for Jules Marchesseault) WHEREAS, Jules Marchesseault has not and will not receive any other benefit, incentive, compensation in lieu of benefit or other form of compensation in addition to this hourly pay rate; THEREFORE, BE IT RESOLVED THAT the Redding City Council hereby certifies the nature of the appointment of Jules Marchesseault as described herein and detailed in the attached employment agreement/contract/appointment document and that this appointment is necessary to fill a critically needed role of Electric Manager - Engineering for the City of Redding.
Mr. Marchesseault will be assisting with preparation for the NERC Audit of REU’s TO/TOP Compliance program and the training of the replacement Electric Manager-Engineering and replacement Engineering Supervisor. Mr. Marchesseault’s title will be Electric Manager - Engineering during his employment as a retired annuitant.
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 20th day December, 2022, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
________________________________
MICHAEL DACQUISTO, Mayor
ATTEST: FORM APPROVED:
_____________________________ _________________________________ PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 765 Attachment: ^Resolution - CalPERS 180 Day Exception-Marchesseault (9.15(b)--Resolution re 180 day wait period for Jules Marchesseault)
!"##
$% &'()*++', -./0*+ *(1
2
23 45
6 7
45 6
7
3
2
7
4
8 9: -;
&" -
$ < 4
= >
< ?
< @
A
< B
< ?
< B
B
< @
:
< @5 CD
EFGHIGJH KD
L; -
$ M@
5
3
N
@5
C
O6 C
45 6
@
P
@
?
C
A
2 Q
4Q
23
4
A
; "R&S-$-
$ -
$
#; !#"! ! T
$%
?
U5
6
2
@5
3
?
U5
6
2
23 >
?
U5
6
2
2
2
?
6
2
B
2
5 V36
2
2
V
3
2
C
9
WXYZ[\\X] ^__`aX bZX ^\]c
7Q B?KC7@@:4d76
8
B
e8
KD
BD
7f
B
D
7f
2KA eg5
:3
8 @
:
8 BB>
2
: hhhhhhhhh
e5
>598V77Ki
4 f @
:
2
V
5
?
B
B
2 Q
4
2
4
WXYZ[\\X] ^__`aX bZX ^\]c
V
?
3
=
B C 4Q
jklkmmk nonopl
qrstuvwwvrxyz {xyvw |
}
~ j npmpousyvtzs
t qrrvs
vvs
x
zrzjkl yvtzs
t
wzs
xz
ty
rtv
zu vsvz v vtz
mkppk pnpp {xyvw {r qrstuvwwvrxyz
yy v svu
sv
rw r rx
zrz z vss vzsr uvy s
zuv yvtzs
t vrszvz vt
tryy uv
yy v rww
wz
zu svrsrz
s zuv x
z w ¡¢o¡¢£ y
rtv ssr¤ r zuv zsr
zuv
svyrtvvz yvtzs
t qrrvs
vvs
r svyrtvvz
vvs
xvs
ws
Packet Pg. 766 Attachment: ^J Marchesseualt PAF (9.15(b)--Resolution re 180 day wait period for Jules Marchesseault)
!"#$!%%&$'!#(#
)
!$*+,!!%&$'!#(#
-
!#./0
1
#
+
2
!))!134!"!(+
5
+
+
",!+)"13+%(1
6
&
7+
7
#
*
"
#
)$*"
'"13+%(
1
(89#
:;9
-<=/
2:>"9
5
-<</
2:>'9
5
-.=?/
2
!#
'
:
<9
5
-
5
<=/
2
0
1
(#
@
-
2!
8<;A1
B
#
(#
1
#
CDEDFGHIJEKDGLMNLJFIODLJPJNQ
ODLQPILODLRJESILITGIHFUGHIJRDEFKMNHJMJLNLJFIULDGEVIVFDFKI EIJLIHFVDMMJLW
1
(#
@
!
(1
33
1!X*"%"3+%+)"13+%(
3
+#!#+)#+&3%Y(
"
)
+
!#+1!
3%Y(
+
Packet Pg. 767 Attachment: ^J Marchesseualt PAF (9.15(b)--Resolution re 180 day wait period for Jules Marchesseault)