Agenda Packet — Redding City Council, September 15, 2026 (part 2 of 3)

BID TABULATION FOR:

BUENAVENTURA FILL REPAIR PROJECT
Bid Schedule No.: 5724

ITEM DESCRIPTION UNIT QTY
1 Water Pollution Control LS 1
2 Traffic Control LS 1
3 Construction Area Sign EA 4
4 Project Funding Sign EA 1
5 Trench Sheeting & Shoring LS 1
6 Manhole (Sewer, Type 1- 4') EA 1
7 Sanitary Sewer (10" PVC, Slurry) LF 325
8 Curb (Caulk) LF 250
9 Excavation (Unclassifed) CY 185
10 Asphalt Concrete (1/2" PG 64-10) TON 270
11 Cold Mill Asphalt Concrete SY 1700
12 Aggregate Base (Class 2) CY 270
13 Geogrid SY 1450
14 Bypass Pumping LS 1
15 Traffic Stripe (6" Thermoplastic) LF 2000
16 Pavement Markers EA 28

TOTAL - CONTRACT ITEMS
UNIT

PRICE TOTAL
UNIT

PRICE TOTAL
$1,500.00 $1,500.00 $3,503.00 $3,503.00 $10,000.00 $10,000.00 $45,000.00 $45,000.00 $35,946.00 $35,946.00 $35,000.00 $35,000.00 $300.00 $1,200.00 $511.00 $2,044.00 $375.00 $1,500.00
$800.00 $800.00 $1,442.00 $1,442.00 $1,000.00 $1,000.00 $5,000.00 $5,000.00 $3,266.00 $3,266.00 $6,300.00 $6,300.00 $24,000.00 $24,000.00 $18,408.00 $18,408.00 $31,500.00 $31,500.00 $325.00 $105,625.00 $192.00 $62,400.00 $255.00 $82,875.00 $16.00 $4,000.00 $27.00 $6,750.00 $25.00 $6,250.00
$95.00 $17,575.00 $156.00 $28,860.00 $115.00 $21,275.00 $250.00 $67,500.00 $275.00 $74,250.00 $215.00 $58,050.00 $7.50 $12,750.00 $6.00 $10,200.00 $12.00 $20,400.00
$75.00 $20,250.00 $220.00 $59,400.00 $115.00 $31,050.00 $10.00 $14,500.00 $20.00 $29,000.00 $12.00 $17,400.00
$8,222.00 $8,222.00 $3,919.00 $3,919.00 $33,500.00 $33,500.00 $3.00 $6,000.00 $3.60 $7,200.00 $3.00 $6,000.00
$15.00 $420.00 $37.00 $1,036.00 $15.00 $420.00
$334,342.00 $347,624.00 $362,520.00
Tullis, Inc Axner Excavating, Inc
Stimpel Wiebelhaus
Associates, Inc.

Page 2 of 3 ends

BID TABULATION FOR:

BUENAVENTURA FILL REPAIR PROJECT
Bid Schedule No.: 5724

TOTAL - CONTRACT ITEMS

AVERAGE
UNIT

PRICE TOTAL
UNIT

PRICE TOTAL
UNIT
PRICE
$3,000.00 $3,000.00 $3,500.00 $3,500.00 $4,320.62
$92,784.00 $92,784.00 $69,731.00 $69,731.00 $42,421.70
$300.00 $1,200.00 $300.00 $1,200.00 $357.43
$800.00 $800.00 $800.00 $800.00 $1,114.57
$4,170.00 $4,170.00 $37,963.00 $37,963.00 $9,730.26
$18,643.00 $18,643.00 $18,643.00 $18,643.00 $22,445.28
$330.00 $107,250.00 $330.00 $107,250.00 $272.69
$31.00 $7,750.00 $9.00 $2,250.00 $19.65
$103.00 $19,055.00 $140.00 $25,900.00 $110.79
$250.00 $67,500.00 $200.00 $54,000.00 $244.71
$10.00 $17,000.00 $5.00 $8,500.00 $8.02
$96.00 $25,920.00 $155.00 $41,850.00 $135.66
$13.00 $18,850.00 $9.00 $13,050.00 $12.26
$4,034.00 $4,034.00 $4,034.00 $4,034.00 $11,686.29
$3.00 $6,000.00 $3.00 $6,000.00 $3.24
$15.00 $420.00 $15.00 $420.00 $19.07
Average Bid
$394,376.00 $395,091.00 $348,298.54
S.T. Rhoades
Construction
J.F. Shea Construction,
Inc.

Page 3 of 3 ends

Packet Pg. 205
Attachment: NOE_Buenaventura Fill Repair Project (4.11(b)--Award Bid Schedule No. 5724, Buenaventura Fill Repair Project)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following actions relative to Bid Schedule No. 5721, Canyon Road over Anderson-Cottonwood Irrigation (ACID) Canal Bridge Widening Project:
(1) Award the project to the lowest bidder, Viking Construction Company, Inc., in the amount of $3,484,375.75;
(2) Approve an additional $975,000 to cover the cost of administration and inspection fees; (3) Approve $975,000 for project development costs;
(4) Approve $348,000 to provide construction contingency funding; (5) Authorize the City Manager, or designee, to approve additional increases in either the construction management or construction contingency amounts up to a total of $50,000; (6) Find that the project is categorically exempt from review under the California Environmental Quality Act Guidelines, pursuant to Section 15301 – Existing Facilities; and
(7) Adopt Resolution approving and adopting the 55th Amendment to City Budget Resolution No. 2025-049 appropriating $421,460 for the Canyon Road over ACID Canal Bridge Rehabilitation project; to be funded with Streets Capital budget available in Fiscal Year 2026-27.

Fiscal Impact
There is no General Fund impact to the recommended action. The Canyon Road over AndersonCottonwood Irrigation (ACID) Canal Bridge Widening Project (Project) is being funded by multiple sources which consist of the Federal Highway Bridge Program (HBP), Traffic Impact Fee (TIF) Program, Streets Capital budget, and Water Utility funding. The total estimated cost of the project is $5,832,376. The current project budget is $5,410,920. The remaining $421,460 in additional Streets Capital funding to fully fund the project is requested on the attached budget resolution.

MEETING DATE: September 15, 2026
ITEM NO. 4.11(c)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 4.11(c)--Award BS No. 5721, Canyon Road over Anderson-Cottonwood Irrigation Canal Bridge Widening Project
Michael Webb, Interim City
Manager/Public Works
Director
Packet Pg. 206
Report to Redding City Council September 9, 2026
Re: 4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Widening Page 2
Since the bids were higher than the engineer’s estimated cost, staff will be working with California Department of Transportation to obtain additional HBP funding for the project. Staff anticipates the HBP to fully fund its share of the project total costs based upon previous experience with other bridge HBP funded projects. It is anticipated that the HBP will fund 88.53 percent of the participating items of work within the project; the remaining 11.47 percent and non-participating items of work, will be funded using FY 2026-27 Streets Capital budget. Until those additional funds become available, the Streets Capital funding will cover the costs above the estimate. When additional HBP funds are allocated to the project, the Streets Capital funds will be swapped administratively. Other than Project Development costs, prior-year appropriations remain unexpended and are the subject of a pending administrative carryover request under Council Policy 409; if the carryover is not approved, staff would return to Council to request the appropriations necessary to complete the Project. Appropriating these Streets Capital funds to the Project is not anticipated to affect the delivery of future FY 2026-27 Streets projects.

Cost Summary
Item Estimated
Project Development Costs $975,000
Construction Contract + Contingency $3,832,375.75
Contract Administration, Inspection, Testing $975,000
Additional City Manager Authority $50,000
Total Project Costs $5,832,375.75
Total Project Budget $5,832,375.75
Project cost components are estimates and some shifting of the project development, construction management, and construction contingency funds may be necessary to balance the project within the overall approved project budget.

Alternative Action
The City Council (Council) may choose not to award the bid for the project and provide staff with alternate direction. If the project is not awarded, the bridge will not be rehabilitated, and non-standard conditions for pedestrians and motorists will remain. In addition, the City of Redding would be at risk of losing federal funds and may have to reimburse project development funds spent to date.

Background/Analysis
Attached is a tabulation of bids received and opened on August 27, 2026, for the project. The low bid in the amount of $3,484,375.75 was received from Viking Construction Company, Inc. of Rancho Cordova, California. The engineer's estimate was $2,996,933. Total project development costs for this project are estimated to be $975,000. Project development costs include engineering, surveying, right-of-way, environmental, consultant services, and permit fees.

This project includes rehabilitation and widening of the Canyon Road bridge over ACID as well as the approach roadway to the bridge. The work will include removal of portions of the existing bridge, construction of new bridge widening over one construction season, construction of sidewalk, curb and gutter, retaining wall, utility relocation and installation, roadway construction, and other miscellaneous items of work.

Packet Pg. 207
Report to Redding City Council September 9, 2026
Re: 4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Widening Page 3
It is anticipated that the project will be completed in late spring early summer 2027.

Environmental Review
Staff has determined that the project is categorically exempt from environmental review under the California Environmental Quality Act Guidelines, pursuant to Section 15301 – Existing Facilities. Class 1 exemptions include minor alteration of existing public or private structures, facilities, or topographical features involving negligible or no expansion of use. The existing bridge will be widened to accommodate pedestrians and cyclists, and the project will result in a negligible expansion of use. The project area has been reviewed for sensitive resources such as threatened or endangered species or their habitats, sensitive vegetation communities, and tribal cultural resources. The project has no potential to have a significant effect on the environment.

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

Attachments
Budget Resolution
Location Map
Previous Staff Report 7.21.26
Notice of Exemption
COR BS 5721 Bid Tab
Packet Pg. 208
RESOLUTION NO. 2026 - _____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 55TH AMENDMENT TO CITY BUDGET RESOLUTION NO. 2025-049 APPROPRIATING $421,460 IN ADDITIONAL STREETS CAPITAL FUNDING FOR

THE CANYON ROAD BRIDGE OVER ACID CANAL PROJECT FOR FISCAL YEAR 2026-27

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2025-049 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
101 1631 Streets Capital
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Increase (Decrease) Revenue
Increase Expenditures
101-1631-7700010-00000 Bridges $ 421,460
101-1631-7999916-00000 Pavement Improvement Holding Account $ (421,460) Total $ - $ -
THAT the purpose is to appropriate $421,460 in additional Streets Capital funding for the Canyon Road Bridge over ACID Canal project for fiscal year 2026-2027.

I HEREBY CERTIFY that the foregoing Resolution was introduced at a regular meeting of the City Council of the City of Redding on the 15th day of September, 2026, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

MIKE LITTAU, Mayor
ATTEST: FORM APPROVAL:

SHARLENE TIPTON, City Clerk MARY A. WAGNER, Interim City Attorney
Packet Pg. 209 Attachment: Budget Resolution (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Widening)

CITY OF REDDING

LOCATION MAP

EXHIBIT A

PUBLIC WORKS

DEPARTMENT
Packet Pg. 210 Attachment: Location Map (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Widening)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following actions regarding the Highway Bridge Program (HBP) grant funding from the State of California, Department of Transportation:
(1) Accept additional $585,730 awarded to the City of Redding for the Canyon Road Bridge over ACID Canal Project; and
(2) Adopt Resolution approving and adopting the 45th Amendment to City Budget Resolution No. 2025-049 appropriating a total of $585,730 of HBP Funds for the Project.

Fiscal Impact
An additional $585,730 in Highway Bridge Program (HBP) grant funds have been allocated to the City of Redding (City) for the Canyon Road Bridge over ACID Canal Project (Project) in order to complete design, advertise, and construct the Project.

The total project cost estimate is currently $5,410,920 with a current budget authorization totaling $2,124,120 ($1,827,951 HBP and $296,169 Traffic Impact Fee) including approximately $930,000 specifically for project development costs (preliminary engineering, environmental and right-of-way) and the remainder for construction costs.

Staff proposes to increase the Traffic Impact Fee (TIF) funding on the project by $230,000 using TIF funds available in the Fiscal Year (FY) 2026-27 budget and add $2,371,070 Streets funding using Streets Capital budget available in FY 2026-27. The Streets funding is sourced from the City’s annual Gas Tax allocations and, pending additional HBP funds from State of California, Department of Transportation (Caltrans), is not anticipated to impact available funding for future FY 2026-27 Streets projects.

The Water Department intends to commit $100,000 of FY 2025-26 Water Capital funding toward additional water main work (project # WAADM23051) which will take place concurrently.

MEETING DATE: July 21, 2026
ITEM NO. 4.11(b)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 4.11(b)--Accept Grant Funds from the State of California Department of Transportation and Adopt Budget Resolution Appropriating Funds Michael Webb, Assistant City
Manager/Public Works
Director

APPROVED
Packet Pg. 211 Attachment: Previous Staff Report 7.21.26 (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Report to Redding City Council July 15, 2026
Re: 4.11(b)--Accept Grant Funds and Adopt Budget Resolution for Canyon Road Bridge over ACID Canal Page 2
Therefore, total proposed funding will be $2,413,680 HBP funds, $526,170 TIF, $100,000 Water Capital funds, and $2,371,070 of Streets funding to fully fund the project at award.

A final grant-eligible cost share calculation from Caltrans after bids are received could see up to an 88.53 percent reduction in the Streets funding required to construct the project. Until those additional funds become available, Streets will cover the costs above the estimate. When additional HBP funds are allocated to the project, the Streets funds will be exchanged administratively. The HBP funds being budgeted at this time are currently authorized funds that were not previously budgeted.

Alternative Action
The City Council (Council) may choose not to accept the additional grant funding. In this case, the City would forfeit $585,730 in grant funding for the project and additional City funds would need to be identified in order to complete the project. Alternatively, the Council could choose not to proceed with the project and the City would need to reimburse the State of California for costs incurred to date.

Background/Analysis
The Canyon Road Bridge was constructed in 1970 and is also currently designated as “functionally obsolete,” per Caltrans Bridge Inspection Reports. The project will replace the existing 28-foot-wide, two-lane bridge with a 54-foot-wide bridge that includes two 12-foot lanes with eight-foot shoulders and seven-foot-wide Type 26 sidewalk barriers on each side meeting American Association of State Highway and Transportation Officials requirements.

Environmental Review
This action, accepting additional grant funding, is not a project as defined by the California Environmental Quality Act, and no further action is required.

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

Attachments
Budget Resolution
Amendment Modification Summary - 5068(037) Canyon-ACID e76 6.15.26

APPROVED
Packet Pg. 212 Attachment: Previous Staff Report 7.21.26 (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge RESOLUTION NO. 2026 - _____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND
ADOPTING THE 45TH AMENDMENT TO CITY BUDGET RESOLUTION
NO. 2025-049 APPROPRIATING $585,730 IN ADDITIONAL HIGHWAY

BRIDGE PROGRAM (HBP) GRANT FUNDS FOR THE CANYON ROAD
BRIDGE OVER ACID CANAL PROJECT FOR FISCAL YEAR 2026-27

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2025-049 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
151 1671 Transportation Grants $585,730
THAT account titles and numbers requiring adjustments by this Resolution are as follows:
151-1671-3608015-00000 Federal Grant Capital $ 585,730
Increase Expenditures
151-1671-7700010-00000 Bridges $ 585,730
151-1691-7700010-00000 Bridges $ 230,000
151-1691-7999916-00000 Pavement Improvement Holding Account $ (200,000) 151-1691-7999918-00000 Bridge Holding Account $ (30,000) 101-1631-7700010-00000 Bridges $ 2,371,070
101-1631-7999916-00000 Pavement Improvement Holding Account $ (2,371,070) Total $ 585,730 $ 585,730
THAT the purpose is to appropriate $585,730 in additional grant funding for the Canyon Road Bridge over ACID Canal project for fiscal year 2026-2027.

APPROVED
Packet Pg. 213 Attachment: Previous Staff Report 7.21.26 (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge I HEREBY CERTIFY that the foregoing Resolution was introduced at a regular meeting of the City Council of the City of Redding on the 21st day of July, 2026, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

MIKE LITTAU, Mayor
ATTEST: FORM APPROVAL:

SHARLENE TIPTON, City Clerk BENJAMIN L. STOCK, Interim City Attorney

APPROVED
Packet Pg. 214 Attachment: Previous Staff Report 7.21.26 (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge APPROVED Packet Pg. 215
Attachment: Previous Staff Report 7.21.26 (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge APPROVED Packet Pg. 216
Attachment: Previous Staff Report 7.21.26 (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Packet Pg. 217
Attachment: Notice of Exemption (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood Irrigation Canal Bridge Widening) BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

ENGINEER'S EST

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL
1 PROGRESS SCHEDULE (CRITICAL PATH
METHOD) LS 1 $18,000.00 $18,000.00 $5,000.00 $5,000.00
2 ARCHITECTURAL HISTORIAN LS 1 $12,000.00 $12,000.00 $10,000.00 $10,000.00 3 REMOVE TREE EA 6 $1,500.00 $9,000.00 $2,500.00 $15,000.00 4 CONSTRUCTION SURVEYING & STAKING LS 1 $30,000.00 $30,000.00 $35,000.00 $35,000.00 5 LEAD COMPLIANCE PLAN LS 1 $2,000.00 $2,000.00 $1,500.00 $1,500.00 6 CONSTRUCTION AREA SIGNS LS 1 $7,500.00 $7,500.00 $7,500.00 $7,500.00 7 TRAFFIC CONTROL SYSTEM LS 1 $80,000.00 $80,000.00 $50,000.00 $50,000.00 8 TYPE III BARRICADE EA 2 $650.00 $1,300.00 $150.00 $300.00 9 TEMPORARY TRAFFIC STRIPE (PAINT) LF 3100 $2.80 $8,680.00 $1.00 $3,100.00 10 CHANNELIZER (SURFACE MOUNTED) EA 53 $75.00 $3,975.00 $75.00 $3,975.00 11 TEMPORARY TRAILING (TYPE K) LF 880 $62.00 $54,560.00 $55.00 $48,400.00 12 TEMPORARY CRASH CUSHION MODULE EA 1 $4,500.00 $4,500.00 $5,500.00 $5,500.00 13 JOB SITE MANAGEMENT LS 1 $55,000.00 $55,000.00 $50,000.00 $50,000.00 14 WATER POLLUTION CONTROL PROGRAM LS 1 $10,000.00 $10,000.00 $5,000.00 $5,000.00 15 STORMWATER SAMPLING AND ANALYSIS DAY EA 16 $575.00 $9,200.00 $325.00 $5,200.00 16 STORMWATER ANNUAL REPORT EA 1 $850.00 $850.00 $1,000.00 $1,000.00 17 TEMPORARY FIBER ROLL LF 1000 $6.00 $6,000.00 $6.00 $6,000.00 18 TEMPORARY CONCRETE WASHOUT EA 1 $8,500.00 $8,500.00 $15,000.00 $15,000.00 19 WATER QUALITY SAMPLING AND ANALYSIS
DAY EA 6 $775.00 $4,650.00 $1,200.00 $7,200.00
20 WATER QUALITY MONITORING REPORT EA 5 $500.00 $2,500.00 $660.00 $3,300.00 21 WATER QUALITY ANNUAL REPORT EA 1 $850.00 $850.00 $1,200.00 $1,200.00 22 ASBESTOS COMPLIANCE PLAN LS 1 $10,000.00 $10,000.00 $5,000.00 $5,000.00 23 TREATED WOOD WASTE LB 600 $2.50 $1,500.00 $1.00 $600.00 24 CONTRACTOR-SUPPLIED BIOLOGIST LS 1 $15,000.00 $15,000.00 $52,500.00 $52,500.00 25 ADJUST WATER VALVE COVER TO GRADE EA 6 $1,500.00 $9,000.00 $800.00 $4,800.00 26 CLEARING AND GRUBBING LS 1 $5,000.00 $5,000.00 $61,000.00 $61,000.00 27 ROADWAY EXCAVATION CY 730 $160.00 $116,800.00 $150.00 $109,500.00 28 STRUCTURE EXCAVATION (BRIDGE) CY 152 $562.00 $85,424.00 $2,810.00 $427,120.00 29 STRUCTURE EXCAVATION (RETAINING WALL) CY 110 $562.00 $61,820.00 $75.00 $8,250.00 30 STRUCTURE BACKFILL (BRIDGE) CY 112 $485.00 $54,320.00 $225.00 $25,200.00 31 STRUCTURE BACKFILL (RETAINING WALL) CY 83 $485.00 $40,255.00 $225.00 $18,675.00 32 BONDED FIBER MATRIX (SQFT) SQFT 20000 $0.60 $12,000.00 $0.50 $10,000.00 33 FINISHING ROADWAY LS 1 $10,000.00 $10,000.00 $15,000.00 $15,000.00 34 CLASS 2 AGGREGATE BASE (CY) CY 400 $200.00 $80,000.00 $225.00 $90,000.00 Viking Construction
Company, Inc.

Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 218 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

ENGINEER'S EST

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL
Viking Construction
Company, Inc.
35 HOT MIX ASPHALT (TYPE A) TON 570 $250.00 $142,500.00 $285.00 $162,450.00 36 TACK COAT TON 1.2 $2,000.00 $2,400.00 $1,500.00 $1,800.00 37 COLD PLANE ASPHALT CONCRETE
PAVEMENT SQYD 500 $30.00 $15,000.00 $35.00 $17,500.00
38 MINOR CONCRETE (MINOR STRUCTURE -
CATCH BASIN NO.3) EA 2 $6,500.00 $13,000.00 $10,000.00 $20,000.00 39 MINOR CONCRETE (MINOR STRUCTURE -
AREA DRAIN) EA 1 $6,500.00 $6,500.00 $10,000.00 $10,000.00 40 MINOR CONCRETE (MINOR STRUCTURE -
MANHOLE) EA 2 $10,000.00 $20,000.00 $22,500.00 $45,000.00 41 (F) STRUCTURE CONCRETE, BRIDGE FOOTING CY 25 $2,200.00 $55,000.00 $4,000.00 $100,000.00 42 (F) STRUCTURE CONCRETE, BRIDGE CY 108 $3,200.00 $345,600.00 $4,500.00 $486,000.00 43 (F) STRUCTURAL CONCRETE, RETAINING WALL CY 33 $2,200.00 $72,600.00 $2,250.00 $74,250.00 44 DRILL AND BOND DOWEL LF 270 $110.00 $29,700.00 $100.00 $27,000.00 45 (F) BAR REINFORCING STEEL (BRIDGE) LB 23596 $3.00 $70,788.00 $3.00 $70,788.00 46 (F) BAR REINFORCING STEEL (RETAINING WALL) LB 2687 $3.00 $8,061.00 $2.25 $6,045.75 47 (F) DECK SEAL SQFT 3082 $6.25 $19,262.50 $12.00 $36,984.00 48 PREPARE CONCRETE BRDIGE DECK
SURFACE SQFT 3082 $4.00 $12,328.00 $6.00 $18,492.00
49 RAPID SETTING CONCRETE (PATCH) CF 4 $1,350.00 $5,400.00 $1,500.00 $6,000.00 50 BRIDGE REMOVAL (PORTION) LS 1 $23,000.00 $23,000.00 $50,000.00 $50,000.00 51 30" PLASTIC PIPE (HDPE) LF 448 $350.00 $156,800.00 $225.00 $100,800.00 52 12" REINFORCED CONCRETE PIPE LF 122 $200.00 $24,400.00 $135.00 $16,470.00 53 15" REINFORCED CONCRETE PIPE (CLASS III) LF 18 $240.00 $4,320.00 $550.00 $9,900.00 54 12" CONCRETE FLARED END SECTION EA 3 $1,600.00 $4,800.00 $2,500.00 $7,500.00 55 15" CONCRETE FLARED END SECTION EA 1 $1,800.00 $1,800.00 $2,650.00 $2,650.00 56 30" CONCRETE FLARED END SECTION EA 1 $4,000.00 $4,000.00 $3,000.00 $3,000.00 57 MODIFY 12" A.C.I.D. LATERAL LS 1 $16,000.00 $16,000.00 $17,500.00 $17,500.00 58 MINOR CONCRETE (6" CURB) LF 128 $80.00 $10,240.00 $50.00 $6,400.00 59 DETECTABLE WARNING SURFACE SQFT 75 $60.00 $4,500.00 $50.00 $3,750.00 60 MINOR CONCRETE (6" CURB & GUTTER) LF 715 $65.00 $46,475.00 $72.00 $51,480.00 61 MINOR CONCRETE (ROLL CURB & GUTTER) LF 30 $150.00 $4,500.00 $72.00 $2,160.00 62 MINOR CONCRETE (DRIVEWAY) SQFT 830 $25.00 $20,750.00 $20.00 $16,600.00 63 MINOR CONCRETE (SIDEWALK) SQFT 3670 $20.00 $73,400.00 $20.00 $73,400.00 64 MINOR CONCRETE (CURB RAMP & FLUSH
TRANSITION) SQFT 340 $60.00 $20,400.00 $38.00 $12,920.00 Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 219 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

ENGINEER'S EST

ITEM DESCRIPTION UNIT QTY PRICE TOTAL PRICE TOTAL
Viking Construction
Company, Inc.
65 PIPELINE SUPPORT ASSEMBLY EA 11 $3,800.00 $41,800.00 $5,750.00 $63,250.00 66 REMOVE 8" WATERLINE LF 225 $150.00 $33,750.00 $50.00 $11,250.00 67 REMOVE 16" WATERLINE LF 195 $150.00 $29,250.00 $50.00 $9,750.00 68 8" CLASS 250 DUCTILE IRON PIPE WATERLINE
AND FITTINGS LF 225 $300.00 $67,500.00 $175.00 $39,375.00 69 16" CLASS 250 DUCTILE IRON PIPE
WATERLINE AND FITTINGS LF 210 $500.00 $105,000.00 $400.00 $84,000.00 70 16" BUTTERFLY VALVE ASSEMBLY EA 2 $9,000.00 $18,000.00 $16,500.00 $33,000.00 71 4" BLOW-OFF VALVE, PIPE, GATE VALVE AND
VALVE BOX EA 1 $7,500.00 $7,500.00 $25,000.00 $25,000.00 72 4" COMBINATION AIR VALVE, PIPE, GATE
VALVE AND ENCLOSURE EA 1 $7,500.00 $7,500.00 $35,000.00 $35,000.00 73 PRESSURE TEST LS 1 $8,250.00 $8,250.00 $6,500.00 $6,500.00 74 PIPELINE DISINFECTION AND TESTING LS 1 $6,500.00 $6,500.00 $5,500.00 $5,500.00 75 ADJUST CABINET TO GRADE EA 1 $10,000.00 $10,000.00 $40,000.00 $40,000.00 76 REMOVE PAVEMENT MARKER EA 54 $10.00 $540.00 $2.00 $108.00 77 PAVEMENT MARKER (RETROFLECTIVE) EA 54 $30.00 $1,620.00 $12.00 $648.00 78 RELOCATE ROADSIDE SIGN EA 1 $1,000.00 $1,000.00 $500.00 $500.00 79 MIDWEST GUARDRAIL SYSTEM (WOOD POST) LF 126 $150.00 $18,900.00 $75.00 $9,450.00 80 (F) TUBULAR HANDRAILING LF 121 $200.00 $24,200.00 $135.00 $16,335.00 81 (F) CABLE RAILING LF 52 $200.00 $10,400.00 $40.00 $2,080.00 82 (F) CONCRETE BARRIER (TYPE 732SW) LF 129 $700.00 $90,300.00 $525.00 $67,725.00 83 (F) CONCRETE BARRIER (TYPE 842) LF 117 $275.00 $32,175.00 $355.00 $41,535.00 84 TRANSITION RAILING (TYPE AGT) EA 1 $8,500.00 $8,500.00 $3,500.00 $3,500.00 85 END CAP (TYPE TC) EA 1 $1,000.00 $1,000.00 $150.00 $150.00 86 ALTERNATIVE IN-LINE TERMINAL SYSTEM EA 2 $8,500.00 $17,000.00 $3,500.00 $7,000.00 87 CRASH CUSHION (QUADGUARD M10, TL-2) EA 1 $32,000.00 $32,000.00 $35,000.00 $35,000.00 88 REMOVE GUARDRAIL LF 232 $35.00 $8,120.00 $10.00 $2,320.00 89 THERMOPLASTIC TRAFFIC STRIPE LF 4655 $5.00 $23,275.00 $2.00 $9,310.00 90 THERMOPLASTIC PAVEMENT MARKING SQFT 130 $29.00 $3,770.00 $10.00 $1,300.00 91 REMOVE PAINTED TRAFFIC STRIPE LF 2050 $6.00 $12,300.00 $1.00 $2,050.00 92 REMOVE PAVEMENT MARKING SQFT 85 $15.00 $1,275.00 $8.00 $680.00 93 MODIFY TRAFFIC MONITORING STATION LS 1 $15,000.00 $15,000.00 $20,000.00 $20,000.00 94 MOBILIZATION LS 1 $296,800.00 $296,800.00 $348,400.00 $348,400.00 TOTAL - CONTRACT ITEMS $2,996,933.50 $3,484,375.75
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 220 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

ITEM DESCRIPTION UNIT QTY
1 PROGRESS SCHEDULE (CRITICAL PATH
METHOD) LS 1
2 ARCHITECTURAL HISTORIAN LS 1
3 REMOVE TREE EA 6
4 CONSTRUCTION SURVEYING & STAKING LS 1
5 LEAD COMPLIANCE PLAN LS 1
6 CONSTRUCTION AREA SIGNS LS 1
7 TRAFFIC CONTROL SYSTEM LS 1
8 TYPE III BARRICADE EA 2
9 TEMPORARY TRAFFIC STRIPE (PAINT) LF 3100
10 CHANNELIZER (SURFACE MOUNTED) EA 53
11 TEMPORARY TRAILING (TYPE K) LF 880
12 TEMPORARY CRASH CUSHION MODULE EA 1
13 JOB SITE MANAGEMENT LS 1
14 WATER POLLUTION CONTROL PROGRAM LS 1
15 STORMWATER SAMPLING AND ANALYSIS DAY EA 16
16 STORMWATER ANNUAL REPORT EA 1
17 TEMPORARY FIBER ROLL LF 1000
18 TEMPORARY CONCRETE WASHOUT EA 1
19 WATER QUALITY SAMPLING AND ANALYSIS
DAY EA 6
20 WATER QUALITY MONITORING REPORT EA 5
21 WATER QUALITY ANNUAL REPORT EA 1
22 ASBESTOS COMPLIANCE PLAN LS 1
23 TREATED WOOD WASTE LB 600
24 CONTRACTOR-SUPPLIED BIOLOGIST LS 1
25 ADJUST WATER VALVE COVER TO GRADE EA 6
26 CLEARING AND GRUBBING LS 1
27 ROADWAY EXCAVATION CY 730
28 STRUCTURE EXCAVATION (BRIDGE) CY 152
29 STRUCTURE EXCAVATION (RETAINING WALL) CY 110
30 STRUCTURE BACKFILL (BRIDGE) CY 112
31 STRUCTURE BACKFILL (RETAINING WALL) CY 83
32 BONDED FIBER MATRIX (SQFT) SQFT 20000
33 FINISHING ROADWAY LS 1
34 CLASS 2 AGGREGATE BASE (CY) CY 400
S.T. Rhoades Construction

PRICE TOTAL PRICE TOTAL
$4,500.00 $4,500.00 $8,000.00 $8,000.00
$4,500.00 $4,500.00 $15,000.00 $15,000.00
$1,460.00 $8,760.00 $1,200.00 $7,200.00
$25,260.00 $25,260.00 $30,000.00 $30,000.00
$2,222.00 $2,222.00 $1,000.00 $1,000.00
$2,400.00 $2,400.00 $3,000.00 $3,000.00
$353,500.00 $353,500.00 $452,310.00 $452,310.00
$70.00 $140.00 $200.00 $400.00
$1.06 $3,286.00 $1.00 $3,100.00
$90.30 $4,785.90 $85.00 $4,505.00
$45.00 $39,600.00 $61.00 $53,680.00
$10,762.00 $10,762.00 $5,500.00 $5,500.00
$25,000.00 $25,000.00 $150,000.00 $150,000.00
$5,600.00 $5,600.00 $1,500.00 $1,500.00
$430.00 $6,880.00 $200.00 $3,200.00
$3,738.00 $3,738.00 $1.00 $1.00
$6.06 $6,060.00 $8.00 $8,000.00
$6,674.00 $6,674.00 $5,000.00 $5,000.00
$1,313.00 $7,878.00 $1,300.00 $7,800.00
$379.00 $1,895.00 $650.00 $3,250.00
$3,283.00 $3,283.00 $1,000.00 $1,000.00
$2,020.00 $2,020.00 $2,000.00 $2,000.00
$1.01 $606.00 $1.00 $600.00
$13,133.00 $13,133.00 $5,000.00 $5,000.00
$772.00 $4,632.00 $1,125.00 $6,750.00
$13,291.00 $13,291.00 $90,000.00 $90,000.00
$125.00 $91,250.00 $90.00 $65,700.00
$755.00 $114,760.00 $400.00 $60,800.00
$92.00 $10,120.00 $250.00 $27,500.00
$302.00 $33,824.00 $525.00 $58,800.00
$340.00 $28,220.00 $400.00 $33,200.00
$0.51 $10,200.00 $0.50 $10,000.00
$17,775.00 $17,775.00 $18,000.00 $18,000.00
$155.00 $62,000.00 $170.00 $68,000.00
Shasta Services Inc dba
Timberworks
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 221 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

ITEM DESCRIPTION UNIT QTY
35 HOT MIX ASPHALT (TYPE A) TON 570
36 TACK COAT TON 1.2
37 COLD PLANE ASPHALT CONCRETE
PAVEMENT SQYD 500
38 MINOR CONCRETE (MINOR STRUCTURE -
CATCH BASIN NO.3) EA 2
39 MINOR CONCRETE (MINOR STRUCTURE -
AREA DRAIN) EA 1
40 MINOR CONCRETE (MINOR STRUCTURE -
MANHOLE) EA 2
41 (F) STRUCTURE CONCRETE, BRIDGE FOOTING CY 25
42 (F) STRUCTURE CONCRETE, BRIDGE CY 108
43 (F) STRUCTURAL CONCRETE, RETAINING WALL CY 33
44 DRILL AND BOND DOWEL LF 270
45 (F) BAR REINFORCING STEEL (BRIDGE) LB 23596
46 (F) BAR REINFORCING STEEL (RETAINING WALL) LB 2687
47 (F) DECK SEAL SQFT 3082
48 PREPARE CONCRETE BRDIGE DECK
SURFACE SQFT 3082
49 RAPID SETTING CONCRETE (PATCH) CF 4
50 BRIDGE REMOVAL (PORTION) LS 1
51 30" PLASTIC PIPE (HDPE) LF 448
52 12" REINFORCED CONCRETE PIPE LF 122
53 15" REINFORCED CONCRETE PIPE (CLASS III) LF 18
54 12" CONCRETE FLARED END SECTION EA 3
55 15" CONCRETE FLARED END SECTION EA 1
56 30" CONCRETE FLARED END SECTION EA 1
57 MODIFY 12" A.C.I.D. LATERAL LS 1
58 MINOR CONCRETE (6" CURB) LF 128
59 DETECTABLE WARNING SURFACE SQFT 75
60 MINOR CONCRETE (6" CURB & GUTTER) LF 715
61 MINOR CONCRETE (ROLL CURB & GUTTER) LF 30
62 MINOR CONCRETE (DRIVEWAY) SQFT 830
63 MINOR CONCRETE (SIDEWALK) SQFT 3670
64 MINOR CONCRETE (CURB RAMP & FLUSH
TRANSITION) SQFT 340
S.T. Rhoades Construction

PRICE TOTAL PRICE TOTAL
Shasta Services Inc dba
Timberworks
$166.01 $94,625.70 $205.00 $116,850.00
$1,228.29 $1,473.95 $1,000.00 $1,200.00
$8.84 $4,420.00 $19.00 $9,500.00
$14,500.00 $29,000.00 $8,888.00 $17,776.00
$13,120.00 $13,120.00 $7,777.00 $7,777.00
$15,000.00 $30,000.00 $9,999.00 $19,998.00
$2,340.00 $58,500.00 $3,474.81 $86,870.25
$5,168.00 $558,144.00 $3,474.81 $375,279.48
$4,200.00 $138,600.00 $3,750.00 $123,750.00
$106.81 $28,838.70 $55.00 $14,850.00
$2.53 $59,697.88 $2.50 $58,990.00
$2.04 $5,481.48 $2.02 $5,427.74
$8.12 $25,025.84 $6.25 $19,262.50
$2.02 $6,225.64 $6.00 $18,492.00
$1,282.00 $5,128.00 $1,125.00 $4,500.00
$12,150.00 $12,150.00 $160,000.00 $160,000.00
$395.00 $176,960.00 $500.00 $224,000.00
$75.50 $9,211.00 $200.00 $24,400.00
$162.81 $2,930.58 $300.00 $5,400.00
$2,610.00 $7,830.00 $2,000.00 $6,000.00
$2,730.00 $2,730.00 $2,500.00 $2,500.00
$12,430.00 $12,430.00 $3,500.00 $3,500.00
$11,715.00 $11,715.00 $7,500.00 $7,500.00
$71.82 $9,192.96 $43.00 $5,504.00
$85.87 $6,440.25 $40.00 $3,000.00
$79.00 $56,485.00 $64.00 $45,760.00
$275.18 $8,255.40 $65.00 $1,950.00
$17.17 $14,251.10 $19.00 $15,770.00
$17.17 $63,013.90 $19.00 $69,730.00
$28.69 $9,754.60 $35.00 $11,900.00
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 222 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

ITEM DESCRIPTION UNIT QTY
65 PIPELINE SUPPORT ASSEMBLY EA 11
66 REMOVE 8" WATERLINE LF 225
67 REMOVE 16" WATERLINE LF 195
68 8" CLASS 250 DUCTILE IRON PIPE WATERLINE
AND FITTINGS LF 225
69 16" CLASS 250 DUCTILE IRON PIPE
WATERLINE AND FITTINGS LF 210
70 16" BUTTERFLY VALVE ASSEMBLY EA 2
71 4" BLOW-OFF VALVE, PIPE, GATE VALVE AND
VALVE BOX EA 1
72 4" COMBINATION AIR VALVE, PIPE, GATE
VALVE AND ENCLOSURE EA 1
73 PRESSURE TEST LS 1
74 PIPELINE DISINFECTION AND TESTING LS 1
75 ADJUST CABINET TO GRADE EA 1
76 REMOVE PAVEMENT MARKER EA 54
77 PAVEMENT MARKER (RETROFLECTIVE) EA 54
78 RELOCATE ROADSIDE SIGN EA 1
79 MIDWEST GUARDRAIL SYSTEM (WOOD POST) LF 126
80 (F) TUBULAR HANDRAILING LF 121
81 (F) CABLE RAILING LF 52
82 (F) CONCRETE BARRIER (TYPE 732SW) LF 129
83 (F) CONCRETE BARRIER (TYPE 842) LF 117
84 TRANSITION RAILING (TYPE AGT) EA 1
85 END CAP (TYPE TC) EA 1
86 ALTERNATIVE IN-LINE TERMINAL SYSTEM EA 2
87 CRASH CUSHION (QUADGUARD M10, TL-2) EA 1
88 REMOVE GUARDRAIL LF 232
89 THERMOPLASTIC TRAFFIC STRIPE LF 4655
90 THERMOPLASTIC PAVEMENT MARKING SQFT 130
91 REMOVE PAINTED TRAFFIC STRIPE LF 2050
92 REMOVE PAVEMENT MARKING SQFT 85
93 MODIFY TRAFFIC MONITORING STATION LS 1
94 MOBILIZATION LS 1

TOTAL - CONTRACT ITEMS
S.T. Rhoades Construction

PRICE TOTAL PRICE TOTAL
Shasta Services Inc dba
Timberworks
$6,630.00 $72,930.00 $5,250.00 $57,750.00
$190.00 $42,750.00 $200.00 $45,000.00
$225.50 $43,972.50 $185.00 $36,075.00
$485.00 $109,125.00 $450.00 $101,250.00
$965.00 $202,650.00 $750.00 $157,500.00
$11,000.00 $22,000.00 $10,500.00 $21,000.00
$22,185.00 $22,185.00 $21,500.00 $21,500.00
$31,080.00 $31,080.00 $29,000.00 $29,000.00
$1,000.00 $1,000.00 $3,000.00 $3,000.00
$3,000.00 $3,000.00 $3,000.00 $3,000.00
$38,381.00 $38,381.00 $38,000.00 $38,000.00
$2.12 $114.48 $2.00 $108.00
$12.75 $688.50 $12.00 $648.00
$277.80 $277.80 $390.00 $390.00
$75.76 $9,545.76 $75.00 $9,450.00
$126.27 $15,278.67 $125.00 $15,125.00
$35.36 $1,838.72 $35.00 $1,820.00
$750.00 $96,750.00 $615.00 $79,335.00
$395.46 $46,268.82 $400.00 $46,800.00
$3,434.66 $3,434.66 $3,400.00 $3,400.00
$151.53 $151.53 $150.00 $150.00
$3,434.67 $6,869.34 $3,400.00 $6,800.00
$25,250.39 $25,250.39 $25,000.00 $25,000.00
$5.05 $1,171.60 $5.00 $1,160.00
$1.59 $7,401.45 $1.50 $6,982.50
$10.62 $1,380.60 $10.00 $1,300.00
$1.06 $2,173.00 $1.00 $2,050.00
$8.50 $722.50 $8.00 $680.00
$18,180.28 $18,180.28 $18,000.00 $18,000.00
$315,000.00 $315,000.00 $375,000.00 $375,000.00
$3,531,757.48 $3,784,506.47
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 223 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

PRICE TOTAL PRICE TOTAL
$5,500.00 $5,500.00 $10,000.00 $10,000.00
$13,035.00 $13,035.00 $11,000.00 $11,000.00
$905.00 $5,430.00 $800.00 $4,800.00
$27,500.00 $27,500.00 $20,000.00 $20,000.00
$1,650.00 $1,650.00 $2,000.00 $2,000.00
$3,300.00 $3,300.00 $3,600.00 $3,600.00
$207,000.00 $207,000.00 $76,500.00 $76,500.00
$110.00 $220.00 $115.00 $230.00
$1.10 $3,410.00 $1.20 $3,720.00
$93.00 $4,929.00 $52.00 $2,756.00
$20.00 $17,600.00 $54.00 $47,520.00
$6,050.00 $6,050.00 $2,350.00 $2,350.00
$7,920.00 $7,920.00 $37,200.00 $37,200.00
$19,573.00 $19,573.00 $1,800.00 $1,800.00
$1,320.00 $21,120.00 $300.00 $4,800.00
$1,320.00 $1,320.00 $900.00 $900.00
$6.60 $6,600.00 $10.80 $10,800.00
$1,793.00 $1,793.00 $9,000.00 $9,000.00
$1,430.00 $8,580.00 $300.00 $1,800.00
$715.00 $3,575.00 $500.00 $2,500.00
$1,100.00 $1,100.00 $1,000.00 $1,000.00
$5,500.00 $5,500.00 $2,100.00 $2,100.00
$0.42 $252.00 $1.15 $690.00
$1,430.00 $1,430.00 $23,400.00 $23,400.00
$2,121.00 $12,726.00 $1,500.00 $9,000.00
$16,445.00 $16,445.00 $25,200.00 $25,200.00
$88.00 $64,240.00 $132.00 $96,360.00
$1,248.00 $189,696.00 $755.00 $114,760.00
$592.00 $65,120.00 $185.00 $20,350.00
$531.00 $59,472.00 $610.00 $68,320.00
$591.00 $49,053.00 $450.00 $37,350.00
$0.55 $11,000.00 $0.62 $12,400.00
$4,717.00 $4,717.00 $3,900.00 $3,900.00
$130.00 $52,000.00 $119.00 $47,600.00
J.F. Shea Construction, Inc Stewart Engineering, Inc
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 224 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

PRICE TOTAL PRICE TOTAL
J.F. Shea Construction, Inc Stewart Engineering, Inc
$216.00 $123,120.00 $300.00 $171,000.00
$710.00 $852.00 $1,000.00 $1,200.00
$40.00 $20,000.00 $8.50 $4,250.00
$13,786.00 $27,572.00 $15,000.00 $30,000.00
$18,885.00 $18,885.00 $7,700.00 $7,700.00
$22,644.00 $45,288.00 $37,700.00 $75,400.00
$3,673.00 $91,825.00 $1,400.00 $35,000.00
$4,833.00 $521,964.00 $2,335.00 $252,180.00
$4,786.00 $157,938.00 $1,100.00 $36,300.00
$82.00 $22,140.00 $87.00 $23,490.00
$2.75 $64,889.00 $185.00 $4,365,260.00
$2.00 $5,374.00 $3.00 $8,061.00
$2.50 $7,705.00 $3.00 $9,246.00
$2.00 $6,164.00 $3.00 $9,246.00
$2,066.00 $8,264.00 $700.00 $2,800.00
$69,606.00 $69,606.00 $30,000.00 $30,000.00
$336.00 $150,528.00 $494.00 $221,312.00
$238.00 $29,036.00 $343.00 $41,846.00
$705.00 $12,690.00 $360.00 $6,480.00
$1,358.00 $4,074.00 $3,400.00 $10,200.00
$4,076.00 $4,076.00 $3,560.00 $3,560.00
$6,580.00 $6,580.00 $5,100.00 $5,100.00
$7,927.00 $7,927.00 $7,500.00 $7,500.00
$152.00 $19,456.00 $16.00 $2,048.00
$83.00 $6,225.00 $51.00 $3,825.00
$77.00 $55,055.00 $91.00 $65,065.00
$97.00 $2,910.00 $91.00 $2,730.00
$49.00 $40,670.00 $27.00 $22,410.00
$36.00 $132,120.00 $27.00 $99,090.00
$71.00 $24,140.00 $46.00 $15,640.00
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 225 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood BID TABULATION FOR:

CANYON ROAD BRIDGE OVER ACID CANAL
Bid Schedule No.: 5721

TOTAL - CONTRACT ITEMS

PRICE TOTAL PRICE TOTAL
J.F. Shea Construction, Inc Stewart Engineering, Inc
$6,943.00 $76,373.00 $3,350.00 $36,850.00
$46.00 $10,350.00 $82.00 $18,450.00
$54.00 $10,530.00 $420.00 $81,900.00
$496.00 $111,600.00 $531.00 $119,475.00
$787.00 $165,270.00 $927.00 $194,670.00
$14,570.00 $29,140.00 $12,900.00 $25,800.00
$28,211.00 $28,211.00 $25,000.00 $25,000.00
$42,099.00 $42,099.00 $27,000.00 $27,000.00
$9,078.00 $9,078.00 $17,600.00 $17,600.00
$22,696.00 $22,696.00 $17,600.00 $17,600.00
$43,969.00 $43,969.00 $57,000.00 $57,000.00
$2.00 $108.00 $2.40 $129.60
$13.00 $702.00 $14.50 $783.00
$429.00 $429.00 $575.00 $575.00
$33.00 $4,158.00 $86.00 $10,836.00
$215.00 $26,015.00 $144.00 $17,424.00
$64.00 $3,328.00 $40.00 $2,080.00
$534.00 $68,886.00 $668.00 $86,172.00
$388.00 $45,396.00 $412.00 $48,204.00
$5,126.00 $5,126.00 $3,900.00 $3,900.00
$189.00 $189.00 $175.00 $175.00
$4,064.00 $8,128.00 $3,900.00 $7,800.00
$35,750.00 $35,750.00 $28,700.00 $28,700.00
$14.00 $3,248.00 $5.75 $1,334.00
$2.00 $9,310.00 $1.80 $8,379.00
$11.00 $1,430.00 $12.00 $1,560.00
$1.10 $2,255.00 $1.20 $2,460.00
$8.80 $748.00 $9.70 $824.50
$21,476.00 $21,476.00 $23,000.00 $23,000.00
$528,626.00 $528,626.00 $240,000.00 $240,000.00
$3,900,553.00 $7,389,326.10
Shaded areas indicate corrections made in accordance with the Special Provisions.

Packet Pg. 226 Attachment: COR BS 5721 Bid Tab (4.11(c)--Award BS No. 5721, Canyon Rd over Anderson-Cottonwood

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve the Interim City Manager's appointment of Joe Bowers as Interim Director of Finance, effective September 13, 2026, to serve until a permanent Director of Finance is appointed, or until otherwise determined by the City Manager.

Fiscal Impact
There is no additional ongoing fiscal impact associated with this appointment. The appointment provides interim coverage for the existing Finance Director vacancy. The Interim Finance Director will retain their position in the Electric Department, continue to be paid by the Electric Utility, and divide their time and responsibilities between the two roles.

The resignation of the former Finance Director will result in a one-time fiscal impact associated with the required payout of accrued, unused leave balances. This cost will be offset by salary savings realized while the permanent Finance Director position remains vacant.

Alternative Action
The City Council may choose to provide alternate direction to staff.

Background/Analysis
The City of Redding's (City) Director of Finance, Greg Robinett, has resigned from his position with the City, effective September 11, 2026. Mr. Robinett has served the City in a number of financial positions since joining the organization in 2014 and was appointed Director of Finance in 2023.

MEETING DATE: September 15, 2026
ITEM NO. 4.15(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.15(a) - Appointment of Interim Director of Finance Leslie Saelee, Personnel
Manager
Packet Pg. 227
Report to Redding City Council September 10, 2026
Re: 4.15(a) - Appointment of Interim Director of Finance Page 2 The Director of Finance is responsible for a broad range of critical municipal financial functions, including financial reporting, accounting, budgeting, revenue administration, financial analysis, and other responsibilities necessary to support the City's fiscal operations.

The Finance Services Department is also responsible for preparing the City's annual financial statements and other significant financial reports. Maintaining consistent leadership within Financial Services is therefore important to ensure continuity of operations, timely financial reporting, budget administration, and compliance with applicable laws, regulations, and City policies.

Redding Municipal Code section 2.24.020 governs the appointment of the Director of Finance and provides that the City Manager appoints the Director of Finance, subject to approval by the City Council.

Consistent with this authority, the City Manager has selected Joseph Bowers, Assistant Director of Electric Utility, to serve as Interim Director of Finance effective September 13, 2026, while Personnel coordinates the recruitment process. Council approval of the appointment will allow the City to maintain continuity in the administration and oversight of the City's financial operations following the departure of the current Finance Director.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

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.”
• Communication and Transparency – “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
Packet Pg. 228

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Staff recommends that the City Council retroactively approve the Interim City Manager's appointment of Jason Foley as Interim Fire Chief, effective August 22, 2026, to serve in that capacity until a permanent Fire Chief is appointed or otherwise determined by the City Manager, subject to the terms and conditions established by the City.

Fiscal Impact
There is no ongoing fiscal impact associated with this appointment. The appointment fills an existing vacancy while creating a vacancy in another position. Salary savings will be realized from the vacant position during the interim period.

The retirement of the Fire Chief will result in a required payout of accrued, unused vacation leave. This cost will be offset by salary savings realized while the position remains vacant.

Alternative Action
The City Council may choose to provide alternate direction to staff.

Background/Analysis
Fire Chief Jerrod Vanlandingham retired from the City of Redding effective August 21, 2026, following more than 30 years of public service, including six years with the Redding Fire Department. Following his retirement, Deputy Fire Chief Jason Foley assumed the duties of Interim Fire Chief to provide continuity of leadership and ensure uninterrupted administration and operation of the Redding Fire Department. The City previously announced that Deputy Chief Foley would assume the interim role following Chief Vanlandingham's departure.

MEETING DATE: September 15, 2026
ITEM NO. 4.15(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.15(b) - Appointment of Interim Fire Chief
Leslie Saelee, Personnel
Manager
Packet Pg. 229
Report to Redding City Council September 10, 2026
Re: 4.15(b) - Appointment of Interim Fire Chief Page 2
The Redding Fire Department is responsible for providing emergency response, fire suppression, emergency medical services, fire prevention, public education, disaster preparedness, and related services to the Redding community. Maintaining continuity in the Department's executive leadership is important to the effective delivery of these essential public safety services.

Jason Foley currently serves as Deputy Fire Chief – Operations and has extensive experience with the Redding Fire Department. His existing knowledge of the Department, personnel, policies, procedures, and emergency-response systems provides an effective basis for serving as Interim Fire Chief while the City evaluates and proceeds with the recruitment and selection of a permanent Fire Chief.

Redding Municipal Code Section 2.32.020 governs the appointment of the Fire Chief and provides for the City Manager's appointment, subject to approval by the City Council.

Pursuant to that authority, the City Manager has selected Jason Foley to serve as Interim Fire Chief, effective August 22, 2026. Council approval is therefore requested to formally confirm the appointment.

The proposed action is intended to provide clear organizational authority during the transition following the retirement of the permanent Fire Chief. The appointment of an interim chief will allow the Fire Department to continue operating under established leadership while the City proceeds with the process for selection of a permanent Fire Chief.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Conduct a Public Hearing, and upon conclusion, accept the report regarding City of Redding vacancies, recruitment and retention in accordance with Government Code Section 3502.3 (Assembly Bill 2561).

Fiscal Impact
There is no fiscal impact associated with this action.

Alternative Action
The City Council could provide alternate direction staff, but the direction could not be less restrictive than the legal obligations.

Background/Analysis
Government Code section 3502.3 mandates that public agencies present the status of vacancies and recruitment and retention efforts during a public hearing before the agency’s governing body at least once per fiscal year.

In compliance with the new legal obligations, the City of Redding (City) is required to do the following:

1. Public Hearing: At least once each fiscal year, at a public hearing before the City Council, the City shall present information regarding the status of vacancies and recruitment and retention efforts (Gov. Code § 3502.3(a)(1)) and identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process (Gov. Code § 3502.3(a)(3)).

MEETING DATE: September 15, 2026
ITEM NO. 6.1
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 6.1--Public Hearing to consider Local Public Employees Vacant Positions - AB 2561
Kari Kibler, Personnel
Director
Packet Pg. 231
Report to Redding City Council September 9, 2026
Re: 6.1--Public Hearing to consider Local Public Employees Vacant Positions - AB 2561 Page 2 If the City adopts an annual or multiyear budget during the fiscal year, this presentation must occur prior to the adoption of the final budget for the City. (Gov. Code § 3502.3(a)(2).)

2. Employee Organization Participation: Allow the recognized employee organization for each bargaining unit at the City to make presentations during the public hearing concerning vacancies and recruitment and retention efforts. There are 13 bargaining units at the City. (Gov. Code § 3502.3(b).)

3. Additional Reporting for High Vacancy Rates: If vacancies within a single bargaining unit meet or exceed 20 percent of authorized full-time positions in that bargaining unit, upon request of the recognized employee organization for that bargaining unit, the City must provide additional information during the public hearing, including the following:
(1) the total number of vacancies; (2) the number of applicants; (3) the average time to fill positions; and (4) opportunities to improve compensation and working conditions for employees in the bargaining unit. (Gov. Code § 3502.3(c).) As of June 30, 2026, the citywide vacancy rate is 9.8 percent. The vacancy rates by organization as are follows:

Vacancies
Created
Budgeted
FTE’s
Vacancy Rate
(%)
IAFF (Firefighters) 11 88 13%
IBEW – Electric 4 56 7%
IBEW - Maintenance 15 213 7%
IBEW – Power Production 1 22 5%
Redding Electric Professionals’ Association -
Management
0 14 0%
Redding Electric Professionals’ Association –
Supervisory, Technical and Professional
2 37 5%
RIEO – Clerical, Technical, & Professional Unit 31 216 14% RIEO – Supervisory/Confidential Unit 6 72 8%
RPMA (Police Managers) 0 22 0%
RPOA (Peace Officers) 9 95 9%
RPOA – Miscellaneous 1 16 6%
UPEC – Fire Management 0 6 0%
UPEC – Technical Unit 3 36 8%
Unrepresented (excluding City Council) 10 55 18%
During fiscal year 2025-26, Personnel conducted 132 recruitments: 10 have been filled using existing eligibility lists/ongoing recruitments, 91 through new external recruitments, and 31 through new internal only recruitments.

Packet Pg. 232
Report to Redding City Council September 9, 2026
Re: 6.1--Public Hearing to consider Local Public Employees Vacant Positions - AB 2561 Page 3 Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept an informational presentation from Circle 6 Consulting Inc. regarding the Rapid Efficiency and Cost Reduction Engagement Study for the City of Redding.

Fiscal Impact
There is no fiscal impact associated with accepting this report.

Alternative Action
The City Council can choose not to accept the informational report.

Background/Analysis
On March 17, 2026, the City Council approved a Consulting and Professional Services Agreement with Circle 6 Consulting, Inc. (Circle 6) to conduct a comprehensive citywide efficiency study. Circle 6 began work immediately upon execution of the agreement. The scope of work included an aggressive citywide assessment, identification and implementation of immediate quick-win opportunities, and development of mid and long-term improvement recommendations with a focus on prioritization, execution, and governance.

Interim City Manager, Michael Webb presented on the quick-win opportunities to the City Council on September 1, 2026. This oral presentation will be presented by Circle 6 Consulting, Inc., and will cover the remaining phases of the Efficiency Study.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

MEETING DATE: September 15, 2026
ITEM NO. 9.1(c)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(c)--Oral Presentation from Circle 6 Consulting, Inc.

Jason Gibilisco, Management
Assistant to the City Manager
Packet Pg. 234
Report to Redding City Council September 9, 2026
Re: 9.1(c)--Oral Presentation from Circle 6 Consulting Inc Page 2 Attachments
260817 - Redding Phase 1-4 Pull-Up_Redacted Final
Packet Pg. 235
Packet Pg. 236 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc.
2 Our Four-Phase Approach
Phase 1 — Rapid Assessment
Understand where time, money, and effort are
being lost
• Five-year financial review
• Department interviews and field observation
• Identification of process inefficiencies and
cost leakage
• Prioritization of highest-value opportunities
Phase 2 — Immediate Quick Wins
Begin implementing improvements as soon as
opportunities are validated (examples below)
• Eliminate unnecessary approval layers
• Improve OT discipline and staffing alignment
• Vendor and contract cleanup
• Digitize manual workflows where possible
Phase 3 — Opportunity Development
Develop a prioritized roadmap for larger
improvements
• Process redesign opportunities
• Technology enablement
• Staffing and workload alignment
• Policy or structural improvements
• Larger modernization efforts
Phase 4 — Execution & Governance
Ensure improvements are implemented and
sustained
• Weekly executive progress reviews
• Implementation sprints with clear ownership
• Performance dashboards tracking savings
and results
• Governance structure to sustain
improvements
Packet Pg. 237 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 3
Executive Summary: Phase one assessment
• In the first 4 weeks our team completed:
– 74 Interviews: Across departments, city council, customers, and residents focusing on inefficiencies, workflows, and decision layers – 10 Site Visits, Direct Observation: Focused on high volume/cost processes to identify bottlenecks and customer frustrations – identified cross-department patterns, triangulated finding across leadership and staff, identified efficiency opportunity themes
– 300+ Document Reviews: Deep dive analysis, cross-referencing, model building and opportunity development
– Financial Deep Dive: Budgets, financial audits, general and enterprise funds, fleet, utilities, abnormal trends, inefficiencies and cost escalation – Cost Leakage and Control Risk Scan: Targeted cost leakage and control risk reduction across all departments in the City
– Lean Waste Identification: Exhaust options to streamline workflows and reduce administrative burden
Packet Pg. 238 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 239 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 240 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 241 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 242 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 243 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 244 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 245 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 246 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 247 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 248 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 249 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 15
Next Steps
• Validate and initiate quick wins: confirm benefit, owner, approvals, timing, and sustainment for the low-risk actions identified in Phase 1. • Deepen targeted data analysis: focus on overtime and scheduling, staffing/workload, service demand, facilities and land, contracts, fees/revenues, debt/pension, enterprise impacts, and growth opportunities. • Follow up with key SMEs: run focused sessions in the areas most likely to become workstreams, including Finance, Personnel, Purchasing, Public Works, Development Services, Public Safety, REU, Airports, Fleet, Parks, IT/OET, and Clerk/Legal.
• Convert themes into business cases: quantify value, cost, implementation difficulty, risk, dependencies, policy/Council actions, and decision points. • Prioritize and sequence Phase 3: separate actions that can move now from medium- and long-term opportunities requiring deeper evaluation and implementation planning.

Packet Pg. 250 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 251 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc.

Phase 2: Results
17 Agenda
Phase 3: High-value medium and long-term opportunities
Phase 3: Suggested medium and long-term roadmap
Phase 4: Execution and governance structure
Appendix
Packet Pg. 252 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 18
Phase 2 Converted Findings Into $83M of Captured and
Recoverable Capacity Across Major City Funds
Recovery Category Value Type FY26 Value FY27 Value
up to $14M Fund / Source FY26 Pending Sweep / Action
Additional Identified
Opportunity
Stale encumbrances, vacancy
salary lapse, dormant CIP
balances, carryover cleanup,
contract/vendor actions, etc.

One-time sweep,
recurring savings,
avoided cost, fund
release, restricted
reallocation, revenue
recovery, capacity
freed.

Dollars already
swept,
transferred, or
formally placed
into General
Fund
reserve/capacity;
Future-year
savings, avoided
cost, or run-rate
benefit if the
control/action
continues.

General Fund,
enterprise fund, internal
service fund, special
revenue, grantrestricted, etc.

Dollars identified and
validated but not yet moved,
or requiring
Finance/Council/department
action
Dollars found but still requiring
validation, legal review, fund-source
review, or operational decision
Vacancy Salary Lapse Recurring savings $1.01M $1.85M General Fund $1.01M FY27 value of $1.85M if positions are eliminated
Stale Encumbrance Cleanup One-time sweep,
avoided cost recovery $417,719
$125K–$175K
recurring annual
avoidance through
quarterly PO review
and contract
closeout discipline
General Fund Department validation and
Finance release complete
Additional inactive purchase orders
and over-encumbered contracts likely
during Phase 2 review
Stale Encumbrance Cleanup One-time sweep,
avoided cost recovery $10,389
$5K–$10K annual
reduction in stale
carryforward
exposure
Special Revenue Funds
Grant and restriction
validation required prior to
release
Potential grant closeout and inactive
project recovery opportunities
General Fund:
$4.0M
Internal Service:
$152K
Special Revenue:
$782K
Enterprise Fund:
$78M
Packet Pg. 253 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 19
Phase 2 Converted Findings Into $83M of Captured and
Recoverable Capacity Across Major City Funds
Recovery Category Value Type FY26 Value FY27 Value Fund / Source FY26 Pending Sweep / Action
Additional Identified
Opportunity
Carryover Cleanup and
Rationalization
One-time release
and budget
authority
rationalization
$2.6M
$0.75M–$1.25M
reduction in
recurring
carryforward
growth
General Fund
Council and Finance
review of dormant
appropriations and
reserves. Validate each
carryover against Policy
409 criteria
Additional unsupported
appropriations and vacancyrelated budget release
opportunities
Carryover Cleanup and
Rationalization
One-time cleanup
and fund
reallocation
opportunity
$771,999
$250K–$400K
annual reduction
in unnecessary
carryforward
activity
Special Revenue
Funds
Programmatic and grant
compliance review
required
Additional inactive program
balances may be eligible for
reallocation
Carryover Cleanup and
Rationalization
One-time release
of dormant CIP and
unsupported
balances
$77.2M
$4M–$10M
annual reduction
in future
carryforward
accumulation
through CIP
governance and
project closeout
controls
Enterprise Funds
Project-by-project
validation and Council
action required based on
Policy 409 criteria
Significant additional dormant
projects, reserve optimization,
and phased release opportunities
Stale Encumbrance Cleanup One-time release and
operational cleanup $151,973
$50K–$75K
recurring
operational
recovery
opportunity
Internal Service Funds Finance and departmental
reconciliation required
Additional vendor closeouts and
procurement reconciliation expected
Stale Encumbrance Cleanup
One-time release and
avoided
utility/enterprise
rollover
$357,899
$175K–$250K
recurring annual
optimization
opportunity
Enterprise Funds Utility/project validation and
Finance review
Additional CIP and utility
infrastructure contract reconciliation
anticipated
Packet Pg. 254 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 255 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 256 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 257 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc.

Phase 2 Results
23 Agenda
Phase 3: High-value medium and long-term opportunities
Phase 3: Suggested medium and long-term roadmap
Phase 4: Execution and governance structure
Appendix
Packet Pg. 258 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 259 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 260 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 261 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 262 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 263 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 264 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 265 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 266 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 267 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 268 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 269 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 270 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 271 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 272 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting,
Inc. 38
The issue and what’s at stake
Current
Burden
General Fund
Concentration
Why This
Matters
• The June 30, 2024 CalPERS valuations set FY 2026–27 required UAL contributions at $19.456M for the Miscellaneous plan and $15.261M for the Safety plan, a combined citywide UAL payment of about $34.7M. The same valuations assume a 6.8% CalPERS discount / carrying rate on the unfunded liability.
• There are only three practical levers today: (1) stay on the current CalPERS schedule, (2) accelerate CalPERS paydown directly, or (3) refinance the UAL through a POB. Direct CalPERS acceleration and shorter POB structures improve long-term economics, but they raise annual General Fund pressure in the near term; longer POB structures may smooth annual pressure, but they weaken the long-term savings case and add fixed debt risk. There is also no meaningful pension 115 trust balance in place today, so the City does not have a large existing reserve to deploy as an immediate alternative. • The City’s allocation workbook suggests the General Fund currently absorbs all Safety UAL and about 28% of Miscellaneous UAL. Applying that ratio to the FY 2026–27 actuarial schedules implies an estimated General-Fundequivalent UAL burden of about $20.7M. This appears directionally correct, but it still must be validated net of cross-charges, grants, and reimbursement treatment.

Packet Pg. 273 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 39
Modeled planning ranges
Option
Near-term GF annual
effect vs. current FY
2026–27 schedule
Estimated
lifecycle GF
savings
Citywide context What it means
Stay on current
CalPERS schedule Baseline Baseline Baseline
Maximum flexibility; no up-front
budget hit; no savings
captured.
15-year CalPERS
fresh start (no new
debt)
Approx. +$2.8M / year Approx. $21M Approx. $34M
citywide
Lower-risk than a POB;
requires more near-term GF
capacity.
10-year CalPERS
fresh start (no new
debt)
Approx. +$9.9M / year Approx. $68M Approx. $112M
citywide
Highest modeled savings;
likely the hardest to absorb in
the near term.
15-year, GFtargeted POB
(modeled taxable
rate ~5.75%–

6.25%)
Approx. +$2.0M to
+$2.8M / year
Approx. $22M–
$33M gross
If done citywide,
roughly ~$35M–
$54M gross
citywide
Could improve on the 15-year
fresh start, but only modestly
after fees and only if allocation
/ reimbursement issues are
resolved.

Note: The savings ranges above are modeled planning ranges, not live financing quotes. The POB numbers are gross and still require validation of issuance costs, allocation treatment, reserve / structuring items, and actual taxable borrowing rates. If the City wants to test a relief-oriented, longer-amortization POB, it should be modeled separately; any annual relief would likely come only by stretching amortization, which weakens lifecycle savings and increases fixed-debt risk.

Packet Pg. 274 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 40
What steps should the City take?

1. Validate the allocation and reimbursement mechanics
Owner: Finance. Confirm the net General Fund share of UAL after cross-charges, grants, and any reimbursable cost recovery. The key question is whether POB debt service could be allocated and recovered in the same practical way as current UAL cost. If the answer is no, the General Fund case weakens materially.

2. Set the decision objective and annual budget guardrails Owner: CM, ACM, Finance. Decide whether the City’s priority is (a) maximum long-term savings, (b) annual General Fund relief, or (c) preserving flexibility. Also define the maximum near-term annual General Fund increase the City is willing to absorb. If the tolerance is below roughly $2M, the modeled 15-year fresh-start and 15-year POB cases are likely not currently feasible.

3. Obtain live financing scenarios
Owner: Finance with municipal advisor / underwriter. Request live taxable POB scenarios at minimum for 15 years and a longer relief-oriented structure, with full sources & uses, annual debt service, reserve treatment, and sensitivity to rates. Do not make a recommendation off modeled assumptions once live market data are available.

Packet Pg. 275 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 41
What steps should the City take?

4. Build one side-by-side decision model
Owner: Finance / advisor team. Compare: current CalPERS schedule, 15-year fresh start, 10- year fresh start, 15-year GF-targeted POB, and any longer-term relief case the City wants to see. Use one consistent General Fund allocation basis and make the annual and lifecycle tradeoffs visible on one page.

5. Complete legal, governance, and rating review
Owner: Finance with bond counsel and municipal advisor. Confirm what approvals are required, whether any validation action is advisable, and how rating agencies are likely to view the transaction. Public scrutiny should be expected even if a public vote is not legally required.

6. Make the go / no-go decision
Owner: City leadership. If the City cannot tolerate the annual General Fund pressure today, the reasonable path is to finish the analysis now, preserve optionality, and revisit a fresh start and/or POB once the General Fund is healthier or live pricing becomes clearly compelling.

Packet Pg. 276 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 277 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 278 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting,
Inc. 44
The issue and what’s at stake
Current Cost
Escalation
Governance &
Legal
Constraint
Operational
Reality
• SHASCOM now charges roughly $1.4M each for Redding Fire and Redding Police dispatch, with costs expected to rise to roughly $1.8M each. CAL FIRE has indicated Fire dispatch can be provided for ~$800K/year. • Fire dispatch can be aligned with CAL FIRE if call routing, CAD integration, radio interoperability, disaster surge, and SLAs are protected. Standing up City dispatch means creating a 24/7 PSAP / police dispatch function with staffing, CAD/RMS, CLETS/CJIS, radio, facility, and continuity obligations. • The City of Redding — not Fire or Police separately — is the SHASCOM participating agency. A Fire-only change likely requires a negotiated service / cost-allocation amendment or operating MOU; a full City withdrawal requires two years’ notice and continued use or like payment.

Packet Pg. 279 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 280 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 281 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 47
What steps should the City take?

1. Validate SHASCOM cost-to-serve
Owner: CM / Finance / City Attorney. Obtain current and proposed budgets, rate model, call volumes, fixed vs. variable costs, staffing / overtime, technology contracts, asset and debt schedules, pension / OPEB / leave exposure, and the basis for the move from $1.4M to $1.8M per department.

2. Negotiate a Fire-to-CALFIRE pilot / carve-out
Owner: CM / Fire / SHASCOM / CAL FIRE. Preserve SHASCOM 9-1-1 + police dispatch, route Fire calls to CAL FIRE / Redding ECC, and define CAD/radio integration, transfer-time, dispatch processing, disaster surge, fallback and return-to-SHASCOM protocols.

3. Build the decision model and legal pathway
Owner: Finance / City Attorney. Model residual SHASCOM charge, CAL FIRE contract terms, transition costs, and withdrawal scenarios; confirm whether Board action, operating MOU, or full JPA amendment is required before any public recommendation.

4. Develop a business case for citywide dispatch option Owner: Finance / City Manager. Launch a citywide dispatch feasibility study; inventory existing REU, water, wastewater, streets, parks, current systems, staffing and vendor costs; build 10-yr cost model including 2-year overlap with SHASCOM and transition capital Packet Pg. 282 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc.

Phase 2 Results
48 Agenda
Phase 3: High-value medium and long-term opportunities
Phase 3: Suggested medium and long-term roadmap
Phase 4: Execution and governance structure
Appendix
Packet Pg. 283 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 284 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 285 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 286 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 287 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 288 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 289 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 290 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc.

Phase 2 Results
56 Agenda
Phase 3: High-value medium and long-term opportunities
Phase 3: Suggested medium and long-term roadmap
Phase 4: Execution and governance structure
Appendix
Packet Pg. 291 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 292 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 293 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 59
The dashboard creates a single control view of
savings, risks, and sustainment
Excel dashboard: executive view of impact, health, decisions, and controls Financial impact
Verified and projected savings are
separated so leadership can
distinguish captured value from
forecasted upside.

Execution risk
Open decisions, at-risk initiatives, and
overdue commitments are visible
before the review starts.

Sustainment
Policy, standard work, dashboards,
training, owners, and status are
tracked as part of initiative completion.

Backlog
The next wave of work remains
visible, allowing the City to pivot from
quick wins into deeper opportunities
without losing momentum.

Packet Pg. 294 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 295 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 296 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 297 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc.

Phase 2 Results
63 Agenda
Phase 3: High-value medium and long-term opportunities
Phase 3: Suggested medium and long-term roadmap
Phase 4: Execution and governance structure
Appendix
Packet Pg. 298 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 299 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 300 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 66
Executive Summary
• Bottom Line Up Front
– Five recommended actions produce financial improvement (-cost or + revenue) of
» $1,365,269 in first year of actions deployed
» $2,387,715 in second year
» Action deployment completions may be staggered due to project cycle time • Action types
– Labor (overtime, staff restructuring)
– Contract/MOU revision/initiation
– City Ordinance initiation
Packet Pg. 301 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 67
Agenda
• The elephant in the room: Overtime
– Sources of overtime
– Analysis of required crew strength
• Alternative revenue generation and cost reduction strategies – Staff restructuring
– Contracts/MOUs
– Fees from New Ordinance
– Fire Protection District
Packet Pg. 302 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Circle 6 Consulting, Inc. 68
Overtime
• Fire Department overtime expenses are high relative to FD Base Pay – In FY25, FD labor costs were $10.897M, with overtime being $4.650M » Budgeted overtime was $2.234M
• Staffing strength has varied over the past few years
– 12 firefighters were added through the SAVER grant in March 2023, then eliminated from staff in the months leading up to March 2026 » The SAVER grant specified that the additional manpower was to provide expanded staff, not relief staff
» The additional firefighters expanded staff from three to four on one truck and three engines
– Required staffing must be baselined against available resources, need, and risk
Packet Pg. 303 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 304 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 305 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 306 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 307 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 308 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 309 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 310 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 311 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 312 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 313 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 314 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 315 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 316 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 317 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6 Packet Pg. 318 Attachment: 260817 - Redding Phase 1-4 Pull-Up_Redacted Final (9.1(c)--Oral Presentation from Circle 6

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Accept report regarding the roles and responsibilities of the Financial Advisory Committee and provide direction to staff.

Fiscal Impact
There is no fiscal impact associated with accepting this informational report.

Alternative Action
The City Council (Council) can choose not to accept the informational report.

Background/Analysis
The Council established the Financial Advisory Committee (FAC) to provide communityinformed advisory input on the City of Redding’s (City) financial condition, budget development, financial priorities, and long-term fiscal sustainability. The FAC was created to enhance transparency, encourage informed public participation, and provide the Council with additional perspectives on financial matters.

The FAC consists of seven members, including two City Councilmembers and five members of the public. The FAC serves solely in an advisory capacity and does not have independent decision-making authority or the ability to direct City staff. Policy and financial decisions remain with the Council.

MEETING DATE: September 15, 2026
ITEM NO. 9.1(d)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction to Staff
Michael Webb, Interim City
Manager/Public Works
Director
Packet Pg. 319
Report to Redding City Council September 14, 2026
Re: 9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction Page 2
Original Purpose, Roles, and Responsibilities
The FAC was established to provide an independent, community-based perspective on financial matters affecting the City. Its purpose includes:
• Providing advisory input regarding budget development, financial priorities, and longterm fiscal sustainability; • Reviewing major financial assumptions, economic conditions, and community trends that may affect City revenues and expenditures;
• Providing community-informed perspectives regarding spending priorities in relation to Council goals and community needs;
• Reviewing staff-prepared financial materials intended for City Council consideration and providing non-binding feedback; and
• Promoting transparency and public confidence in the City's financial decision-making process.

The FAC areas of review may include the General Fund, annual and long-range budgets, financial forecasting, reserves, capital financing, debt, long-term liabilities, financial policies, revenue and economic trends, utility financial matters, and other financial issues referred by the City Council.

The FAC is advisory only. It does not establish policy, approve expenditures, adopt budgets, negotiate labor agreements, commit City resources, direct staff, or make binding decisions on behalf of the City. Recommendations and observations are provided to the City Council for consideration.

August 13, 2026, FAC Meeting
At its August 13, 2026, meeting, the FAC received an overview of its purpose, authority, responsibilities, and operating framework, including the Brown Act requirements applicable to the FAC. The FAC expressed its understanding of the Brown Act and discussed its operating procedures, meeting schedule, and first-year work plan.

The FAC agreed to establish a consistent meeting agenda structure and to meet monthly for the next six months, beginning September 17, 2026, at 2:30 p.m.; thereafter, meetings will be held on the second Thursday of each month at 2:30 p.m., beginning October 2026 and continuing through February 2027.. The FAC also selected Kurt Swanson as Chair and Dennice Maxwell as Vice Chair.

The FAC requested that staff prepare FAC binders containing City financial information, including historical budget-to-actual reports, quarterly financial reports, the ACFR, adopted budgets, the 10-year Financial Plan and amendments, applicable financial policies and procedures, and a list of financial reports provided to the City Council, including their reporting cadence.

Packet Pg. 320
Report to Redding City Council September 14, 2026
Re: 9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction Page 3
Reporting to the City Council
As discussed at the August 13 FAC meeting, the FAC’s work will include reviewing financial information and providing advisory recommendations to the City Council. The FAC’s requested financial information will provide members with additional background on the City’s financial condition and existing financial reporting practices.

At its September 1, 2026 meeting, the City Council directed staff through Item 12, following each FAC meeting, an agenda item be placed on the subsequent City Council meeting agenda to allow the two Councilmembers serving on the FAC to provide an update to the full City Council regarding the FAC’s activities and discussions.

The FAC’s anticipated meeting schedule includes the following:
• August 2026 – Kickoff Meeting
• September 2026 – Target Meeting regarding Redding Electric Utility Financial Outlook • November 2026 – Regular Meeting
• January 2027 – Tentative Budget Development Meeting
• February 2027 – Regular Meeting
• March 2027 – Tentative Budget Development Meeting
• April 2027 – Tentative Budget Development Meeting
• May 2027 – Regular Meeting
• August 2027 – Regular Meeting
• November 2027 – Regular Meeting
Following each FAC meeting, the subsequent City Council meeting will include an agenda item for the two Councilmembers serving on the FAC to provide an update to the full Council. This approach will provide the Council with regular information regarding FAC’s activities and discussions throughout the year.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

Attachments
December 2, 2025 staff report
December 2, 2025 attachment tips and traps
January 20, 2026 Staff Report
February 3, 2026 staff report
Reso. 2026-010 - Establishing a Financial Advisory Committee August 13, 2026 4.1a Overview of FAC
August 13, 2026 4.2(a)-- FAC schedule
Packet Pg. 321

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following:
(1) Authorize staff to draft a resolution formalizing the Audit Committee structure establishing the composition of members, term of members, purpose(s) of the committee (include existing delegation under Council Policy 425), and meeting schedule; and (2) Authorize staff to draft a resolution establishing the Financial Oversight Committee structure, specifying the composition of members, term of members, purposes of committee, and meeting schedule.

Fiscal Impact
There is no impact to the General Fund with this action.

Alternative Action
City Council (Council) could provide staff with alternate direction.

Background/Analysis
On October 22, 2025, the Council directed staff to return with an item considering the creation of a Financial Oversight Committee. Council specified that the committee would be forwardlooking but has not yet indicated the specific scope or function of that committee. Staff has reviewed models from other cities as well as articles published on this topic and are bringing those forward for Council’s consideration. Staff is requesting further direction as to the scope, composition, terms, and meeting schedule. Additionally, staff has reviewed the documentation regarding the existing Audit Committee structure and is recommending that Council consider formalizing that committee’s role to provide greater clarity going forward.

MEETING DATE: December 2, 2025
ITEM NO. 9.1(e)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(e)--Consider establishment of Financial Oversight Committee Steve Bade, Interim City
Manager
Packet Pg. 322 Attachment: December 2, 2025 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council November 26, 2025
Re: 9.1(e)--Establishment of Finance Advisory Committee Page 2 Models from Other Cities
Staff has reviewed how other cities have formed and maintained Financial Oversight Committees and have identified two major categories of committees. First, similar to the City of Redding (City), many jurisdictions have audit committees responsible for reviewing audits of past expenditures. These committees may review both internal and external audit results in addition to setting audit priorities and identifying areas for future audits. In larger jurisdictions, the internal and external audit functions may be given to separate committees, which work in conjunction with a dedicated City Auditor or City Controller position. Examples of this structure include Las Vegas, San Francisco, and San Jose. Presently, the City combines both the internal and external audit functions into a single Audit Committee, which is a standing committee of the Council. The City does not have an internal auditor or controller position, these types of duties have been delegated to the Financial Services Department through Council Policy 425.

Second, several jurisdictions employ a different kind of committee that participate in the budgeting process by reviewing projections on future revenues and/or expenses. The purpose of these committees is to provide additional technical expertise that can assist in budgetary accuracy and transparency. For example, the City of Las Vegas engages a “Financial Advisory Committee” that includes local stakeholders such as economists, hoteliers, and representatives from the homebuilders’ association. Per that city’s budget summary, these members provide “perspectives into the city’s revenue projections and sometimes, expenditure assumptions.” By including representatives from key local industries, this type of committee can provide insight into local economic trends that will impact projections in revenue. This may present advantages over the City’s current practice, which is to rely on projections from a consulting firm and executive staff, as reviewed, adjusted and approved by Council.

These two different types of committees are not mutually exclusive. In the Las Vegas example, that city utilizes both a Financial Advisory Committee looking at revenue assumptions in upcoming budgets and an Audit Oversight Committee to review audits of past expenditures.

Each function—prospective and retrospective—provides a different benefit. As such, the committees have different needs in terms of member expertise, meeting schedule, and structure.

In deciding whether to modify the existing Audit Committee and/or create a committee to assist in the budget process, the Council may want to consider how the specific objectives of each type of committee meet the needs and resources of the City.

As the staff was researching information for this report, a very informative article, printed in Western City, a monthly magazine provided by The League of California Cities, was located and is attached for reference. The article states, “These committees, composed of community members, aim to increase city government transparency and build accountability”. It goes on to warn of the potential pitfalls, highlighting that clear direction is needed to avoid duplicating staff work, creating competing priorities and workload for staff, and/or challenging the governance and authority of the Council. The article recommends establishing clear steps to avoid the pitfalls, these step include; articulating clear direction from Council on the mission and role of the committee; setting clear roles and responsibilities, adopt a standing committee resolution or code of conduct for the committee, provide training and/or orientation to all involved, appoint a city council member and/or staff liaison; clearly delineate the level of committee staff support to be provided; consider sunset provisions; and regularly review the purpose and mission of the committee.

Packet Pg. 323 Attachment: December 2, 2025 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council November 26, 2025
Re: 9.1(e)--Establishment of Finance Advisory Committee Page 3 Audit Committee
The City currently has an Audit Committee, which is comprised of the Mayor and Vice-Mayor.

As a standing committee of the Council, the Audit Committee is a Brown Act body with publicly noticed meetings. Staff did not locate any original organizing documents, but based on the review of agendas, the Audit Committee meets regularly to consider the results of the City’s annual external audit. The Audit Committee then advances the results of the annual external audit for consideration by the Council. The committee also meets and considers modifications to audit contracts, including extensions, and the selection of new auditors. Additionally, the City currently tasks the Audit Committee with reviewing all internal audits and setting the priorities for future internal audits.

Staff is recommending a resolution formalizing the structure and scope of the existing Audit Committee. Council Policy 425 provides the delegation of the authority for Internal Audits to Finance and reporting of the results of the internal audits to the Audit Committee. There is no clear definition or documented role of the Audit Committee besides this mention in Council Policy 425 and this includes the external audits aspect. This is most likely the result of functions being delegated to the Committee at different times, but it would be helpful to maintain a single document outlining all of the Committee’s functions and structure. Moreover, as a Brown Act Body, the Audit Committee is required to have a regular meeting schedule, and including that schedule in the resolution would be helpful for organizational purposes. Prior to bringing forward a resolution, staff will need to confirm whether the Council chooses to retain the current Audit Committee structure or wishes to revisit that issue as part of the larger fiscal oversight discussion.

Financial Oversight Committee
The City does not currently have a committee that provides forward-looking recommendations on revenue and expense projections to assist in the City’s budget process. If the Council is interested in creating a committee similar to what is used in other cities, staff can draw from those examples to bring a proposed resolution for the Council to consider. These would likely involve some customization for the City. Once again, using the City of Las Vegas as our example, representatives from specific industries that drive revenue in their jurisdiction are appointed to serve. A similar committee in the City may or may not look to the same industries as a driver of local revenue and economic activity.

Similar issues would be meeting schedule and appointment process. Each city typically uses its own appointment structure. In the City of Redding, this involves appointments made by the Mayor, subject to approval of the full Council, with terms staggered in order to allow for a diversity of appointments. Staff would prepare any draft resolution with this same model unless otherwise directed by the Council. Additionally, the Council will need to decide on a regular meeting schedule for the committee, but that may be best decided after the Council determines how it may change the budget workshop process.

Other Options
The options presented represent the models that staff has identified from other jurisdictions, but other structures are possible. If these options do not meet the Council’s needs, it may be prudent to start by identifying the policy goals that the Council wants to address so that structure or alternative proposals can be derived from there.

Packet Pg. 324 Attachment: December 2, 2025 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council November 26, 2025
Re: 9.1(e)--Establishment of Finance Advisory Committee Page 4 Environmental Review
This item is not a project as defined under the California Environmental Quality Act, and no further action is required.

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
^City Council Policy 425 - Internal Audit Function
^Finance Advisory Committees_ Tips and Traps - Western City Magazine Packet Pg. 325 Attachment: December 2, 2025 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) October 22, 2018 Features by Melissa Kuehne
Finance Advisory Committees: Tips and
Traps
Melissa Kuehne is communications and development manager for the Institute for Local Government; she can be reached at [email protected].

Packet Pg. 326 Attachment: December 2, 2025 attachment tips and traps (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and In today’s environment of the 24-hour news cycle, social media and “fake news,” cities throughout California are working hard to engage their communities and strengthen trust in local government. Residents increasingly question decisions made at all levels of government — particularly those related to use of taxpayer dollars and financial decisions. To help address such concerns, many cities are turning to finance advisory committees.

These committees, composed of community members, aim to increase city government transparency and build accountability. Including the community in the decisionmaking process beyond participating in elections and city council meetings helps people better understand the types of decisions made at the local level, the trade-offs to consider and how city councils arrive at final decisions.
“Involving residents in meaningful, inclusive and responsive ways benefits the city and the community alike,” says Tony Dahlerbruch, city manager of Palos Verdes Estates. “Advisory committees can serve as a conduit between the city and community, which leads to increased transparency and trust.”
Avoiding Unintended Consequences: Issues to Consider
Finance advisory committees can yield many benefits, but they can also generate unintended consequences if not carefully designed and managed. Without clear direction and strict oversight, a city runs the risk of the finance advisory committee duplicating staff work and challenging the governance and authority of the city council. Such committees are most effective when they are a conduit for residents serving in an advisory capacity to the city council to share opinions and offer recommendations — and least effective when they duplicate the efforts of the city’s finance director and Finance Department.

Committees that duplicate efforts can also create competing priorities for staff. When the committee’s purpose and tasks are not clearly articulated, cities run the risk of committee members attempting to direct staff and drive projects. This potentially puts staff in an awkward situation where the committee issues directions that conflict with council-adopted goals and priorities and/or the directions of executive staff.

Packet Pg. 327 Attachment: December 2, 2025 attachment tips and traps (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and The amount of staff time needed to manage the committee is another consideration. It’s likely that staff will need to respond to questions and requests from committee members and provide support for additional public hearings and meetings. Depending on the number of meetings and the committee’s needs, this can significantly strain already stretched city staff.

Another problem can arise if the committee is given the authority to develop or recommend a budget because the committee may reach a conclusion that differs — perhaps radically — from the direction that the council deems to be the best option. This creates conflict between the council and the committee and, by extension, the residents of the community. In such a situation, if the council opts not to follow the committee’s direction, it can undermine the chances of achieving the primary goal of increasing trust between the city and community.

Best Practices
To avoid these potential pitfalls, cities can take the
following steps.

Articulate a clear mandate from the city council about
the committee’s mission and role in the
decisionmaking process. This can avoid “mission creep”
and support the efforts of staff and the council to keep the committee — as a whole and its individual members —
focused and on task.

Set clear roles and responsibilities. Providing clarity to committee members on their charge and the decisionmaking process is critically important.

Committees are not in place to direct staff, duplicate staff efforts or make final policy or operational decisions. Their purpose is to serve in an advisory capacity to the city council, which in turn makes final policy decisions. If a committee crosses the line into the operations, activities and recommendations that are the responsibility of the council or staff, the council risks unintentionally abdicating its role, losing control and creating unnecessary controversy.

Packet Pg. 328 Attachment: December 2, 2025 attachment tips and traps (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Adopt a standing committee resolution or code of conduct for the committee.

This helps formalize the committee’s role and responsibilities and provides a mechanism for staff and the city council to keep the committee on track.

Provide training and/or orientation for new committee members. Standing committees are subject to the Ralph M. Brown Act. Thus, it may be wise to provide training to committee members on the laws governing open meetings, AB 1234 ethics education and/or conflicts of interest. City officials may also want to consider conducting an orientation for new committee members that covers:

The role and responsibilities of the committee;
Applicable city ordinances and ethics laws;
Adopted codes of conduct; and
Staff or council contacts.

It may also be helpful to consider any unique qualifications and subject-matter knowledge or expertise that may be needed on the committee and to seek those skills in the recruitment process. When recruiting members for a finance advisory committee, the city may require applicants to have finance, investment or banking experience; however, such private-sector experience differs significantly from public-sector finance, and committee members will still require training and oversight.
“The City of Los Altos Hills provides training and orientation for all new committee members and has adopted a code of conduct for all appointed commissioners and committee members,” says Carl Cahill, city manager for Los Altos Hills. “This allows us to manage expectations and work more collaboratively with our advisory committees.” Appoint a city council and/or staff liaison. This individual can report back to the city council and/or executive staff, answer questions for the committee and help keep the committee focused on its mission.

Packet Pg. 329 Attachment: December 2, 2025 attachment tips and traps (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Clearly delineate the level of committee staff support to be provided. Make certain that adequate staff support will be provided for the advisory committee and be specific about the limits of such support.

Have a sunset provision or regularly review the committee’s purpose and mission. If the committee has a narrow scope of duties, it may be appropriate to limit how long the committee exists. Periodically reviewing the purpose or mission of a standing committee is also advisable. Has its charge been accomplished? Is its purpose still relevant or does it need to be re-examined?
Taking the Long View
“In general, it’s good to have more community participation in local government through advisory committees and other means,” says Rod Gould, retired city manager of Santa Monica. “However, problems arise when the committees aren’t provided the necessary training, clarity of direction, support and oversight to complete their mission or goals.” Packet Pg. 330 Attachment: December 2, 2025 attachment tips and traps (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and When carefully executed and properly functioning, finance advisory committees can build trust in local government, help a city understand the community’s values and priorities and foster leadership development.

Cities also employ other means of engaging residents on fiscal matters. The Institute for Local Government offers a number of resources to help local governments successfully involve their communities in budgeting and finance issues and plan productive public meetings. See “Tools to Engage Your Community in the Budgeting Process” on page 9 for tips and approaches to that engagement.

Photo Credit: Erhui1979.

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CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following:
(1) Adopt Resolution establishing the City of Redding Audit Committee to provide structured oversight of internal and external audit activities; and (2) Adopt Resolution establishing a City of Redding Financial Advisory Committee to provide community-informed advisory input on budget development, financial priorities, and long-term sustainability.

Fiscal Impact
There is no direct fiscal impact associated with adoption of the attached resolutions. Committee members serve without compensation and meetings will be supported by existing staff resources within the City Manager’s Office and Finance Department.

Alternative Action
Council could provide alternative direction relative to the resolutions and approval of the two committees.

Background/Analysis
On December 2, 2025, the City Council considered Item 9.1(e), which focused on strengthening the City’s financial governance framework, improving transparency, and enhancing long-term fiscal planning and accountability. During that discussion, Council expressed interest in more formalized structures to support:
• Proactive financial oversight;
• Independent review of audit activities and findings; and • Increased community engagement and perspective in budget and financial policy discussions.

MEETING DATE: January 20, 2026
ITEM NO. 9.1(c)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(c)--Consider Resolutions for establishment of an Audit Committee and Financial Oversight Committee for the City of Redding.

Kari Kibler, Personnel
Director
Packet Pg. 332 Attachment: January 20, 2026 Staff Report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council January 16, 2026
Re: 9.1(c)--Adopt Resolutions Re: Audit Committee & Financial Oversight Committee Page 2 Item 9.1(e) highlighted the increasing complexity of municipal finance, the importance of aligning financial decisions with long-term sustainability, and the value of structured advisory bodies to assist the City Council in meeting its fiduciary responsibilities. Council direction at that time emphasized the need for clearly defined roles, strong governance practices, and advisory committees that complement, rather than duplicate, existing staff and Council responsibilities.

In response, staff has prepared two companion resolutions for Council consideration: one establishing an Audit Committee and one establishing a Financial Advisory Committee.

Together, these committees are intended to strengthen the City’s overall financial governance framework.

Audit Committee Resolution
The City has maintained an Audit Committee since 2015 as a Brown Act committee; prior to 2015, the committee did not operate under Brown Act requirements. Currently, the Audit Committee meets at least annually to review and discuss the results of the City’s annual external audit. In addition, Council Policy 425 delegates responsibility for internal audits to the City’s Finance Department and requires that the results of those audits be presented to the Audit Committee.

Packet Pg. 333 Attachment: January 20, 2026 Staff Report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council January 16, 2026
Re: 9.1(c)--Adopt Resolutions Re: Audit Committee & Financial Oversight Committee Page 3 The Audit Committee resolution reflects the existing audit committee requirements and discussion council had under item 9.1(e) on December 2, 2025, by formalizing audit oversight regarding internal and external audit processes.

Financial Advisory Committee
The proposed Financial Advisory Committee (FAC) resolution establishes a broader, community-facing advisory body focused on fiscal policy, budget priorities, and economic trends. Key elements include:
• Advisory Role to Council: The FAC provides non-binding recommendations and perspectives to the City Council on budget development, financial priorities, and long-term sustainability, without decision-making authority or staff direction. • Balanced Composition: The Committee includes two Council Members appointed through the Mayor’s committee assignment process and five community members appointed by Council vote. This structure balances elected-official oversight with diverse community and industry perspectives.
• Industry-Based Expertise and Community Insight: Community member criteria emphasize representation from major employers, local industries, and professions that understand spending patterns, economic conditions, and the social and emotional pulse of the community. Restrictions on conflicts of interest and Council relationships preserve independence and credibility.
• Term Alignment and Continuity: Four-year staggered terms aligned with Council Member terms ensure continuity while maintaining accountability and periodic renewal of membership.
• Flexible, Budget-Aligned Meeting Cadence: The FAC is designed to meet strategically, often a limited number of times, to review materials staff intends to present to the Council, evaluate priorities, and provide feedback during budget development. Meeting frequency may increase during biennial budget cycles, with the FAC authorized to recommend cadence adjustments annually. • Sunset and Evaluation: A two-year sunset review requires the Council to evaluate the FAC’s effectiveness using data and outcomes, ensuring the FAC remains purposeful and aligned with Council priorities.

The FAC directly supports the objectives discussed in Item 9.1(e) by adding structured, community-informed financial insight while maintaining clear boundaries between advisory input, staff analysis, and Council decision-making.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

Packet Pg. 334 Attachment: January 20, 2026 Staff Report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council January 16, 2026
Re: 9.1(c)--Adopt Resolutions Re: Audit Committee & Financial Oversight Committee Page 4 Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Communication and Transparency – “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Attachments
^Draft Resolution - Audit Committee Information
^Draft Resolution - Financial Oversight Committee Information Packet Pg. 335 Attachment: January 20, 2026 Staff Report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following:
(1) Adopt Resolution establishing the City of Redding Audit Committee to provide structured oversight of internal and external audit activities; and (2) Adopt Resolution establishing the City of Redding Financial Advisory Committee to provide community-informed advisory input on budget development, financial priorities, and longterm sustainability.

Alternative Action
Council could provide alternative direction regarding one or both of the associated resolutions.

Background/Analysis
On December 2, 2025, during item 9.1(e) Council directed staff to prepare resolutions formalizing the Audit Committee and ensuring all activities are clearly defined and a new Financial Advisory Committee established. The goal of the committees was to strengthen the City’s financial governance framework, improving transparency, and enhancing long-term fiscal planning and accountability.

On January 20, 2026, during item 9.1(c) Council discussed draft resolutions and provided clarifying language and feedback to staff regarding the committees, structure, composition, how Council and community members are appointed. The attached resolutions reflect the discussion MEETING DATE: February 3, 2026
ITEM NO. 4.1(a)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 4.1(a)--Adopt Resolutions for Audit Committee and Financial Advisory Committee
Kari Kibler, Interim City
Manager/Personnel Director
Packet Pg. 336 Attachment: February 3, 2026 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council January 29, 2026
Re: 4.1(a)--Adopt Resolutions for Audit Committee and Financial Advisory Committee Page 2 and changes. Below is an overview of each committee from the prior staff report.

Audit Committee Resolution
The City has maintained an Audit Committee since 2015 as a Brown Act committee; prior to 2015, the committee did not operate under Brown Act requirements. Currently, the Audit Committee meets annually, at a minimum, to review and discuss the results of the City’s annual external audit. In addition, Council Policy 425 delegates responsibility for internal audits to the City’s Finance Department and requires that the results of those audits be presented to the Audit Committee.

The proposed Audit Committee resolution formalizes a focused, Council led advisory body dedicated to audit and accountability functions. It provides a mechanism to initiate and review internal audits with a dedicated reporting mechanism. Key elements include:
• Clear Authority and Role: The Audit Committee serves in an advisory capacity to the City Council, providing structured oversight of internal audit activities, external audit services, and audit findings, without directing staff or assuming operational authority. • Council Leadership with Limited Membership: The Committee is composed of the Mayor and Vice Mayor as voting members, ensuring direct Council involvement and accountability. The resolution also allows for the optional inclusion of up to two nonvoting community members to provide additional expertise and continuity. • Continuity and Expertise: Staggered appointments and defined qualification criteria for community members are designed to preserve institutional knowledge and bring relevant audit, financial, or governance experience to the Committee’s work. • Regular, Transparent Meetings: Publicly noticed and open to public comment, provide a predictable forum for reviewing internal audit priorities and findings, external audit findings and performance, external audit contract considerations, and opportunities for process improvement.
• Alignment with Best Practices: The Audit Committee structure reflects best practices in municipal governance by separating audit oversight from operational management while enhancing transparency and accountability
Financial Advisory Committee
The proposed Financial Advisory Committee (FAC) resolution establishes a broader, community-facing advisory body focused on fiscal policy, budget priorities, and economic trends. Key elements include:
• Advisory Role to Council: The FAC provides non-binding recommendations and perspectives to the City Council on budget development, financial priorities, and longterm sustainability, without decision-making authority or staff direction. • Balanced Composition: The Committee includes two Council Members appointed through the Mayor’s committee assignment process and five community members appointed by Council vote. This structure balances elected-official oversight with diverse community and industry perspectives.
• Industry-Based Expertise and Community Insight: Community member criteria emphasizes representation from major employers, local industries, and professions that understand spending patterns, economic conditions, and the social and emotional pulse of the community. Restrictions on conflicts of interest and Council relationships preserve independence and credibility.

Packet Pg. 337 Attachment: February 3, 2026 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) Report to Redding City Council January 29, 2026
Re: 4.1(a)--Adopt Resolutions for Audit Committee and Financial Advisory Committee Page 3 • Term Alignment and Continuity: Four-year staggered terms aligned with Council Member terms ensure continuity while maintaining accountability and periodic renewal of membership.
• Flexible, Budget-Aligned Meeting Cadence: The FAC is designed to meet strategically, often a limited number of times, to review materials staff intends to present to the Council, evaluate priorities, and provide feedback during budget development. Meeting frequency may increase during biennial budget cycles, with the FAC authorized to recommend cadence adjustments annually.
• Sunset and Evaluation: A two-year sunset review requires the Council to evaluate the FAC’s effectiveness using data and outcomes, ensuring the FAC remains purposeful and aligned with Council priorities.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Communication and Transparency – “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Attachments
^Resolution Audit Committee
^Resolution Financial Advisory Committee
Packet Pg. 338 Attachment: February 3, 2026 staff report (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Direction) a
iin11grem's N lor-joel xly { i 1.111 "my-IJUT 112 110 No] WHEREAS, The City Council desires to enhance fiscal transparency, community engagement, and long-term financial sustainability; and
WHEREAS, a Financial Advisory Committee provides informed, community- based perspectives on economic trends, budget priorities, and financial policy considerations; NOW, THEREFORE, BE IT RESOLVED by the City Council that a Financial Advisory Committee is hereby established with the following authority, purpose, composition, and operating provisions:

1. Authority
The Financial Advisory Committee (FAC) is established by and derives its authority from the City Council. The FAC serves solely in an advisory capacity and shall provide recommendations and observations to the City Council. The FAC shall have no independent decision- making authority and shall not direct City staff. The City Manager and Finance Director shall support the Committee by providing relevant financial information, analysis, and staff presentations.

2. Purpose
The purpose of the Financial Advisory Committee is to ( 1) provide advisory input to the City Council on budget development, financial priorities, and long-term fiscal sustainability, (2) review major financial assumptions, economic conditions, and community trends that may impact City revenues and expenditures, ( 3) offer community - informed perspectives on spending priorities in relation to adopted Council goals and community needs, ( 4) review staff -prepared materials intended for City Council consideration and provide non- binding feedback, and ( 5) strengthen transparency and public trust in the City' s financial decision- making process.

3. Composition and Membership
The Financial Advisory Committee shall consist of seven ( 7) members, and all decisions shall be made by a vote of a majority of the filled positions. Two (2) members of the Committee shall be members of the Redding City Council, who shall be nominated by the Mayor and appointed by vote ofthe Council. To provide for continuity, the Council Members on the Committee shall serve staggered two (2) year terms. The remaining five ( 5) members shall be appointed members of the public appointed by the Council. Following an open public application process, each Council Member shall suggest one person to the committee, and all appointments shall be made by vote of the full Council.

Packet Pg. 339 Attachment: Reso. 2026-010 - Establishing a Financial Advisory Committee (9.1(d)--Accept Report Regarding Formation of Financial Advisory To the extent practicable, members of the committee shall reflect a broad cross- section of the local economy and community perspective. In selecting members of the committee, the Council shall endeavor to prioritize candidates in roles providing insight into purchasing behavior, spending trends, and the social and economic pulse of the community, such as major employers or key local industries, such as healthcare, retail, hospitality, construction, insurance, or financial services.

Candidates should also be considered for their financial background and expertise, such as CPAs, CFOs, CEOs, or senior financial professionals.

Community members appointed to the committee must comply with applicable ethics laws, conflict- of-interest requirements, and disclosure obligations and shall not have any financial or business relationship with the City that would impair independence. All members must be able to evaluate financial matters objectively and in the public interest, Community members on the Committee shall serve four (4) year terms, staggered to align with Council Member terms for continuity and institutional knowledge. Terms of each appointed member will end one year after the end of the term of each Council Member. Nothing shall prohibit a community from being reappointed following expiration of their terms, if approved by Council.

Should either of the two ( 2) Council Members appointed to the Committee vacate the office of City Council Member, they shall immediately and automatically vacate their seat on the Committee. Community Members on the Committee shall serve at the pleasure of the Council and may be removed by a vote thereof.

4. Staffing
The City Manager and Director of Finance, or their designees, shall attend Committee meetings and ensure staff availability to support Committee work to provide information regarding audit results and financial information. The Committee, however, shall not have authority to direct staff, and any Committee requests that may require the use of City resources shall be referred to the City Council.

5. Meeting Schedule
The Financial Advisory Committee shall adopt a regular meeting schedule sufficient to meet the purposes and functions for which it is formed. Meetings may include review of materials and presentations staff intends to bring forward to the City Council. The Committee shall review budget priorities, community conditions, and adopted Council goals to inform advisory recommendations regarding the budget. Meeting schedule should account for increased frequency during biennial budget development years, including additional meetings aligned with the budget preparation process. All meetings shall be publicly noticed, open to the public, and include an opportunity for public comment in accordance with applicable open meeting laws, Packet Pg. 340 Attachment: Reso. 2026-010 - Establishing a Financial Advisory Committee (9.1(d)--Accept Report Regarding Formation of Financial Advisory

6. Sunset Clause
The need for, structure, and functions of the Financial Advisory Committee shall be reviewed by the City Council after two ( 2) years of operation. The review shall consider data, outcomes, and overall effectiveness in meeting the Committee' s purpose. Following review, the City Council may continue, modify, or dissolve the Committee by Council action.

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 3rd day of February, 2026, by the following vote:

AYES: COUNCIL MEMBERS: - AUDETTE, DIIANUKA, MUNNS, RESNER, LITTAU NOES- COUNCIL MEMBERS. - NONE
ABSENT- COUNCIL MEMBERS. - NONE
ABSTAIN: COUNCIL MEMBERS: - NONE
Cd t -
MIKE LITTAU, Mayor
ATTEST: FO APPROVED:

ARLENE TIPTON, City Clerk
Packet Pg. 341 Attachment: Reso. 2026-010 - Establishing a Financial Advisory Committee (9.1(d)--Accept Report Regarding Formation of Financial Advisory

CITY OF REDDING

REPORT TO CITY OF REDDING FINANCIAL ADVISORY

COMMITTEE
Recommendation
Informational item only. Receive an overview of the Financial Advisory Committee’s purpose, authority, responsibilities, and operating framework.

Background
The City Council established the Financial Advisory Committee (Committee) to provide an independent citizen advisory body to review various financial issues, assumptions, and policies affecting the City and to promote transparency, accountability, and long-term fiscal sustainability.

The Committee serves in an advisory capacity to the City Council by reviewing financial information, discussing major fiscal issues, and providing recommendations regarding financial policies, planning and assumptions, and other Council-directed financial matters. The Committee does not possess administrative or legislative authority and does not direct City operations or staff.

As this is the Committee’s initial meeting, staff has prepared an orientation to provide members with an understanding of the Committee’s purpose, legal framework, authority, and anticipated areas of responsibility.

Brown Act Overview
As a legislative body under California law, the Financial Advisory Committee is subject to the requirements of the Ralph M. Brown Act.

MEETING DATE: August 13, 2026
ITEM NO. 4.1(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.1(a)--Overview of the Financial Advisory Committee's purpose, authority, responsibilities, and operating framework.

Greg Robinett, Director of
Finance/City Treasurer
Packet Pg. 342 Attachment: August 13, 2026 4.1a Overview of FAC (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Report to City of Redding Financial Advisory Committee August Re: 4.1(a)--Overview of the Financial Advisory Committee Framework Page 2 The key elements of the Brown Act requirements include:
• Open and public meetings
• Public notice and agenda requirements
• Public participation and opportunities for comment
• Limitations on communications outside noticed meetings • Prohibitions against serial meetings
• Public records and document availability
• Committee members have responsibilities to maintain compliance Committee members are encouraged to consult with the City Attorney regarding questions related to Brown Act requirements.

Purpose of the Financial Advisory Committee
The Committee was established to enhance public understanding of the City’s financial condition and provide informed citizen input regarding long-term financial planning and fiscal policies.

The Committee was created to:
• Increase transparency in the City’s financial decision-making process • Provide an opportunity for residents with financial, accounting, budgeting, business, and related experience to review and discuss significant fiscal issues • Assist the City Council by providing independent advisory recommendations regarding financial matters
• Encourage public confidence in the City’s financial stewardship through open discussion and citizen participation
• Promote long-term financial sustainability through informed review of fiscal policies and practices
The City Council anticipates that the Committee will serve as a resource for evaluating financial information, identifying potential risks and opportunities, and providing recommendations intended to strengthen the City’s financial position over time.

While the Committee’s recommendations are advisory in nature, they provide valuable public input for Council consideration during budget development, financial policy discussions, and other significant fiscal decisions.

Desired outcomes of the Committee include:
• Improved public understanding of City finances
• Increased transparency regarding fiscal challenges and opportunities • Well-informed recommendations to the City Council
• Enhanced long-term financial planning
• Continued emphasis on responsible financial management and fiscal sustainability Committee Authority
The Committee serves solely in an advisory capacity.

Packet Pg. 343 Attachment: August 13, 2026 4.1a Overview of FAC (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Report to City of Redding Financial Advisory Committee August Re: 4.1(a)--Overview of the Financial Advisory Committee Framework Page 3 The Committee’s authority includes:
• Reviewing financial information presented by staff
• Discussing financial issues referred by the City Council • Evaluating financial policies and long-term fiscal strategies • Making recommendations to the City Council regarding financial matters including but not limited to budgetary assumptions, financial policies, and long-term trends The Committee does not have authority to:
• Direct City staff
• Establish City policy
• Approve expenditures
• Adopt budgets
• Negotiate labor agreements
• Commit City resources
• Make binding decisions on behalf of the City
Recommendations adopted by the Committee are transmitted to the City Council for consideration. Final policy decisions remain solely within the authority of the City Council.

City staff will provide professional analysis, financial information, and administrative support necessary for the Committee to perform its advisory responsibilities.

Scope of the Committee
Subject to City Council direction, areas of review may include, but is not limited to:
• General Fund financial condition review
• Annual and long-range budget development
• Multi-year financial forecasting
• Financial reserve policies
• Capital Improvement Program financing
• Debt management and associated practices
• Pension obligations and other long-term liabilities
• Financial management policies
• Revenue trends and economic outlook
• Utility financial issues and rate planning reviews
• Financial risks and opportunities
• Other financial matters referred by the City Council
The Committee’s annual scope of work may evolve based on Council priorities, emerging fiscal issues, and work related to reviewing the annual budget.

Attachments
Brown Act 2026 - Burke, Williams & Sorensen, LLP
Reso. 2026-010 - Establishing a Financial Advisory Committee January 20. 2026 - 9.1(c) - Consider Resolutions for establishment of an Audit Committee and Financial Advisory Committee
Packet Pg. 344 Attachment: August 13, 2026 4.1a Overview of FAC (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide

CITY OF REDDING

REPORT TO CITY OF REDDING FINANCIAL ADVISORY

COMMITTEE
Recommendation
Discuss and provide direction regarding the Financial Advisory Committee's operating procedures, meeting schedule, and proposed first-year work plan. Review anticipated financial topics for future meetings and provide feedback regarding additional subjects the Committee would like to consider.

Background
The Financial Advisory Committee was established to provide citizen input and advisory recommendations to the City Council on significant financial matters affecting the City of Redding. Establishing a predictable meeting schedule and annual work plan will provide Committee members with an organized framework for reviewing the City's financial condition and major fiscal initiatives.

Staff has prepared a proposed meeting cadence and preliminary first-year calendar to align Committee discussions with the City's annual budget cycle, financial reporting schedule, and anticipated policy direction. The proposed work plan is intended to remain flexible so the Committee may respond to emerging financial issues or additional topics referred by the City Council.

Committee Operations and Meeting Cadence
To support effective and productive meetings, staff recommends establishing general operating expectations regarding meeting frequency, duration, and agenda development.

MEETING DATE: August 13, 2026
ITEM NO. 4.2(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.2(a)--Discuss and provide direction regarding the Financial Advisory Committee's meeting schedule, potential topics, and procedures Greg Robinett, Director of
Finance/City Treasurer
Packet Pg. 345 Attachment: August 13, 2026 4.2(a)-- FAC schedule (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Report to City of Redding Financial Advisory Committee August Re: 4.2(a)--Financial Advisory Committee schedule Page 2 Staff recommends quarterly regular meetings, with additional meetings scheduled during the budget development process or when significant financial matters, including municipal utility financial information, warrant Committee review. The regular meeting calendar, along with days, times, duration, and format will be initially set during this discussion.

Committee members may propose future agenda topics. Topics requiring significant staff analysis or resources will be scheduled by the Chair in consultation with staff, consistent with the Committee’s Council-established purpose and annual work plan.

A consistent meeting schedule allows staff to coordinate presentations with the City's financial reporting calendar and provides Committee members adequate time to review meeting materials in advance.

A typical meeting agenda may include:
• Item 1: Call to Order
• Item 2: Public Comment
• Item 3: Approval of Minutes
• Item 4: Regular Informational Items and Reports & Communications • Item 5: Committee Comments & Future Agenda Items
• Item 6: Adjournment
First Year Calendar
Staff has prepared a preliminary annual work plan identifying anticipated discussion topics throughout the Committee's first year. This plan should remain flexible and may be modified throughout the year based upon Council direction, Committee recommendations, and a variety of other emerging issues.
• August 2026 – Kickoff meeting
• September 2026 – Target meeting regarding Redding Electric Utility Financial Outlook • November 2026 – Regular Meeting
• January 2027 – Tentative Budget Development Meeting
• February 2027 - Regular Meeting
• March 2027 – Tentative Budget Development Meeting
• April 2027 – Tentative Budget Development Meeting
• May 2027 – Regular Meeting
• August 2027 – Regular Meeting
• November 2027 – Regular Meeting
Upcoming Meeting Topics
Municipal Utility Financial Outlook
Staff anticipates future presentations regarding the City's municipal utilities.

Packet Pg. 346 Attachment: August 13, 2026 4.2(a)-- FAC schedule (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Report to City of Redding Financial Advisory Committee August Re: 4.2(a)--Financial Advisory Committee schedule Page 3 Potential discussion topics include:
• Current utility financial condition, reserve levels, financial plans, and rate projections • Electric rate study and upcoming rate hearings
• Major operating cost drivers
• Long-term financial outlook
• Capital infrastructure investment
• Debt financing considerations
• Utility reserve policy, risk-based reserve target, and long-term financial sustainability These discussions will provide Committee members with an understanding of the financial challenges and opportunities facing the City's municipal utilities, while recognizing the unique enterprise fund structures, operating risks, capital requirements, and rate considerations applicable to each utility.

Long-Term Financial Planning
Long-term financial planning is expected to be a recurring topic throughout the Committee's work program.

Potential discussions include:
• Financial reserve adequacy
• Long-range financial forecasting
• Pension obligations and retirement costs
• Other post-employment benefit (OPEB) obligations
• Capital Improvement Program financing
• Debt management
• Economic trends affecting City revenues
• Fiscal sustainability strategies
These discussions are intended to assist the Committee in evaluating the City's long-term financial resilience and identifying opportunities to strengthen fiscal sustainability.

Financial Policies
The Committee will periodically review the City's financial management policies and consider recommendations for updates as appropriate.

Potential policy discussions include:
• Budget and Financial Management Policies
• General Fund Reserve Policy
• Debt Management Policy
• User Fee Cost Recovery Methodology
• Financial forecasting assumptions
• Capital financing practices
These policies provide the framework for sound financial management and support consistency in the City's fiscal decision-making process.

Packet Pg. 347 Attachment: August 13, 2026 4.2(a)-- FAC schedule (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide Report to City of Redding Financial Advisory Committee August Re: 4.2(a)--Financial Advisory Committee schedule Page 4 Next Steps
Following Committee discussion, staff will incorporate feedback into the proposed annual work plan and meeting calendar. The work plan will remain a living document and may be updated throughout the year to reflect City Council priorities, emerging financial issues, and Committee recommendations.

Future meetings will be organized to align with the City's financial reporting schedule and major policy decisions to ensure Committee recommendations can be considered prior to City Council action.

Packet Pg. 348 Attachment: August 13, 2026 4.2(a)-- FAC schedule (9.1(d)--Accept Report Regarding Formation of Financial Advisory Committee and Provide

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following:
(1) Approve updated project estimate of $20,481,000 for the design, construction, and construction management of the Redding Organics Diversion to Energy Operation project; and
(2) Adopt Resolution approving and adopting the 53rd Amendment to City Budget Resolution no. 2025-049 appropriating $7,881,000 for the project.

Fiscal Impact
The total updated estimate for the Redding Organics Diversion to Energy Operation (RODEO) project is $20,481,000. Funding consists of a $10,000,000 CalRecycle Co-Digestion Grant. The remaining $10,481,000, which includes the attached budget resolution for $7,881,000 will be provided by the City of Redding’s (City) Wastewater Utility Funds. This represents a significant increase in Wastewater Utility funding over the initial project authorization reflecting changes in scope and refined engineering data. Although the City’s funding share has increased to approximately 50 percent for the project, leveraging $10 million of CalRecycle grant funds and completing the project has a perceptively positive benefit on Wastewater and Solid Waste rate payers. The additional $7.8 million will be utilized from the utility’s capital program funding.

Funds will be reallocated from the pipe replacement program to the treatment plants structures and improvements funds.

Because the action shifts funding between capital categories rather than increasing the utility’s total capital appropriation, projected expenditures in the Wastewater Utility’s ten-year financial plan are unchanged, and the utility’s projected year-end cash balances remain above the established reserves.

MEETING DATE: September 15, 2026
ITEM NO. 9.11(d)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.11(d)--Consider updated project cost for the City of Redding Organics Diversion to Energy Operations project.

Michael Webb, Interim City
Manager/Public Works
Director
Packet Pg. 349
Report to Redding City Council September 9, 2026
Re: 9.11(d)--Authorize updated project cost for Redding Organics Diversion to Energy Operations project Page 2
Alternative Action
The City Council may decline to authorize the updated estimate. This would likely result in project cancellation and the return of the $10 million grant. To date, about $2.1 million in grant funding has been expended. Return of grant funds would require the Wastewater Utility to absorb these costs. Additionally, the Solid Waste Utility would then be forced to continue utilizing more expensive external commercial facilities to dispose of organic waste in compliance with Senate Bill 1383 mandates.

Background/Analysis
In early 2024, the City Council authorized the RODEO project to leverage existing infrastructure at the Clear Creek Wastewater Treatment Plant (CCWTP) to divert food waste from landfills.

While the project originally focused on gas injection into a PG&E natural gas pipeline, the Council authorized a change of scope in December 2024 to install on-site Combined Heat and Power (CHP) generators (interconnecting to the Redding Electric Utility (REU) distribution system) due to unfavorable interconnection terms with PG&E. This change in scope substantially changed the infrastructure requirements at the treatment plant, primarily upgrades to existing digester mixing systems, biogas storage, pressure relief systems, and instrumentation. In addition, key components such as CHP Switchboard and REU Primary interconnection equipment further increased the project complexity and estimated project costs.

On November 4, 2025, Council authorized the award of RFP 5596 for selection of digester biogas conditioning and combined heat and power generation systems to Kraft Energy Systems for the total purchase cost of $3,970,084.00.

As the project scope changed and has progressed through the design process, refined engineering estimates have identified a total budget requirement of $20,481,000. This update accounts for several critical factors:
• Cogeneration and Intertie Complexity: The transition to on-site renewable energy generation requires extensive electrical engineering and coordination with REU to develop a renewable energy intertie;
• Infrastructure Rehabilitation: To ensure long-term operational success, the project scope includes additional and necessary upgrades to the existing facility, such as replacing the digester mixing systems and replacing the existing floating digester cover with a new double membrane gas holding cover; and
• Economic Realities and Contingencies: The estimate includes updated costs for specialized long-lead time materials and labor, as well as robust design and construction contingencies (10 percent) to mitigate risks during the final implementation phases.

The RODEO project remains a key capital improvement for the City to meet state organics diversion mandates while producing renewable energy and reducing greenhouse gas emissions.

Environmental Review
Updating a project’s cost estimate is not a project as defined under the California Environmental Quality Act, and no further action is required. Environmental review will be completed as the project progresses.

Packet Pg. 350
Report to Redding City Council September 9, 2026
Re: 9.11(d)--Authorize updated project cost for Redding Organics Diversion to Energy Operations project Page 3
Council Priority/City Manager Goals
• This agenda item is a routine operational item.

Attachments
Budget Resolution
Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP Packet Pg. 351
RESOLUTION NO. 2026 - ____

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 53rd AMENDMENT TO CITY BUDGET RESOLUTION NO. 2025-053 INCREASING APPROPRIATIONS BY $7,881,000 FOR CONSTRUCTION OF THE

REDDING ORGANICS DIVERSION TO ENERGY OPERATION (RODEO)
PROJECT FOR FY 2026/27

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2025-049 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
231 6392 Wastewater Treatment Capital
Outlay
$7,881,000
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Increase (Decrease) Beginning Balance
231-0000-2910000 Fund Balance $ 7,881,000
Increase Expenditures
231-6392-7800042 Structures & Improvements $7,881,000
Total $7,881,000 $ 7,881,000
THAT the purpose is to increase appropriations by $7,881,000 for construction of the Redding Organics Diversion to Energy Operation (RODEO) Project for Fiscal Year 2026-27.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

MIKE LITTAU, Mayor
ATTEST: FORM APPROVAL:

SHARLENE TIPTON, City Clerk MARY A. WAGNER, Interim City Attorney
Packet Pg. 352 Attachment: Budget Resolution (9.11(d)--Authorize updated project cost for Redding Organics Diversion to Energy Operations project)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following actions relative to Request for Proposals No. 5596 for selection of a digester biogas conditioning and combined heat and power generator system for the City of Redding’s Clear Creek Wastewater Treatment Plant:
(1) Award to Kraft Energy Systems, a division of Kraft Power Corporation (Kraft); (2) Authorize the City Manager, or designee, to execute the Goods Purchase and Service Agreement with Kraft, in an amount not to exceed $3,970,084; and (3) Authorize the City Manager, or designee, to approve change orders to the agreement up to $100,000.

Fiscal Impact
Funding for this Goods Purchase and Service Agreement (Agreement) in the amount of approximately $4 million will come from previously budgeted CalRecycle grant funding. In February 2024, City Council (Council) accepted the CalRecycle grant funding in the amount of $10 million for the design and construction of the Redding Organics Diversion to Energy Operation (RODEO) project. Public Works anticipates the entire RODEO project to cost approximately $12.6 million. The required funding in excess of the CalRecycle grant ($2.6 million) has been budgeted within the Wastewater Utility Capital budget for the 2025-26 Fiscal Year.

Alternative Action
The Council may choose not to award Request for Proposals No. 5596 or authorize the Goods Purchase and Services Agreement to be executed at this time. By doing this, the RODEO project will not be constructed and the grant funding may be returned to CalRecycle. In addition, the Solid Waste Utility will need to continue to find alternatives for disposing of food waste and other organics, as required by California Senate Bill 1383 and other legislative requirements, mandating the diversion of organics from landfills.

MEETING DATE: November 4, 2025
ITEM NO. 4.11(a)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(a)--Award Request for Proposal No. 5596 and Authorize Execution of Goods Purchase and Service Agreement with Kraft Energy Systems Michael Webb, Public Works
Director

APPROVED
Packet Pg. 353 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Report to Redding City Council October 30, 2025
Re: 4.11(a)--Award RFP 5596 and Authorize Execution of Agreement Page 2 Background/Analysis
In February 2024, Council authorized the acceptance of a $10 million CalRecycle grant for the design and construction of a project - a food waste receiving and biogas production facility at the City of Redding’s (City) Clear Creek Wastewater Treatment Plant (CCWTP). In December 2024, the Council authorized a change of scope for the project to construct biogas-fueled generators in lieu of methane pipeline injection. To proceed with the project, the City then solicited proposals from qualified equipment manufacturers and suppliers.

The City received four proposals to the solicitation. The proposals were reviewed by the selection panel which was made up of Public Works and CCWTP staff, as well as our consultant Water Works Engineers (WWE). The proposals were evaluated on the following factors:
manufacturer’s experience and references, proposed system operational complexity, required ancillary systems and supporting utilities, system layout and configuration, proposed submittal and equipment delivery schedule, exceptions identified in the Request for Proposal and technical specification requirements, maintenance requirements and availability of spare parts and service, and the total system cost. Applying these criteria to each of the proposals, the selection panel determined that Kraft Energy Systems, a subsidiary of Kraft Power Corporation, is the best candidate to provide the equipment for this project.

Once the agreement with Kraft Power Corporation is executed and submittal review starts, staff will coordinate with WWE to complete the overall site layout and design for the system. The City anticipates advertising the project for construction in late Summer 2026 with construction beginning in Fall 2026, and facility start-up in early 2028.

Environmental Review
This activity is not a project as defined by California Environmental Quality ACT (CEQA), and no action is required at this time. As the grant funded project moves forward, the technical environmental studies will be conducted to support a CEQA compliance document.

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
Previous Staff Report - 02-06-24
Previous Staff Report 12-03-24
Goods Purchase and Service Agreement

APPROVED
Packet Pg. 354 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following:
(1) Accept grant funding in the amount of $10,000,000 from CalRecycle for the design and construction of the Redding Organics Diversion to Energy Operation project, a food waste receiving and biogas production facility at the City of Redding (City) Clear Creek Wastewater Treatment Plant;
(2) Adopt Resolution approving and adopting the 26th Amendment to Budget Resolution No. 2023-060 appropriating $10,000,000 in state grant funds and $2,600,000 in City Wastewater Department funds for the project; and
(3) Authorize the Public Works Director to sign the required documents with Pacific Gas and Electric Company for the design and construction of a biogas Pipeline Injection Station.

Fiscal Impact
The Redding Organics Diversion to Energy Operation (RODEO) project's total cost is estimated to be $12,600,000 and will be funded by CalRecycle CoDigestion grant funding and the City of Redding’s (City) Wastewater Utility fund. The CalRecycle grant will provide $10,000,000 towards the project while Wastewater Utility provides $2,600,000 from their reserve cash balance. Though funding for the construction of this facility was not previously budgeted, the Wastewater Utility has adequate reserve funding to cover costs exceeding the amount provided by grant funding.

Alternative Action
The City Council may decline to accept this grant funding. By doing so, this project will not be constructed and CalRecycle may allocate these funds to another agency. The Solid Waste Utility will continue to find alternatives for disposing of food waste and other organics, as required by California Senate Bill 1383 and other legislative requirements, mandating the diversion of organics from landfills.

MEETING DATE: February 6, 2024
ITEM NO. 4.11(h)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(h)--Accept CalRecycle grant funding for the Redding Organics Diversion to Energy Operation Project and adopt a Budget Resolution.

Michael Webb, Public Works
Director

APPROVED APPROVED
Packet Pg. 355 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Report to Redding City Council January 31, 2024
Re: 4.11(h)--Accept CalRecycle Grant Funding for the (RODEO) and adopt Budget Reso Page 2 Background/Analysis
Recent State legislative changes regarding greenhouse gas emissions and the disposal of organic waste (California Senate Bill (SB) 1383, California Assembly Bill (AB) 32, AB 1826, AB 876, AB 341, and AB 1594) mandate that landfills no longer accept organic wastes. SB 1383 codified California's commitments to reduce greenhouse gas emissions and air pollution statewide.

Methane gas emissions from landfills are being targeted to reduce California’s Greenhouse Gas emissions. Currently, staff has secured the capacity for disposal of source-separated organic food waste material at the closest commercial organics processing facility in Oroville, CA. This material is planned to be trucked to the facility by City Solid Waste staff and processed at a current rate of $84/ton increasing to $95/ton in 2025 with an estimated annual cost of $74,000.

This cost doesn’t include staff or trucking costs. This ongoing cost will continue to increase annually as capacity becomes less available. As a result, staff has identified the RODEO project that leverages existing City infrastructure and will eliminate the need for Solid Waste to transport organics out of the area and reduce its processing fees.

The RODEO project would construct a food waste receiving station at the Clear Creek Wastewater Treatment Plant to accept organics into the existing anaerobic digestion process and biogas conditioning system to produce methane gas which will be sold to Pacific Gas and Electric (PG&E) via a Pipeline Injection Station. This Project helps meet the requirements of SB 1383 by diverting food waste from landfills, and will also produce methane gas, which will be captured and used for other beneficial purposes. In addition, it is anticipated that the project will generate renewable energy credits for the City.

A feasibility study was conducted with PG&E to determine if current PG&E infrastructure would be adequate to accept the methane gas produced by the RODEO project. PG&E determined that the project is feasible and it has been cleared by PG&E for further design. A contract with PG&E for preliminary engineering of a methane gas Pipeline Injection Station would need to be executed for an initial amount of $50,000. As the project development process continues, the contract with PG&E will need to be amended to provide additional funding for the construction of the Pipeline Injection Station, estimated at approximately $3,500,000.

On January 18, 2022, the City Council adopted Resolution No. 2022-001 authorizing the submission of applications for all California Department of Resources Recycling and Recovery (CalRecycle) grants for which the City is eligible through January 18, 2027. The Resolution also authorized the City Manager, or designee, to execute in the name of the City all grant documents, applications, agreements, amendments, and requests for payment, necessary to secure grant funds and implement the approved grant project.

In May 2023, the Solid Waste and Wastewater utilities hired a consultant to apply for a competitive grant from CalRecycle’s Organics Grant Program. The RODEO project was submitted for grant funding. These grant funds would cover project design and construction costs. On December 14, 2023, CalRecycle notified the City that the grant request was approved for the maximum award amount of $10,000,000.

Staff recommends the addition of $2,600,000 of wastewater reserve funds to the FY2023-24 capital budget to complete the Project.

APPROVED APPROVED
Packet Pg. 356 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Report to Redding City Council January 31, 2024
Re: 4.11(h)--Accept CalRecycle Grant Funding for the (RODEO) and adopt Budget Reso Page 3 Environmental Review
Funding acceptance is not a project as defined by the California Environmental Quality Act (CEQA), and no further action is required at this time. Acceptance of the grant funding will allow the design and environmental technical studies to proceed for the Food Waste Receiving and Biogas Production Facility Project. CEQA compliance documentation would be presented to Council at, or prior to, award of the project.

Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Attachments
^Resolution
^Location Map_
^ORG7 Award RFA
^Attachment I - ORG7 Project Summaries
^PG&E Agreement and Attachment A1
^Reso 2022-001 - Authorizing Submittal of Application(s) For All CalRecycle Grants CalRecycle December 2023 Monthly Public Meeting Agenda Revised

APPROVED APPROVED
Packet Pg. 357 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding RESOLUTION NO. 2024-___

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 26
th AMENDMENT TO CITY BUDGET RESOLUTION NO. 2023-060
APPROPRIATING $12,600,000 FOR THE REDDING ORGANICS DIVERSION TO

ENERGY OPERATION PROJECT AND THE ASSOCIATED FUNDING SOURCES FOR FISCAL YEAR 2023-24

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2023-060 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
231 6392

Wastewater Treatment Capital
Outlay
$12,600,000
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

OF FUNDS OF FUNDS
Decrease (Increase) Fund Balance
231-6392-2910000-00000 Fund Balance $ 2,600,000
Increase (Decrease) Revenue
231-6392-3631401-00000 State Grant Capital - Wastewater $ 10,000,000 Increase Expenditures
231-6392-7800042-00000
Wastewater - Structures &
Improvements $ 12,600,000
Total $ 12,600,000 $ 12,600,000
THAT the purpose is to appropriate $12,600,000 for the Redding Organics Diversion to Energy Operation project and the associated funding sources for fiscal year 2023-24.

I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 6th day of February, 2024, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

TENESSA AUDETTE, Mayor
ATTEST: FORM APPROVAL:

SHARLENE TIPTON, City Clerk CHRISTIAN M. CURTIS, City Attorney

APPROVED APPROVED
Packet Pg. 358 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

APPROVED APPROVED
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Request for Approval
To: Zoe Heller
Deputy Director, Division of Circular Economy
From: Michelle Martin
Branch Chief, Financial Resources Management Branch
Request Date: December 6, 2023
Decision Subject: Awards for the Organics Grant Program, Cycle 7 (Greenhouse Gas Reduction Fund, Fiscal Years 2021‒22 and 2022‒23, and General Fund, Fiscal Year 2022‒23)
Action By: December 13, 2023
Summary of Request
Staff requests approval of 23 grant awards in the amount of $130,620,128 for the competitive Organics Grant Program (Program) for fiscal years (FYs) 2021‒22 and 2022‒23. This Program was oversubscribed by $58,292,627 as $188,912,755 in funding was requested from 32 eligible applications received. The remaining passing applications, reflected in rank order in Table 3, could be funded if additional funds are allocated to this program in the future.

Funding
The FY 2021–22 proposed Budget, as amended by Senate Bill (SB 170) (Chapter 240, Statutes of 2021), allocated $70,000,000 to CalRecycle from the Greenhouse Gas Reduction Fund, with $3,500,000 reserved to cover administrative costs, as authorized in the Budget and shall be used to provide grants for the purposes of paragraphs (1), (2), or (5) of subdivision (b) of Section 42999 of the Public Resources Code. CalRecycle allocated $4,240,000 for a regional cycle of the Community Composting for Green Spaces Grant Program and $510,000 for a separate grant cycle for community composting projects, available only to Qualifying Tribal Entities. The remaining funding in the amount of $61,750,000 is recommended for award in this RFA.

The FY 2022–23 Budget, as amended by Assembly Bill (AB) 179 (Chapter 249, Statutes of 2022), allocated $15,000,000 to CalRecycle from the General Fund, with $750,000 reserved to cover administrative costs, as authorized in the Budget. CalRecycle has awarded $12,338,802 of the FY 2022–23 money in the cycle of the Organics Grant Program. The remaining $1,911,198 allocation for the purposes of paragraphs (1), (2), or (5) of subdivision (b) of Section 42999 of the Public Resources Code is recommended for award in this RFA.

The FY 2022–23 Budget, as amended by AB 179, allocated $10,000,000 to CalRecycle from the Greenhouse Gas Reduction Fund, with $500,000 reserved to cover administrative costs, as authorized in the Budget. CalRecycle awarded $3,950,527 of the FY 2022–23 money to an unfunded applicant from the Co-Digestion Grant Program, resulting in $5,549,473 being recommended for award for purposes of paragraph (6) of subdivision (b) of Section 42999 of the

APPROVED APPROVED
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Public Resources Code. In addition, AB 179 allocated $180,000,000 to provide grants to local jurisdictions to assist in the implementation of SB 1383 (Lara, Chapter 395, Statutes of 2016).

Of that allocation, $81,000,000 was allocated to the Organics Grant Program to fund the immediate, critical infrastructure needed to process organic waste as required by SB 1383.

Eligible entities for this funding include cities, counties, cities and counties, Joint Powers Authorities, and special districts directly responsible for solid waste collection services.

CalRecycle recommends utilizing $61,409,457 of this funding to award all local jurisdiction applications with a passing score. The remaining amount of $19,590,543 will be redirected to the SB1383 Local Assistance Grant Program.

Table 1. Funding
Fund Source Amount
Available
Amount to
Fund Item
Amount
Remaining Line Item
Greenhouse Gas
Reduction Fund (FY
2021–22)
$61,750,000 $61,750,000 $0 Local Assistance
/Organic
Infrastructure
Grants
General Fund (FY
2022–23)
$1,911,198 $1,911,198 $0 Local Assistance
/Organic
Infrastructure
Grants
Greenhouse Gas
Reduction Fund (FY
2022–23
$5,549,473 $5,549,473 $0 Local Assistance
/Co-Digestion
Grants
Greenhouse Gas
Reduction Fund (FY
2022–23
$81,000,000 $61,409,457 $19,590,543 Local Assistance
/SB 1383 Grants
Total $150,210,671 $130,620,128 $19,590,543
Background and Findings
Statutory Authority
Public Resources Code section 42995 et seq., added to statute by the enactment of SB 862 (Statutes of 2014, Chapter 36) and amended by SB 155 (Statutes of 2021, Chapter 258), authorizes CalRecycle to administer a grant program to provide financial assistance to reduce the emissions of greenhouse gases (GHG) by promoting in-state development of infrastructure, food waste prevention, or other projects to reduce organic waste or process organic and other recyclable materials into new, value-added products.

Program Background
This Program is part of California Climate Investments, a statewide program that puts billions of Cap-and-Trade dollars to work reducing GHG emissions, strengthening the economy, and improving public health and the environment. At least 35 percent of California Climate Investments must benefit disadvantaged communities, low-income communities, and lowincome households, collectively known as priority populations.

APPROVED APPROVED
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This Program provides funds to support expansion of the waste management infrastructure, particularly for new or expanded organics infrastructure such as composting and digestion facilities, to achieve greenhouse gas reductions. These investments will result in reduced methane emissions from landfills; benefit priority populations by upgrading existing facilities and, where warranted, establish new facilities; result in air and water quality benefits in addition to greenhouse gas (GHG) emission reductions; and create jobs.

Criteria and Process
The Eligibility Criteria and Evaluation Process was discussed at the December 20, 2022, CalRecycle Public meeting and subsequently approved by the Deputy Director. The Notice of Funds Available was published on CalRecycle’s website on February 9, 2023, and a notice was sent to interested parties.

Applications were due to CalRecycle on May 2, 2023, with a secondary due date of May 11, 2023, for authorizing documentation submission. CalRecycle received 69 applications requesting a total of $387,845,869.30. After the close of the application period, staff reviewed the applications for completeness and eligibility. As a result, 20 applications were disqualified for either submitting an incomplete application or having an ineligible project. Staff reviewed the remaining applications in accordance with the approved evaluation and scoring criteria.

Subsequently, 17 applications did not receive a passing score. The maximum grant award is $500,000 for in-vessel projects, $3,000,000 for stand-alone pre-processing projects, $10,000,000 for anaerobic/co-digestion and compost projects, and $13,000,000 for anaerobic/co-digestion and compost projects with a pre-processing project. Staff proposes to fund 23 of the 32 eligible applicants. If additional monies become available, staff recommends funding the remaining eligible applicants in rank order, as listed in Table 3. As a result of the projects recommended for award, 7.7 million tons of green and food material will be diverted from landfills, a reduction of over 2 million MTCO2e in greenhouse gas emissions, and 114 jobs will be created.

Attachments
See Attachment I – Project Summaries for a description of each project recommended for award.

Recommendation
Staff recommends approval of 23 grant awards as listed below for a total of $130,620,128.

Table 2. Recommended Awards
Applicant Project Type Award
Amount
Humboldt Waste Management
Authority*
Standalone Pre-Processing $2,710,081
Kochergen Farms Composting,
Inc. dba Green Valley
Recycling
Standalone Pre-Processing $3,000,000
* SB 1383 Funding Recipient

APPROVED APPROVED
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Applicant Project Type Award
Amount
Republic Services of Sonoma
County, Inc.

Standalone Pre-Processing $2,461,423
Sacramento County* Standalone Pre-Processing $3,000,000 Subtotal $11,171,504
California Grinding, Inc. Anaerobic Digestion $6,625,956† City of Napa* Anaerobic Digestion $10,000,000
City of Riverside* Co-Digestion $10,000,000
City of Redding* Co-Digestion $10,000,000
Los Angeles County Sanitation
Districts*
Co-Digestion $10,000,000
SANCO Services LP Anaerobic Digestion $10,000,000
University of California, Davis Anaerobic Digestion $4,769,324 Subtotal $61,395,280
Anderson Landfill, Inc. Compost $10,000,000
California Wood Recycling dba
Agromin
Compost $10,000,000
Forward, Inc. Compost $5,167,510
Kern County* Compost $10,000,000
Northern Recycling, LLC Compost $10,000,000
Riverside County* Compost $1,288,470
Western Placer Waste
Management Authority*
Compost $9,960,379
Subtotal $56,416,359
California State University,
Sacramento
In-Vessel $179,618
DSM Group, LLC In-Vessel $341,367
Foodbank of Santa Barbara -
Goleta
In-Vessel $500,000
Foodbank of Santa Barbara -
Santa Maria
In-Vessel $500,000
University of Southern
California
In-Vessel $116,000
Subtotal $1,636,985
Grand Total $130,620,128
† Recommending partial award due to limited funds. Remaining amount included in Table 3.

APPROVED APPROVED
Packet Pg. 363 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

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Table 3. Recommended Awards if Additional Funds Become
Available - B- List
Applicant Project Type Approved
Amount
California Grinding, Inc. Anaerobic Digestion $3,236,544‡ Arakelian Enterprises, Inc. DBA
Crown Recycling Services
Standalone Pre-Processing $3,000,000
Recology Ostrom Road Compost $10,000,000
Engel & Gray, Inc. Compost $2,799,620
Arakelian Enterprises, Inc., dba
American Organics
Compost $9,636,000
Universal Waste Systems, Inc. Standalone Pre-Processing $3,000,000 Mid-Valley Recycling, LLC Anaerobic Digestion $10,000,000 North State Renewables LLC Anaerobic Digestion $10,000,000 Paso Robles Waste Disposal
Inc. dba Paso Robles Waste &
Recycle
Anaerobic Digestion $2,643,200
Lost Hills Environmental LLC Compost $3,977,263
Total $58,292,267
Deputy Director Action
On the basis of the information and analysis in this Request for Approval and the findings set out herein, I hereby conditionally approve the grant awards for the Organics Grant Program as listed in Table 2. Each proposed grantee’s award is subject to two conditions:

1. The recommended grantee must pay all outstanding debts due to CalRecycle, or bring current any outstanding payments owed to CalRecycle, within 60 days of the date of the award email.

2. The recommended grantee’s Signature Authority (or where delegation is authorized, his or her Designee) must sign and return the Grant Agreement to CalRecycle. The signed Grant Agreement must be received by CalRecycle within 60 days of the date of the award email.
___________________________ ____________________________ Zoe Heller Dated
Deputy Director
‡ Remaining recommended award amount from Table 2.

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
Attachment I
Organics Grant Program, Fiscal Year 2021–22
and 2022–23 Project Summaries
The projects with proposed grant awards are briefly summarized below. Note that in some instances, CalRecycle modified GHG emission reductions and tons diverted estimates contained within the application documents due to factors such as ineligible feedstock and tonnages reported outside of the grant term.

Standalone Pre-Processing
• Applicant: Humboldt Waste Management Authority
• County: Humboldt
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $2,710,081
• Estimated GHGs (MTCO2e) over ten years: 47,298
• Estimated Diversion (Tons) over ten years: 237,823
Humboldt Waste Management Authority proposes a Stand-Alone Pre-Processing project to convert an existing 19,000-square-foot building at the Hawthorne Street Transfer Station located in Eureka, CA into an Organics Waste Processing Operation. The renovated facility will be used to receive, sort and process new residential co-collected and commercial source-separated food and green material currently disposed of at the Dry Creek Landfill. Commercial food material will be cleaned and processed into an organic slurry that will be transported to a composting facility. The project will result in 237,823 tons of newly diverted food and green material from landfill and a reduction of 47,298 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will provide an estimated five full-time jobs targeted for priority populations and supports Humboldt County’s edible food recovery program.
• Applicant: Kochergen Farms Composting, Inc. dba Green Valley Recycling • County: Fresno
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $3,000,000
• Estimated GHGs (MTCO2e) over ten years: 99,447
• Estimated Diversion (Tons) over ten years: 461,137
Kochergen Farms Composting, Inc. (KFC), DBA Green Valley Recycling (GVR) proposes a StandAlone Pre-Processing project to install a food waste depackaging system, at the Green Valley Recycling Transfer and Processing Facility. Source separated food and green material (SSO) will be cleaned and processed into an organic slurry that will be transferred to KFC for composting. The SSO and residential food material is currently disposed of at the American Avenue Landfill in Fresno County, CA, located in a low-income community. The project will result in 461,137 tons of newly diverted food and green material from landfill and a reduction of 90,447 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will provide up to 15 jobs targeted for priority populations.

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
• Applicant: Republic Services of Sonoma County, Inc.
• County: Sonoma
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $2,461,423
• Estimated GHGs (MTCO2e) over ten years: 163,020
• Estimated Diversion (Tons) over ten years: 452,833
Republic Services of Sonoma County, Inc. proposes a Stand-Alone Pre-Processing project at their Sonoma County Central Transfer/Processing Facility in Petaluma, CA. This project will install a depackaging system to remove contamination from source-separated commercial food material currently disposed of at the Republic Services of Sonoma County, Inc. Central Disposal Site. Food and green material will be sent to Republic Services of Sonoma County’s composting facility in Richmond. The project will result in 452,833 tons of newly diverted food and green material from a landfill located in a low-income community and a reduction of 163,020 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will provide an estimated two full-time permanent jobs targeted for priority populations.
• Applicant: Sacramento County
• County: Sacramento
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $3,000,000
• Estimated GHGs (MTCO2e) over ten years: 94,357
• Estimated Diversion (Tons) over ten years: 452,760
Sacramento County Department of Waste Management and Recycling proposes a Stand-Alone PreProcessing project to construct a dedicated building at its North Area Recovery Station for the preprocessing of food and green material currently disposed of at Kiefer Landfill. Commingled food and green material generated from residential curbside collection will be delivered to the new facility and pre-processed to remove contaminants. Once food and green material are pre-processed into one of four top load-out ports within the new transfer building, it is transferred to a permitted composting facility. The project will result in 452,760 tons of newly diverted food and green material from landfill and a reduction of 94,357 MTCO2e of greenhouse gas emissions over ten years. The project will provide job training to members of priority populations that will lead to industry recognized licenses/certifications.

Anaerobic Digestion/Co-Digestion
• Applicant: California Grinding, Inc.
• County: Fresno
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $6,625,956
• Estimated GHGs (MTCO2e) over ten years: 150,000
• Estimated Diversion (Tons) over ten years: 390,000
California Grinding Inc (CGI) proposes to build an anaerobic digestion facility that will include installation of pre-processing equipment, anaerobic digesters, a biogas upgrading system, and a predigestion system. The food and green material are currently landfilled at American Avenue Disposal Site, Visalia Disposal Site, and Woodville Landfill. The project will result in 390,000 tons of newly diverted food and green material from landfills located in disadvantaged and low-income communities

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
and a reduction of 150,000 MTCO2e over ten years. The facility will produce renewable natural gas that will be injected into the adjacent PG&E pipeline and provide an estimated 26 permanent jobs targeting priority populations.
• Applicant: City of Napa
• County: Napa
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 120,000
• Estimated Diversion (Tons) over ten years: 300,000
The City of Napa proposes to add an anaerobic digestion operation at its material diversion facility.

The project will include installation of food waste pre-processing and polishing equipment, an anaerobic digester, and a biogas upgrading system. The biogas will be used to produce compressed natural gas for on-site fueling of City trucks and Napa Recycling and Waste Services solid waste collection vehicles and renewable electricity to power facility operations. The digestate will typically be composted on-site in the covered aerated static pile unit or sent to another composting facility, if needed, but can also be dried and sold as fertilizer. The food and green material are currently landfilled at Vasco Road, Potrero Hills, Ox Mountain, and Clover Flat Landfills. The project will result in 300,000 tons of newly diverted food and green material from landfill and a reduction of 120,000 MTCO2e of greenhouse gas emissions over ten years. The project will provide five permanent, fulltime jobs targeting priority populations. • Applicant: City of Riverside
• County: Riverside
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 81,000
• Estimated Diversion (Tons) over ten years: 200,000
The City of Riverside proposes the installation of food waste receiving, pre-processing, polishing, and storage infrastructure, as part of the Riverside Water Quality Control Plant co-digestion project. The project will significantly expand the facility’s food waste receiving and anaerobic co-digestion capacity. Food waste cake will be received via dump trucks, polished to a slurry to remove plastic and grit contaminants, and then co-digested with wastewater sludge. The biogas produced will be upgraded to renewable natural gas and injected into the SoCalGas utility pipeline. The commingled food and green material are currently landfilled at Badlands and Lamb Canyon Landfills. The project will result in 200,000 tons of newly diverted food and green material partially from a landfill located in a low-income community and a reduction of 81,000 MTCO2e of greenhouse gas emissions over ten years. Benefits to priority populations include energy rate stabilization, air pollution reduction, and reduced impact to freshwater resources; as well as a wastewater treatment operator-in-training program targeted to local workers.
• Applicant: City of Redding
• County: Shasta
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 9,000

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
• Estimated Diversion (Tons) over ten years: 40,000
The City of Redding proposes to design and construct infrastructure that will enable the City to utilize excess anaerobic digestion capacity at the Clear Creek Wastewater Treatment Plant to divert food material from landfills for co-digestion. The project will include the construction of food waste slurry receiving equipment and storage tanks, a polishing process for intake of feedstock into the existing anaerobic digesters, and a two-stage biogas conditioning system to meet the increased output of biogas before injecting this renewable natural gas into the PG&E gas transmission main. The sourceseparated food and green material is currently landfilled at West Central Landfill. The project will result in 40,000 tons of newly diverted food material from a landfill located in a low-income community, a reduction of over 9,000 MTCO2e of greenhouse gas emissions over ten years, and will create one full-time permanent job.
• Applicant: Los Angeles County Sanitation Districts
• County: Los Angeles
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 160,000
• Estimated Diversion (Tons) over ten years: 600,000
Los Angeles County Sanitation Districts (LACSD) proposes to expand its Food Waste Recycling Program with the construction of the Biogas Conditioning System 2 (BCS-2), which will include equipment such as biogas compression, dehydration, and treatment systems. BCS-2 will allow the co-digestion facility to operate at full capacity. BCS-2 will upgrade biogas generated from the codigestion of food material at LACSD’s Joint Water Pollution Control Plant into renewable natural gas for vehicle use at LACSD's compressed natural gas fueling station or injection into the SoCalGas utility pipeline. The source-separated food material is currently being landfilled at Mid-Valley Sanitary Landfill, Lost Hills Environmental Waste Facility, and Salton City Solid Waste Site. The project will result in 600,000 tons of newly diverted food and green material from landfills located in disadvantaged and low-income communities and a reduction of 160,000 MTCO2e of greenhouse gas emissions over ten years. Benefits to priority populations include air and water pollution reduction and energy from renewable natural gas.
• Applicant: SANCO Services LP
• County: San Diego
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 300,000
• Estimated Diversion (Tons) over ten years: 775,000
SANCO Services LP proposes to expand its anaerobic digestion operation located at the Escondido Resource Recovery facility. The project will include the installation of two new digesters and a biogas upgrading system. The facility will also produce high-quality compost that will be sent to farms in San Diego and Imperial Counties. The project will add renewable gas injected into the San Diego Gas and Electric pipeline and be used to fuel waste collection fleets. The commingled and source-separated food and green material is currently landfilled at Sycamore and Otay Landfills. The project will result in 775,000 tons of newly diverted food and green material from landfill and a reduction of over

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
300,000 MTCO2e of greenhouse gas emissions over ten years, and create an estimated eight permanent jobs targeting priority populations.
• Applicant: University of California, Davis
• County: Yolo
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $4,769,324
• Estimated GHGs (MTCO2e) over ten years: 18,000
• Estimated Diversion (Tons) over ten years: 75,000
UC Davis proposes to expand its Renewable Energy Anaerobic Digester facility. The facility improvements will consist of upgraded feedstock processing equipment and the installation of a gas engine generator. The food and green material are currently landfilled at Yolo County Landfill. The project will result in 75,000 tons of newly diverted food material from landfill and a reduction of 18,000 MTCO2e of greenhouse gas emissions over ten years. The project will also produce green, carbonnegative electricity for use in campus electric vehicles and electric buses, which serves the campus and surrounding community, including grade-school students, low-income residents, disabled persons, and older adults.

Compost
• Applicant: Anderson Landfill, Inc.
• County: Shasta
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 30,000
• Estimated Diversion (Tons) over ten years: 122,000
Anderson Landfill, Inc. proposes to construct and operate a new windrow composting operation at Anderson Landfill. The newly constructed facility will have an initial throughput capacity of approximately 68,000 tons per year. The food and yard material are currently landfilled at Anderson Landfill which is located in a low-income community. The project will result in 122,000 tons of newly diverted food and green material from landfill and a reduction of 30,000 MTCO2e of greenhouse gas emissions over ten years. In addition, the facility will dedicate part of their landfill as wildlife habitat, provide financial support for various community centers, and provide an estimated eight new full-time jobs targeting a priority population.
• Applicant: California Wood Recycling dba Agromin
• County: Ventura
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 147,000
• Estimated Diversion (Tons) over ten years: 681,000
California Wood Recycling dba Agromin proposes to expand its existing composting facility in Santa Paula. The Limoneira site will utilize a covered aerated static pile composting system to divert an additional 68,125 tons per year of food and green material from landfill. The green and food material is currently landfilled at Simi Valley Landfill, Toland Road Landfill, or Lost Hills Landfill. The project will result in 681,000 tons of newly diverted food and green material from landfill and a reduction of

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
147,000 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will provide 26 jobs targeting a priority population, support community projects with free compost, and provide funds for the Santa Paula Sports Park rehabilitation project. • Applicant: Forward, Inc.
• County: San Joaquin
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $5,167,510
• Estimated GHGs (MTCO2e) over ten years: 102,000
• Estimated Diversion (Tons) over ten years: 467,000
Forward, Inc. proposes to expand their existing composting facility by adding an aerated static pile composting system that can process an additional 200 tons of organics per day. The green and food material is currently landfilled at Forward, Inc. Landfill or Austin Road Landfill, with Forward, Inc.

Landfill located in a disadvantaged community. The project will result in 467,000 tons of newly diverted food and green material from landfill and a reduction of 102,000 MTCO2e of greenhouse gas emissions over ten years. The project will provide free compost to the community, support the Edible Schoolyard Community Farm Project, and provide three full time permanent jobs targeting a priority population.
• Applicant: Kern County
• County: Kern
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 247,000
• Estimated Diversion (Tons) over ten years: 831,000
Kern County Public Works proposes to construct a covered aerated static pile composting system at its facility located at the Shafter Wasco Sanitary Landfill. Grant-funded equipment includes an excavator, conveyer, shredder, screen and other pre-processing equipment, and a covered aerated static pile bunker system. The green and food material is currently landfilled at Shafter-Wasco Landfill, Mojave-Rosamond Sanitary Landfill, Bena Sanitary Landfill, or Ridgecrest Recycling and Sanitary Landfill, with Shafter-Wasco Landfill located in a disadvantaged community. The project will increase composting capacity by 100,000 tons per year and result in 831,000 tons of newly diverted food and green material from landfill and a reduction of 247,000 MTCO2e of greenhouse gas emissions over ten years. It will also provide free compost for expanding tree and green zones in Kern County, and hire an estimated six new full-time permanent jobs targeting a priority population. • Applicant: Northern Recycling, LLC
• County: Yolo
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $10,000,000
• Estimated GHGs (MTCO2e) over ten years: 114,000
• Estimated Diversion (Tons) over ten years: 330,000
Northern Recycling, LLC proposes to expand a covered aerated static pile composting facility located at Yolo County Central Landfill. Grant funds will be used for a composting aeration system, working pads, and equipment to screen and sort food and green material. The green and food material is currently landfilled at Forward Landfill, Kiefer Road Landfill, Lockwood Landfill, Potrero Hills Landfill,

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
Neal Road Landfill, or Keller Canyon. The project will divert an additional 32,970 tons per year of food and local communities’ green material from landfills. The project will result in 330,000 tons of newly diverted food and green material from landfill and a reduction of 114,000 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will reduce pesticide and groundwater use in the surrounding agriculture community, support edible food recovery, and provide an estimated seven new full-time permanent jobs targeting a priority population. • Applicant: Riverside County
• County: Riverside
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $1,288,470
• Estimated GHGs (MTCO2e) over ten years: 9,000
• Estimated Diversion (Tons) over ten years: 59,000
Riverside County proposes to construct a new windrow composting facility and purchase a loader and a water tank, for the newly operational Badlands Compost Facility. The source-separated food and green material is currently landfilled at the Badlands Landfill which is located in a disadvantaged community. The project will result in 59,000 tons of newly diverted green material from landfill and a reduction of 9,000 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will provide free compost for use in the local community, and an estimated two jobs targeting a priority population.
• Applicant: Western Placer Waste Management Authority
• County: Placer
• Provides Benefits to Priority Populations: No
• Grant Funds Recommended for Award: $9,960,379
• Estimated GHGs (MTCO2e) over ten years: 296,000
• Estimated Diversion (Tons) over ten years: 1,259,000
Western Placer Waste Management Authority proposes to construct a new aerated static pile composting facility and increase capacity to process food and green material. Additionally, grant funds will purchase equipment, including a grinder, stacker, conveyer, magnet, screens, and blowers.

The green and food material is currently landfilled at the Western Regional Sanitary Landfill. The project will result in 1,259,000 tons of newly diverted food and green material from landfill and a reduction of 296,000 MTCO2e of greenhouse gas emissions over ten years.

In-Vessel
• Applicant: California State University, Sacramento
• County: Sacramento
• Provides Benefits to Priority Populations: No
• Grant Funds Recommended for Award: $179,618
• Estimated GHGs (MTCO2e) over ten years: 345
• Estimated Diversion (Tons) over ten years: 958
Sacramento State University proposes to replace an organics compactor located at the Dining Commons with an in-vessel composting system. This will eliminate the need for the waste hauler to provide service for the compactor, which will reduce emissions associated with waste transportation.

APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
In addition, the food material will be composted on-site instead of being sent to Yolo County Landfill.

The compost will be used to fertilize campus lawns at Sacramento State by Grounds and Landscape Services and donated to Sacramento City Unified School District school gardens. The project will result in 958 tons of newly diverted food material from landfill and a reduction of 345 MTCO2e of greenhouse gas emissions over ten years.
• Applicant: DSM Group, LLC
• County: Sacramento
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $341,367
• Estimated GHGs (MTCO2e) over ten years: 41
• Estimated Diversion (Tons) over ten years: 260
DSM Group proposes to purchase an in-vessel composter to divert green material from cannabis production. Grant funds will also be used to purchase a bobcat skid steer loader with compost mixer, a compost bagger, and a woodchipper. The project will divert green material from the L and D Landfill located in a disadvantaged community. The project will result in 260 tons of newly diverted green material from landfill and a reduction of 41 MTCO2e of greenhouse gas emissions over ten years. • Applicant: Foodbank of Santa Barbara - Goleta
• County: Santa Barbara
• Provides Benefits to Priority Populations: No
• Grant Funds Recommended for Award: $500,000
• Estimated GHGs (MTCO2e) over ten years: 109
• Estimated Diversion (Tons) over ten years: 301
The Foodbank of Santa Barbara County proposes to install an in-vessel composter at their Goleta warehouse. The project will divert pre-consumer inedible food material from the Tajiguas Landfill located in Goleta. The composter will transform food material into compost that can be shared with the community. The project will result in 301 tons of newly diverted food material from landfill and a reduction of 109 MTCO2e of greenhouse gas emissions over ten years. • Applicant: Foodbank of Santa Barbara - Santa Maria
• County: Santa Barbara
• Provides Benefits to Priority Populations: Yes
• Grant Funds Recommended for Award: $500,000
• Estimated GHGs (MTCO2e) over ten years: 116
• Estimated Diversion (Tons) over ten years: 321
The Foodbank of Santa Barbara County proposes to install an in-vessel composter at their Santa Maria warehouse. The project will divert pre-consumer inedible food material from the Santa Maria Regional Landfill located in a low-income community. The composter will transform the food material into compost that can be shared with the community. The project will result in 321 tons of newly diverted food material from landfill and a reduction of 116 MTCO2e of greenhouse gas emissions over ten years. In addition, the project will provide free compost for use in the local community. • Applicant: University of Southern California
• County: Los Angeles
• Provides Benefits to Priority Populations: Yes

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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
• Grant Funds Recommended for Award: $116,000
• Estimated GHGs (MTCO2e) over ten years: 168
• Estimated Diversion (Tons) over ten years: 530
University of Southern California proposes to purchase an in-vessel composting system and hydraulic lift to be added to the LA Memorial Coliseum grounds by the University of Southern California. The invessel composter will be used for non-event days to capture food and green material produced onsite, diverting this material from the Sunshine Canyon Landfill. The project is located in a disadvantaged community and will reduce the environmental and health impacts of transportation the food and green material. The compost produced will be used to improve and expand landscaping and support other compost projects on site and the University of Southern California. The project will result in 530 tons of food and green material from landfill and a reduction of 168 MTCO2e of greenhouse gas emissions over ten years.

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SERVICES AGREEMENT
† Information collected on this form is used in accordance with PG&E’s Privacy Policy. Page 1 of 7 The Privacy Policy is available at pge.com/privacy. Form No. 79-1209 Advice 4366-G
Automated Documents, Preliminary Statement, Part A January 2021 This SERVICES AGREEMENT (the "Agreement") is made and entered into as of the latest signature date in the signature block of this Agreement ("Effective Date") by and between Pacific Gas and Electric Company, a California corporation ("Utility"), and ___________________________________________________________ (the "Company").

RECITALS
WHEREAS, Utility is a public utility regulated by the California Public Utilities Commission ("CPUC") providing gas service to end-use customers within California.

WHEREAS, the Company is a sponsor of a renewable gas project and/or has an interest in Utility's ability to receive and redeliver additional renewable gas supplies on its gas utility system.

WHEREAS, the Company desires to explore a Utility interconnection, and the Utility agrees to perform services with respect thereto (the "Services"), all upon the terms and conditions set forth in this Agreement.

AGREEMENT
NOW, THEREFORE, in consideration of the mutual covenants set forth herein the parties agree as follows:

SECTION 1 - SERVICES

1.1. Retention. Company hereby retains Utility to provide the Services, upon the terms and conditions set forth in this Agreement.

1.2. Scope of Services. The Services to be performed by Utility shall consist of the following tasks to this Agreement, including (check all that apply), as detailed in the applicable Attachment:
• Attachment A - Interconnection Screening Study ( ),
• Attachment A1 - Preliminary Engineering Study ( ),
• Attachment A2 - Detailed Engineering Study with Optional Long Lead Material Procurement ( ),
• Attachment - A3 Pipeline Blending Exception Study ( )

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SERVICES AGREEMENT
Automated Documents, Preliminary Statement, Part A Page 2 of 7 Form No. 79-1209
Advice 4366-G
January 2021
Unless Company has in place as of the Effective Date a valid and effective Interconnection Screening Study, the parties must (a) execute, and each party must satisfy its obligations with respect to Attachment A before Company can contract for Attachment A1, and (b) execute Attachment A1 before or concurrent with Company's contracting for Attachment A2. Further, (x) Company may execute Attachment A3 at any time after the parties have executed an Attachment A providing Company funding for an Interconnector Screening Study consistent with Attachment A3 Services, and (y) the parties must enter into a Confidentiality Agreement, the form of which is attached hereto as Attachment B, prior to Utility performing any Services pursuant to this Agreement. Each Attachment only becomes effective upon execution by both Company andUtility. No construction work shall be included or done pursuant to this Agreement.

1.3. Term. This Agreement shall be effective on the Effective Date and shall continue in full force and effect until the completion of the all Services selected under Section 1.2 above.

SECTION 2 - COMPENSATION AND EXPENSES

2.1. Compensation. An estimate of Utility's fees and all other applicable costs to be billed by Utility to Company under this Agreement are set forth in each applicable Attachment to this Agreement. In any event, Company shall be liable for the actual costs of the Services, which may be higher than the estimated costs. Actual costs shall include the actual Services rendered and all related costs incurred, and shall include permit or other fees or charges, procurement, indirect costs and overheads, carrying costs, and any related income or other tax liability thereon.

2.2. Payment. Upon execution of this Agreement, Attachment A, and Attachment B (Confidentiality Agreement), Company shall make payment to Pacific Gas and Electric Company for the Services in the amount specified in Attachment A within thirty (30) days. Upon execution of any additional Attachment (as further described in Section

1.2), Company shall make payment to Pacific Gas and Electric Company for Services in the amount specified in such Attachment(s) within thirty (30) days. Any amount billed by Utility to Company subsequent to the initial payment shall be paid by Company within twenty (20) days after receipt of Utility's invoice to the address set forth in Section 8 below.

2.3. Change Orders. Any change to the Services shall be in writing (a "Change Order") and signed by Company and Utility. If Company issues any request for a change in the Scope of the Services or the time of completion of the Services beyond those tasks described in the Services and not identified as a Change Order, but which Utility considers to be a Change Order, then Utility shall notify Company in writing and the parties shall mutually decide whether such a change in the Services or the time of completion of the Services constitutes a Change Order, which increases or decreases the Scope of the Services and increases or decreases the cost to Utility of performing the Services. If Utility issues a Change Order that results in an increase or decrease in the cost of the Services, then an adjustment shall be made to the total compensation

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Automated Documents, Preliminary Statement, Part A Page 3 of 7 Form No. 79-1209
Advice 4366-G
January 2021
and/or the time of completion of the Services. All written Change Orders shall become a part of this Agreement. Utility may refrain from any additional work until Company has paid such additional amount as set forth above.

2.4. Payroll Taxes. Social security, federal, and other applicable taxes shall not be withheld from payments made to Utility.

SECTION 3 - INFORMATION AND OWNERSHIP

3.1. Confidential Information. During the term of this Agreement, either party may have access to and become acquainted with confidential information and trade and business secrets of the other. Treatment of this information by both parties is set forth in the Confidentiality Agreement, the form of which is attached hereto and incorporated herein as Attachment B of this Agreement (the "Confidentiality Agreement").

3.2. Ownership and Use; Limits on Liability. Notwithstanding the above, any and all material and information prepared, accumulated or developed by Utility, any subcontractor or their respective employees, including, without limitation, documents, drawings, designs, calculations, maps, plans, workplans, text, filings, estimates, manifests, certificates, books, specifications, sketches, notes, reports, summaries, analyses, data models and samples (hereinafter, collectively "Work Product"), shall remain the property of Utility when prepared or in process, whether or not delivered to Company. Utility hereby grants to Company an unrestricted royalty-free license to use, copy, and distribute any Work Product furnished by Utility to Company under this Agreement, subject to the terms specified in the Confidentiality Agreement. The Work Product provided by Utility hereunder is intended to meet or exceed all generally accepted industry standards for this type of work; however, except as may otherwise be set forth in the applicable Attachment(s), Utility makes no warranty or representation about the fitness, suitability, reliability, availability, timeliness or accuracy of Work Product or Services for any purpose. The Work Product will be done using information and assumptions at one point of time and which are subject to change at any time that could change the results or analysis reflected in Work Product. Estimates of costs may not cover all environmental costs or other unforeseen costs, or costs resulting from changes to laws, rules and regulations governing the Services herein. Therefore, except as may otherwise be set forth in the applicable Attachment(s), Utility does not warrant the Services or Work Product for any use and specifically disclaims any liability for any subsequent use of the Work Product, or any part thereof, by Company. Except as may otherwise be set forth in the applicable Attachment(s), no warranty of any kind is or will be included as part of the Services and all express and implied warranties, including any warranties of merchantability, and/or fitness for a particular purpose are specifically disclaimed. With the exception of claims solely arising from the gross negligence or intentional misconduct by Utility that occurs while performing the Services, Company will not hold Utility liable or responsible in any way for any losses, damages, claims, costs, expenses or other obligations it incurs, or may incur, arising out of or related to Company's use of, or reliance on, any part of the Services, Work Product or other information provided by Utility hereunder.

APPROVED APPROVED
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SERVICES AGREEMENT
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Advice 4366-G
January 2021
SECTION 4 - STATUS
The relationship between Utility and Company hereunder is and at all times during the term of this Agreement shall be that of independent entities. Nothing contained in this Agreement shall be construed to create a relationship of principal and agent, employer and employee, partnership or joint venture between theparties.

SECTION 5 - ATTORNEYS' FEES
Should any dispute arise regarding any term or provision of this Agreement or enforcement of any rights hereunder, or to collect any portion of the amount payable under this Agreement, then all litigation and collection expenses, witness fees, court costs and attorneys' fees shall be paid by the losing party to the prevailing party.

SECTION 6 - SUPERVISION AND COORDINATION
During the term of this Agreement, each party shall appoint a representative who will be authorized, empowered and available to act for and on behalf of each to implement the terms and conditions of this Agreement.

SECTION 7 - DISPUTES
Any dispute or need for interpretation arising out of this Agreement which cannot be resolved after a reasonable period of time of good faith negotiation may be submitted to the CPUC for resolution.

SECTION 8 - NOTICES
Any notice, demand, or request required or authorized in connection with this Agreement shall be deemed properly and duly given when sent by electronic mail as specified below:

If to Company:

E-mail Address:

If to Utility:

E-mail Address:

In addition to the notice specified above, notice may also be provided by telephone or e-mail to the telephone numbers and e-mail addresses for the representative appointed pursuant to

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SERVICES AGREEMENT
Automated Documents, Preliminary Statement, Part A Page 5 of 7 Form No. 79-1209
Advice 4366-G
January 2021
Section 6 above set out below, but must be immediately followed up by a written notice sent pursuant to the first paragraph of this Section 8:

If to Company:

Telephone Numbers:

E-mail Address:

If to Utility:

Telephone Numbers:

E-mail Address:

Either party may change the notice information in this Section 8 by giving notice within five (5) business days prior to the effective date of the change.

SECTION 9 - SUCCESSORS AND ASSIGNS
This Agreement may be not be assigned by either party without the written consent of the other party. Consent to assignment will not be unreasonably withheld, conditioned or delayed.

Company shall have the right to assign this Agreement, without the consent of Utility, for collateral security purposes to aid in providing financing its renewable gas project. Company will promptly notify Utility of any such assignment for collateral security purposes. Any assignment for collateral purposes entered into by Company shall require that upon any exercise of remedies by the financing party, the entity substituted for Company shall have an equal or greater credit rating as Company and have the legal authority and operational ability to satisfy the obligations of Company under this Agreement.

Either party shall have the right to assign this Agreement, without the consent of the other Party, when the assignment is to a successor, representative, or assignee which shall succeed by purchase, merger, corporate reorganization/restructuring or consolidation to all or substantially all of the assets of the assigning party.

Assignment shall not relieve the assignor of its obligations under this Agreement for the period before the assignment becomes effective, nor shall the non-assigning party's obligations be enlarged, in whole or in part, by reason of the assignment. At the time the assignment becomes effective, the assignee shall become a party to this Agreement and shall undertake all rights and responsibilities under this Agreement.

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SERVICES AGREEMENT
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Advice 4366-G
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Any attempted assignment that violates any of the requirements of this Section 9 is void and ineffective.

SECTION 10 - APPLICABLE LAW
The provisions of this Agreement shall be construed and enforced in accordance with the laws of the State of California, without giving effect to its choice of law provisions.

SECTION 11 - WAIVERS
The failure or delay of either party to exercise or enforce at any time any of the provisions of this Agreement shall not constitute or be deemed a waiver of that party's right thereafter to enforce each and every provision of the Agreement and shall not otherwise affect the validity of this Agreement.

SECTION 12 - SEVERABILITY
If any provision of this Agreement is finally determined to be contrary to, prohibited by, or invalid under applicable laws or regulations, such provision shall become inapplicable and shall be deemed omitted from this Agreement. Such determination shall not, however, in any way invalidate the remaining provisions of thisAgreement.

SECTION 13 - ENTIRE AGREEMENT ANDAMENDMENTS
This Agreement and its Attachments constitute the entire understanding and agreement between the parties relating to the subject matter hereof and supersedes any prior written or oral understanding or agreement between the parties relating to the subject matter hereof.

This Agreement shall not be amended, altered, or supplemented in any way except by an instrument in writing, signed by the duly authorized representative of the parties that expressly references this Agreement.

APPROVED APPROVED
Packet Pg. 379 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

SERVICES AGREEMENT
Automated Documents, Preliminary Statement, Part A Page 7 of 7 Form No. 79-1209
Advice 4366-G
January 2021
IN WITNESS WHEREOF, the parties have executed this Agreement as of Effective Date.

Pacific Gas and Electric Company
Company Name
Signature Signature
Print Name Print Name
Title Title
Date Date

APPROVED APPROVED
Packet Pg. 380 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

PRELIMINARY ENGINEERING STUDY -
ATTACHMENT A-1
† Information collected on this form is used in accordance with PG&E’s Privacy Policy. Page 1 of 2 The Privacy Policy is available at pge.com/privacy. Form No. 79-1209A-1, Attachment A-1 Advice 4366-G
Automated Documents, Preliminary Statement, Part A January 2021 Utility will provide the Company with a report that provides a Preliminary Engineering Study ("PES") requested by the Company for construction of necessary facilities as described below (the "Services") following completion of an Interconnection Screening Study for the same location and less than or equal to the maximum volume / flow rate that will be the basis for this PES.

Utility proposes to analyze the impact on its gas transmission system of receiving minimum, average and maximum,
respectively, thousand Standard cubic feet per day (MScfd) on a 1/24th ratable hourly basis of new supply at ____________________________________________________, California, on a ( ) Displacement and/or an ( ) Expansion Receipt Point Capacity basis and identify any system improvements necessary to accept this newsupply.

The cost estimate calculated by Utility will include, but not be limited to, land acquisition, site development, right-of-way, metering, gas quality, permitting, regulatory, environmental, unusual construction costs, and, if applicable, operating and maintenance costs for any facility improvements, accurate to +100% / -50% based on a site visit and route evaluation for the Company's project. The findings and estimate will not constitute a proposal by Utility. Utility will not have performed a specific site or route evaluation forthe Company's project in the development of this estimate. Other service costs associated with construction of the Interconnector's Facility that are not part of already offered services could include, but not be limited to, engineering, consulting, contracting, construction costs, and environmental studies.

Utility's construction costs continue to rise with increasing costs of labor and materials.

Since the PES is developed using average historical project cost data, it is highly likely that the actual construction costs for the Company's particular project will vary significantly from the PES. Utility urges the Company to retain the services of a thirdparty engineering construction firm or enter into a Detailed Engineering Study with Utility to develop a more accurate construction cost estimate for this specific project.

Because of the exclusions and limitations of this initial review, Utility does not recommend that the Company use the PES for any other purpose, including any substantive planning or other decisions regarding the cost or viability of its project, except to further evaluate Company's project via a Utility Detailed Engineering Study.

Any use by the Company is solely at its own risk and should factor in the above risks and limitations.

A report that summarizes the results of Utility's analyses, identifies the study parameters, assumptions, limitations and the estimated construction costs of any facility improvements, evaluates whether the Interconnection Screening Study identified

APPROVED APPROVED
Packet Pg. 381 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

PRELIMINARY ENGINEERING STUDY -
ATTACHMENT A-1
Automated Documents, Preliminary Statement, Part A Page 2 of 2 Form No. 79-1209A-1, Attachment A-1
Advice 4366-G
January 2021
pipeline system has sufficient physical Takeaway Capacity tosafely accommodate Company's specified maximum volume/flow rate on a ratable 1/24th hourly basis, Utility pipeline routing recommendation using Utility's rights-of-way, identification of the then current maximum allowable operating pressure and, if available, the operating pressures of the Utility's receiving pipeline system and potential pipeline route obstructions as determined by the Utility's physical observations will be provided to the Company.

The estimated cost to perform the Services is $ ________________________________.

Utility will complete the analysis within ____________________________ business days after receipt and Utility posting ofpayment.

Payment in full of the estimated cost of the Services is required upon execution of an Attachment A1 to proceed with the analysis. The Company will be responsible forthe actual costs of the Services; to this end, an invoice or refund will be issued to the Company at the completion forany difference between the actual costs and this estimate.

Capitalized terms used but not defined in this Attachment have the meaning ascribed to them in Utility's Tariff Rule No. 29.

Accepted and agreed to by their respective authorized representatives:

Pacific Gas and Electric Company
Company Name
Signature Signature
Print Name Print Name
Title Title
Date Date

APPROVED APPROVED
Packet Pg. 382 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding aEsoLUTzo v No. Za22- aol
A RESOLUTION C} F THE CITY COUNCIL F T IE CITY OF REDDING AUTHORIZING SUBMITTAL 4F APPLICATIC? N(S) Ft3R ALL
CALRECYCLE +GRANTS F4R WHICH THE CITY OF REDDING IS

ELIGIBLE
WHEREAS, Public Resources Code sections 4$ 000 et seq. authorize the Department of Resources Recyeling and Recovery ( CalRecycle) to administer various grant programs { grants) in furtherance of the State of CaLifornia' s { State} effarts to reduce, recycle and reuse solid waste generated in the State thereby preserving landfill capaeity and protecting public health and safety, and the environment; and
WHEREAS, in furtherance ofthis authority CalRecycle is required ta establish procedures governing the applieation, awarding, and management ofthe grants; and WHEREAS, CalRecyele grant applicatian procedures require, amang other tl ings, an applicant' s governing body to deelare by resolution certain authorizations related to the administration of CalRecycle grants;
NOW, THEREFQRE, the City Council RESC} LVES as follows:

1. To authorize the submittal flf application o CalRecycle for all grants far which the City of Redding is eligible; and

2. To authorize the City Manager, or designee, to execute in the name of the City of Redding al1 grant documents, including but not limited ta, applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project; and

3. To adopt these autharizations as effective for 5 years from the date of adoption of this resolution, until January 18, 2027.

I HEREBY CERTIFY that the foregoing resolution was introduced at a regular meeting of the City Council of the City of Redding on the 18th day af January, 2022, and was duly adopted at said meeting by the fallowing vote:

AYES: Councii Members - Dacquista, Mezzano, Resner, Winter, and Schreder NOES: Council Members - None
ABSTAIN: ouncii Members - None
ABSENT. Council Members— None
Y~
F _. r
R`ISTEN SC EDER, Mayor
ATTEST: APPR{JVED AS Tt? FORM:

PAMELA MIZE, Ci Clerk BARRY E. e ALT, ity A torney

APPROVED APPROVED
Packet Pg. 383 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Monthly Public Meeting

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10:00 A.M., December 19, 2023
Cal/EPA Building – Byron Sher Auditorium
Via Webcast
A. DIRECTOR’S REPORT
Presentations or discussions by the Director and/or Executive Offices regarding department matters, legislative updates, public affairs, or initiatives.

B. POLICY & PROGRAM UPDATE
Action Items

1. SB 1383 Implementation
Consideration of a Technology Determination for H Cycle Pursuant to Article 2 of the SB 1383 Regulations
Department Staff Contact: [email protected] Public Notice
C. GRANT AND LOAN PROGRAMS
Action Items

1. Awards for the Organics Grant Program (Fiscal Years 2021-22 and 2022-23) Department Staff Contact: [email protected] Public Notice

2. Eligibility Criteria and Evaluation Process for the Redemption Innovation Grant Program (California Beverage Container Recycling Fund, Fiscal Year 2022-23) Department Staff Contact: [email protected] Public Notice

3. Eligibility Criteria and Evaluation Process for the Local Conservation Corps SB 1013 Grant Program (SB1013, Fiscal Year 2022-23)
Department Staff Contact: [email protected]
Public Notice

4. Eligibility Criteria and Evaluation Process for the Workforce Development Grant Program (AB 179, Fiscal Year 2022‒23)
Department Staff Contact: [email protected] Public Notice

APPROVED APPROVED
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Information Item

1. Award for the Beverage Container Redemption Pilot Project Grant Program (California Beverage Container Recycling Fund Fiscal Year 2022-23) Department Staff Contact: [email protected] Public Notice

2. Awards for the Farm and Ranch Solid Waste Cleanup and Abatement Grant Program (Farm and Ranch Cleanup Account, Fiscal Year 2023-24) Department Staff Contact: [email protected] Public Notice

3. Awards and Distribution of Payments for the Used Oil Payment Program (Used Oil Recycling Fund, Fiscal Year 2023-24)
Department Staff Contact: [email protected] Public Notice

4. Awards for the Household Hazardous Waste Grant Program (Integrated Waste Management Account, Fiscal Year 2023-24)
Department Staff Contact: [email protected] Public Notice

5. Awards for the Rubberized Pavement Grant Program (Tire Recycling Management Fund, Fiscal Year 2023-24)
Department Staff Contact: [email protected] Public Notice

6. Approval of a Recycling Market Development Zone (RMDZ) Loan in the amount of $3,500,000 for Pinnpack Capital Holdings, a Delaware LLC (Recycling Market Development Revolving Loan Subaccount, Fiscal Year 2023–24).

Department Staff contact: [email protected] Public Notice
Open Applications:

Farm and Ranch Solid Waste Cleanup and Abatement Grant Program Application Due Dates: January 9, 2024 (Cycle 81); April 2, 2024 (Cycle 82) Beverage Container Recycling City/County Payment Program Application Due Date: January 17, 2024
Community Composting for Green Spaces Grant Program
Application Due Date: January 23, 2024

APPROVED APPROVED
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D. POLICY MANDATES/WORKSHOPS/RULEMAKING PROCEEDINGS
Extended Producer Responsibility Program Updates

1. SB 54 Implementation
Department Staff Contact: [email protected]

2. Review of the Drug Takeback Solutions Foundation’s Revised 2022 Annual Report for Covered Drugs
Department Staff Contact: [email protected]
Information Items

1. Consideration of Carpet America Recovery Effort’s Contingency Plan Amendment
Department Staff Contact: [email protected] Public Notice

2. Overview of the 2022 California Waste Tire Market Report Department Staff contact: [email protected] Public Notice
Action Items

1. AB 1201 Bifurcated Collection Determination
Department Staff Contact: [email protected] Public Notice
E. ELECTRONIC WASTE RECYCLING PROGRAM
Information Items

1. 2023 Covered Electronic Waste Net Cost Reporting Requirement Department Staff Contact: [email protected] Public Notice
F. LOCAL ASSISTANCE
Action Items

1. Five-Year Review Report for the Countywide Integrated Waste Management Plan for the County of Alameda
Department Staff Contact: [email protected] Public Notice

APPROVED APPROVED
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G. SOLID WASTE AND TIRE FACILITIES
Action Items

1. City of Claremont Community Services Department, located at 1616 Monte Vista Avenue, Claremont, CA 91711, San Bernardino County, New Solid Waste Facilities Permit, Action Needed January 8, 2024
Department Contact: [email protected]
Public Notice

2. Bee Canyon Greenery, located at 11002 Bee Canyon Access Road, Irvine, CA 92602, Orange County, Revised Compostable Materials Handling Facility Permit, Action Needed December 31, 2023
Department Contact: [email protected]
Public Notice

3. Yolo County Central Landfill, located at 44090 CR 28H, Woodland, CA 95776, Yolo County, Revised Solid Waste Facilities Permit, Action Needed January 19, 2024
Department Contact: [email protected]
Public Notice

4. Otay Mesa Compost Facility, located at 434 Alta Road, San Diego, CA 92154 San Diego County, New Compostable Materials Handling Facility Permit, Action Needed January 20, 2024
Department Contact: [email protected]
Public Notice

5. Mountain View Organic Waste Processing Facility, located at 1641 Mountain View Avenue, Oxnard, CA 93030, Ventura County, Revised Solid Waste Facilities Permit, Action Needed February 3, 2024
Department Contact: [email protected] Public Notice

6. Madison Materials, Inc., located at 1035 East Fourth Street, Santa Ana, CA 92701, Orange County, Modified Solid Waste Facilities Permit, Action Needed February 3, 2024
Department Contact: [email protected]
Public Notice

APPROVED APPROVED
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H. PUBLIC COMMENT
Get involved in CalRecycle’s decision-making process. To more fully engage with Californians on monthly public meeting agenda items, CalRecycle accepts welcomes live public comments in-person or over-the-phone.
_____________________________________________________________________ CalRecycle has a public noticing site to provide interested parties with information about programs, activities, and departmental decisions.
• To review final CalRecycle decisions and other department activities, please go to: CalRecycle.ca.gov/PublicInfo/ or CalRecycle.ca.gov/BevContainer/Notices. • For public meeting participation, listserv, and feedback information, please go to:

CalRecycle.ca.gov/PublicMeeting/
People may speak on any matter concerning CalRecycle with the exception of items related to pending adjudicative (certification or enforcement) proceedings.

APPROVED APPROVED
Packet Pg. 388 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize and approve the following:
(1) Authorize the Public Works Director to request a change of scope from CalRecycle for the Redding Organics Diversion to Energy Operation project (Project), eliminating the originally proposed biogas pipeline injection station and constructing renewable energy generators at the Clear Creek Wastewater Treatment Plant; (2) Direct staff to solicit request for proposals to select and pre-purchase equipment to construct this project; and
(3) Authorize the City Manager or designee to approve and sign all pre-purchased equipment agreements and contracts, not to exceed the previously authorized budget.

Fiscal Impact
This Redding Organics Diversion to Energy Operation Project (Project) has been funded by a $10 million CalRecycle Co-Digestion Grant with $2.6 million from City of Redding (City) Wastewater Utility Funds for a total project estimate of $12.6 million. These funds were previously authorized and budgeted.

Alternative Action
The City Council (Council) may choose not to authorize this change of scope and provide an alternative direction to staff.

MEETING DATE: December 3, 2024
ITEM NO. 4.11(d)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.11(d)--Approve Alternative for Redding Organics Diversion to Energy Operation Project
Michael Webb, Public Works
Director

APPROVED APPROVED
Packet Pg. 389 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Report to Redding City Council November 26, 2024
Re: 4.11(d)--Approve Alternative for Redding Organics Diversion to Energy Operation ProjectPage 2 Background/Analysis
On February 6, 2024, Council authorized the acceptance of a $10,000,000 CalRecycle grant for the design and construction of the project, a food waste receiving and biogas production facility at the City’s Clear Creek Wastewater Treatment Plant.

As part of the project, a gas pipeline injection station is required to inject conditioned methane gas into a Pacific Gas & Electric (PG&E) pipeline. The station would be designed and operated by PG&E. There are a series of six separate agreements from PG&E required for interconnection. These agreements include an Interconnection Screening Study with Confidentiality Agreement, Preliminary Engineering Study, Detailed Engineering Study, Balancing Agreement, Takeaway Agreements, and the Standard Renewable Gas Interconnection Agreement. During the course of the contracts review, staff, including the City Attorney, reviewed the PG&E required agreements and concluded that they were not in the best interest of the City and have recommended not to execute the agreements, therefore, not to construct the biogas pipeline injection station.

Staff has explored alternatives that meet the project and grant deliverables and have found that the same goal of the grant can be met with the installation of on-site biogas generators. This alternative will provide renewable energy by harnessing the biogas from the anaerobic digestion process and producing electricity, which could be connected directly to the Redding Electric Utility grid without involving any outside agency or contracts that could be unfavorable to the City.

Staff is requesting that Council authorize the Public Works Director to request a change of scope with CalRecycle to construct an alternative to the initially proposed project, achieving the intended scope, meeting the required timelines and funding projections.

Environmental Review
This activity is not a project as defined by the California Environmental Quality Act (CEQA), and no action is required at this time. As the grant funded project moves forward the technical environmental studies will be conducted to support a CEQA compliance document.

APPROVED APPROVED
Packet Pg. 390 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding

CITY OF REDDING

Michael Webb, Public Works
Director

APPROVED APPROVED
Packet Pg. 391 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Report to Redding City Council January 31, 2024
Re: 4.11(h)--Accept CalRecycle Grant Funding for the (RODEO) and adopt Budget Reso Page 2 Background/Analysis
Recent State legislative changes regarding greenhouse gas emissions and the disposal of organic waste (California Senate Bill (SB) 1383, California Assembly Bill (AB) 32, AB 1826, AB 876, AB 341, and AB 1594) mandate that landfills no longer accept organic wastes. SB 1383 codified California's commitments to reduce greenhouse gas emissions and air pollution statewide.

Staff recommends the addition of $2,600,000 of wastewater reserve funds to the FY2023-24 capital budget to complete the Project.

APPROVED APPROVED
Packet Pg. 392 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding Report to Redding City Council January 31, 2024
Re: 4.11(h)--Accept CalRecycle Grant Funding for the (RODEO) and adopt Budget Reso Page 3 Environmental Review
Funding acceptance is not a project as defined by the California Environmental Quality Act (CEQA), and no further action is required at this time. Acceptance of the grant funding will allow the design and environmental technical studies to proceed for the Food Waste Receiving and Biogas Production Facility Project. CEQA compliance documentation would be presented to Council at, or prior to, award of the project.

Council Priority/City Manager Goals
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
Attachments
^Resolution
^Location Map_
^ORG7 Award RFA
^Attachment I - ORG7 Project Summaries
^PG&E Agreement and Attachment A1
^Reso 2022-001 - Authorizing Submittal of Application(s) For All CalRecycle Grants CalRecycle December 2023 Monthly Public Meeting Agenda Revised

APPROVED APPROVED
Packet Pg. 393 Attachment: Previous Staff Report - 4.11a - Award RFP 5596 Kraft Energy Systems CCWTP (9.11(d)--Authorize updated project cost for Redding RESOLUTION NO. 2024-___

A RESOLUTION OF THE CITY OF REDDING APPROVING AND ADOPTING THE 26
th AMENDMENT TO CITY BUDGET RESOLUTION NO. 2023-060
APPROPRIATING $12,600,000 FOR THE REDDING ORGANICS DIVERSION TO

ENERGY OPERATION PROJECT AND THE ASSOCIATED FUNDING SOURCES FOR FISCAL YEAR 2023-24

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDDING THAT Budget Resolution No. 2023-060 be and is hereby amended as follows:

FUND DIVISION DESCRIPTION INCREASE DECREASE
231 6392

Wastewater Treatment Capital
Outlay
$12,600,000
THAT account titles and numbers requiring adjustments by this Resolution are as follows:

USE SOURCE

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

TENESSA AUDETTE, Mayor
ATTEST: FORM APPROVAL:

SHARLENE TIPTON, City Clerk CHRISTIAN M. CURTIS, City Attorney

APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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Public Resources Code. In addition, AB 179 allocated $180,000,000 to provide grants to local jurisdictions to assist in the implementation of SB 1383 (Lara, Chapter 395, Statutes of 2016).

Of that allocation, $81,000,000 was allocated to the Organics Grant Program to fund the immediate, critical infrastructure needed to process organic waste as required by SB 1383.

Eligible entities for this funding include cities, counties, cities and counties, Joint Powers Authorities, and special districts directly responsible for solid waste collection services.

APPROVED APPROVED
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Attachments
See Attachment I – Project Summaries for a description of each project recommended for award.

Recommendation
Staff recommends approval of 23 grant awards as listed below for a total of $130,620,128.

APPROVED APPROVED
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Applicant Project Type Award
Amount
Republic Services of Sonoma
County, Inc.

APPROVED APPROVED
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1. The recommended grantee must pay all outstanding debts due to CalRecycle, or bring current any outstanding payments owed to CalRecycle, within 60 days of the date of the award email.

APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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APPROVED APPROVED
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Attachment I: Project Summaries for Organics Grant Program Fiscal Year 2021-22 and 2022-23
In addition, the food material will be composted on-site instead of being sent to Yolo County Landfill.

APPROVED APPROVED
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Redding City CouncilSeptember 15, 2026

Redding City Council
September 15, 2026