CITY COUNCIL MEETING AGENDA March 17, 2026
CITY OF SHASTA LAKE
CITY COUNCIL
MEETING AGENDA
March 17, 2026
6:00 P.M.
Shasta Lake City Council Chambers
4488 Red Bluff Street Shasta Lake, CA 96019
Mayor: Justin Jones
Vice Mayor: Greg Watkins
Council Members: Toni Coates, Pamelyn Morgan, Dan Ringwelski
OTHER WAYS TO PARTICIPATE IN THE MEETING
• Watch a livestream of the meeting online or view the recording any time after the meeting concludes at the following: cityofshastalake.gov/meetings • Submit public comment electronically before the meeting to:
[email protected]. Public comment by email will be read into the record during consideration of the item the comment addresses. Each public comment will be limited to three minutes of reading. Include the item number you are commenting on in the subject line of the email. Once the vote has taken place on an item, no additional public comments will beaccepted.
• Submit public comment by mail addressed to City Clerk, City of Shasta Lake, PO Box 777, Shasta Lake, CA 96019. Mailed comments must be received one day prior to the meeting to be included.
1.0 CALL TO ORDER – REGULAR MEETING:
1.1 Call to order (please place electronic devices on silent)
1.2 Statement for the record of Council Members present or absent
1.3 Pledge of Allegiance
1.4 Invocation
2.0 AWARDS & RECOGNITIONS:
2.1 None
3.0 PRESENTATIONS:
3.1 Antonio Recio, Central Valley High School Sober Grad (pg. 5)
3.2 Rebecca Baer, Executive Director, Shasta EDC
3.3 Chris Carr, Water Use Objective and “Conservation as a Way of Life.” (pg. 7)
4.0 COMMISSION, COMMITTEE, AND OUTSIDE AGENCY REPORTS:
4.1 None
1 CITY COUNCIL MEETING AGENDA March 17, 2026
5.0 PUBLIC COMMENT:
This time is set aside for citizens to address the City Council on matters listed on the Consent Agenda as well as other items not included on the Regular Agenda. If your comments concern an item noted on the regular agenda, please address the Council when that item is open for public comment. Each speaker is allocated three (3) minutes to speak. Speakers may not cede their time. Comments should be limited to matters within the jurisdiction of the City. Council discussion or action cannot be taken on items not listed on the agenda other than to receive comments. Speaker forms are available from the City Clerk, 4477 Main Street, Shasta Lake, on the City’s website, or at the back of the meeting hall. If you have documents to present to members of Council, please provide a minimum of seven copies. Pursuant to The Brown Act, the City Council cannot take action on Public Comment Items.
6.0 CONSENT AGENDA:
The items listed under the Consent Agenda are considered routine business and will be voted on together by one motion unless a Council Member requests a specific item to be removed and discussed separately.
6.1 Minutes of the Regular Meeting of March 3, 2026. (pg. 15)
6.2 Payrolls: (pg. 18)
Period Ending: 2/28/2026 Paid Date: 3/06/2026 $185,015.79
6.3 Monthly Report of Investment Transactions: (pg. 19) LAIF:
February $12,129,342.72
Chandler:
February $37,527,598.91
6.4 Discussion and possible action to approve a Resolution authorizing the City Manager to execute a contract with Blue Point Planning, LLC. for the Parks and Recreation Master Plan update. (pg. 23)
6.5 Discussion and possible action to approve the Second reading of an Ordinance amending Chapter 12.08 of the Shasta Lake Municipal Code. (pg. 43)
6.6 Discussion and possible action to approve a Resolution approving a Professional Services Agreement with Shasta Economic Development Corporation (EDC). (pg. 47)
6.7 Discussion and possible action to approve a Resolution verifying review of the 2025 Annual General Plan and Housing Element Progress Reports And Directing Submission To The California Department of Housing and Community 2 CITY COUNCIL MEETING AGENDA March 17, 2026
Development (HCD) And The Governor's Office of Land Use and Climate Innovation (LCI). (pg. 55)
6.8 Discussion and possible action to approve a Resolution accepting the Quarterly Cash and Investment Report for the Period Ending December 31, 2025. (pg. 77)
7.0 PUBLIC HEARINGS:
7.1 None
8.0 REGULAR AGENDA:
8.1 Discussion and possible action to approve a Resolution acknowledging completion and authorizing the closeout of the CDBG-DR Multifamily Housing Program (DRMHP) Grant – Agreement No. 21-DRMHP-21002. (pg. 83)
8.2 Discussion and possible action to approve a MOU letter for the Redding Rancheria TTIP. (pg. 89)
8.3 Discussion and possible action to approve a letter of support to Lisa Calderon, California State Assembly, for AB 2517, which would improve the Fire Hazard Severity Zone (FHSZ) designation process and ensure consistent updates to Local Responsible Area (LRA) maps. (pg. 95)
9.0 STAFF COMMENTS:
10.0 CITY COUNCIL COMMENTS AND REPORTS:
This is the time set aside for Council Members, who may so desire, to give brief comments or reports concerning City matters. The City Council may not enter into discussion on matters reported. Statements made by individual Council Members should not be interpreted as a statement of the City Council. The City Council only takes action by majority vote. • Brief reports by members of the Council regarding correspondence, events and/or meetings attended, and upcoming meetings/events.
• Suggestions/motions for future agenda items.
• In compliance with Assembly Bill 1234, Council will report on attendance at conferences/meetings/events where expenses are reimbursed by the City.
ADJOURNMENT:
Meetings are broadcast as scheduled on Charter Channel 181.
Videos of meetings are also available through the City website: www.cityofshastalake.gov In Compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call (530) 275-7407. Notification 48 hours prior to the meeting is requested to enable the City to make reasonable arrangements to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II). 3 4
Report and Recommendations 3.1 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
TO: Mayor and City Council Members
FROM: Kathie Reid, Executive Assistant
DATE: March 17, 2026
SUBJECT: OUTSIDE AGENCY DONATION REPORTS FY 2024-2025
FILE NO.: F-200-060-000
RECOMMENDATION:
Presentations By:
CV Sober Grad
BACKGROUND
The City of Shasta Lake provides annual donations to various outside agencies for services that benefit our community. At the request of the City Council, staff periodically invites these agencies to provide written and/or verbal updates on the status of their expenditures. Staff has notified the agencies of the upcoming Council meeting, and representatives will be present to report on how the donated funds have been used.
FISCAL IMPACTS:
None
ATTACHMENTS:
None
DISTRIBUTION:
City Council
5 6
“Conservation as a Way of Life” Compliance Summary:
Shasta Lake City Of (ORG ID 2273)
Report prepared by State Water Resources Control Board staff on February 23, 2026 Report Sections
1 Executive Summary 2
1.1 Key Highlights from the Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2 Objectives Calculated with Future Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2 Introduction 3
3 Report Submittal Date 3
4 Comparing the Objective to Reported Water Use 3
5 Summary of Data Quality Flags for Objective Calculations 4 6 Summary of Data Quality Flags for Variance Calculations 4 7 CII Performance Measures 4
8 Objectives Calculated with Future Standards 5
A Steps to Calculate Objective 7
1 7
1 Executive Summary
The “Making Conservation a California Way of Life” regulation establishes unique efficiency goals for each urban retail water supplier in California and provides those suppliers flexibility to implement locally appropriate solutions. The regulation seeks to cultivate long-term practices that help communities adapt to California’s ongoing water challenges.
The regulation requires suppliers to:
• Annually calculate urban water use objectives for a subset of urban water uses: residential indoor water use, residential outdoor water use, real water loss, and commercial, industrial, and institutional (CII) landscapes with dedicated irrigation meters (DIMs) • Carry out performance measures for CII water use
• Annually report to the State Water Board
This report summarizes the supplier’s compliance with annual reporting requirements under the “Making Conservation a California Way of Life” regulation for the state fiscal year 2024-2025. This report was due on January 1, 2026.
1.1 Key Highlights from the Report
The following points are a summary of Sections 3 through 7. • The report was submitted on time, on December 16, 2025. • The supplier has met its calculated objective for fiscal year 2024-2025.1 • The supplier has no approved variances or temporary provisions for fiscal year 2024-2025. • The report contains 0 data quality flags.
1.2 Objectives Calculated with Future Standards
The water use objectives will become progressively smaller as standards change through 2040. The following table compares the current water use objective and reported water use (shown in million gallons) to future efficiency requirements, assuming that the irrigable-not-irrigated (INI) buffer is utilized when applicable; the full summary, which also contains a table of projected objectives absent the INI buffer, can be found in Section 8. While this table does not capture how future water use objectives will be influenced by changes in local climatology, service area population, square footage of irrigated landscapes, and other data that will factor into future water use efficiency objectives, it is provided as a tool for local planning purposes.
Year FY 24-25 Use (MG) Calculated/Projected Objective (MG) Current use lower than objective? Current 508.6 509.2 Yes
FY25-26 508.6 493.6 No (objective is 3.0% lower)
FY30-31 508.6 474.1 No (objective is 6.8% lower)
FY35-36 508.6 425.9 No (objective is 16.3% lower)
FY40-41 508.6 402.5 No (objective is 20.8% lower)
Table 1: Simplified version of Table 6. Objectives calculated using the values and standards specified in Table 5 (with the exception of CII DIMs due to lack of data). See Section 8 for more information on the calculations and assumptions made.
1The State Water Board will begin formally assessing compliance with the objective for the report due on January 1, 2027. 2 8
2 Introduction
The “Making Conservation a California Way of Life” regulation went into effect on January 1, 2025. Pursuant to the regulation, urban retail water suppliers are annually required to submit a reporting form to the State Water Resources Control Board (State Water Board) by January 1 of each year. This document is intended to provide the supplier with a high-level summary of its compliance with reporting requirements for the state fiscal year 2024-2025, as well as some supplemental information that may help to inform future decision-making. Sections 3 through 7 summarize the information that the supplier provided on the required reporting form, as well as data quality issues identified by State Water Board staff. Section 8 calculates what the objective for fiscal year 2024-2025 would look like if future water use efficiency standards were applied.
Note: This is the second year that water use and water use objectives were required to be reported and calculated pursuant to the State Water Board’s regulation, and State Water Board staff are identifying errors in the submitted data and reporting form as review is ongoing; these errors may impact the values shown throughout this report. Staff are taking steps to identify the more common errors so that they are corrected by suppliers and are resolved by the time water use objective compliance is assessed (i.e., for reports submitted January 1, 2027).
This report was generated by the State Water Board on February 23, 2026. 3 Report Submittal Date
The fiscal year 2024-2025 report was due on January 1, 2026. The version reviewed by the State Water Board was submitted on December 16, 2025.
4 Comparing the Objective to Reported Water Use
The supplier has met its calculated objective for fiscal year 2024-2025.
The final urban water use objective and corresponding reported water use, as calculated in the reporting workbook, is summarized in Table 2 in both million gallons (MG) and acre-feet (AF). Please note that compliance with the objective will first be formally assessed for the fiscal year 2025-2026, based on the report due January 1, 2027.
Quantity Value (MG) Value (AF)
Objective 509.2 1,562.8
Actual Water Use 508.6 1,560.7
Table 2: Objective and reported water use for fiscal year 2024-2025 As of the report due January 1, 2026, the SBx7-7 backstop volumes for process and recycled water are no longer equivalent to the values reported in the 2020 Urban Water Management Plan. Instead, they are based on values calculated in the SBx7-7 Backstop section of the reporting form. If the supplier had previously reported process and/or recycled water in the 2020 urban water management plan and did not include it in this year’s report, this may lower the volume of the SBx7-7 backstop relative to that shown in the fiscal year 2023-2024 report, and result in a lower objective volume. Please refer questions about these changes to State Water Board staff at [email protected].
If you have any questions about how the objective was calculated, please refer to Appendix A. 3 9
5 Summary of Data Quality Flags for Objective Calculations Table 3 summarizes objective data-related issues as identified by State Water Board staff.
Section Data Checked Reporting Issues Flagged
Objective Calculated Final Volume None
Objective Intermediate Calculations None
Residential Indoor Calculated Volume None
Residential Indoor Required Cells Left Blank None
Residential Outdoor Calculated Volume None
Residential Outdoor LAM Data None
Residential Outdoor Required Cells Left Blank None
Bonus Incentive Calculated Volume None
Water Loss Budget Calculated Volume None
Water Loss Budget Service Connections/ Length of Mains None Actual Water Use Calculated Volume None
Actual Water Use Missing/ Zero Potable Deliveries None
Actual Water Use Required Cells Left Blank None
Real Water Loss Reported Volume None
Real Water Loss Reporting Method None
SBx7-7 Backstop Required Cells Left Blank None
Table 3: Data quality flags for the objective-related data 6 Summary of Data Quality Flags for Variance Calculations As of the fiscal year 2024-2025 reporting period, variances and temporary provisions are reviewed by State Water Board staff; approved variances and temporary provisions are prefilled into the report. This has removed the need for variance data quality flags.
The supplier has no approved variances or temporary provisions for fiscal year 2024-2025. 7 CII Performance Measures
Table 4 summarizes Commercial, Institutional, and Industrial (CII) Performance Measures data-related issues as identified by State Water Board staff. The table summarizes flags for the CII Classification, Dedicated Irrigation Meters (DIMs) and In-Lieu Technologies, and Best Management Practices (BMPs) sections in the reporting form.
Section Data Checked Reporting Issues Flagged
CII Classification (972) Required Cells Left Blank None CII Classification (972) Number of Service Connections None DIMs and In-Lieu Tech
(973)
Large Landscapes Identification
Method
None
DIMs and In-Lieu Tech
(973)
Required Cells Left Blank None
BMPs (974) CII BMP Identification Method None
974(c)(1) Required Cells Left Blank None
Table 4: Data quality flags for the CII BMP sections
4 10
8 Objectives Calculated with Future Standards
The current and future standards for the urban water use objective calculations are summarized in Table 5.
Year Residential Indoor Residential Outdoor CII DIMs Water Loss Budget FY23-24 55 GPCD 0.8 LEF Volume as Reported Reported or Budget FY25-26 47 GPCD 0.8 LEF Volume as Reported Reported or Budget FY30-31 42 GPCD 0.8 LEF 0.8 LEF (starts July 1, 2028) Budget (starts July 1, 2027) FY35-36 42 GPCD 0.63 LEF 0.63 LEF Budget
FY40-41 42 GPCD 0.55 LEF 0.45 LEF Budget
Table 5: Summary of the standards that inform objective calculations Using the standards in Table 5 and the calculation steps explained in Appendix A, as well as the data provided in the fiscal year 2024-2025 report, State Water Board staff generated objective volume estimates as shown in Tables 6 and 7.
Please note that these values do not represent the final calculated budgets for the corresponding years; they are intended to show what an objective for the fiscal year 2024-2025 would look like if future standards, rather than the standards in effect at the time, were applied to the reported data. Compliance with the regulation is a long-term process, but programs or actions implemented to reduce service area demand may also take time to implement and produce intended outcomes. State Water Board staff have provided these numbers as a starting point for considerations of which actions, if any, may need to be taken.
The budget associated with irrigable-not-irrigated landscapes (INI) is conditionally included or not included in the budget as noted in the “INI Included?” column of the table (see item 6 in the list of assumptions below for details). Future water use objectives will be influenced by changes in local climatology, service area population, and square footage of irrigated landscapes, as well as other data points that are not yet available, such as the square footage of CII landscapes with DIMs.
Please note that issues with missing or incorrect data from the fiscal year 2024-2025 report may also affect these values.
Year INI Included? Capped? Objective (MG) Objective (AF) FY 24-25 use lower than objective? Current Yes No 509.2 1,562.8 Yes
FY25-26 Yes No 493.6 1,514.7 No (objective is 3.0% lower) FY30-31 Yes No 474.1 1,455.0 No (objective is 6.8% lower) FY35-36 Yes No 425.9 1,307.0 No (objective is 16.3% lower) FY40-41 Yes No 402.5 1,235.3 No (objective is 20.8% lower) Table 6: Objectives calculated using the values and standards specified in Table 5 (with the exception of CII DIMs due to lack of data; see point 3 below)
Year INI Included? Capped? Objective (MG) Objective (AF) FY 24-25 use lower than objective? Current Yes No 509.2 1,562.8 Yes
FY25-26 No No 427.6 1,312.4 No (objective is 15.9% lower) FY30-31 No No 408.2 1,252.7 No (objective is 19.7% lower) FY35-36 No No 374.0 1,147.7 No (objective is 26.5% lower) FY40-41 No No 357.2 1,096.3 No (objective is 29.8% lower) Table 7: Similar to Table 6 but no INI after current reporting period. INI will not be included in the objective if residential landscape area is updated according to Section 968(b)(3) While Table 6 follows all of the listed assumptions below, Table 7 does not include the 20% INI buffer past the current reporting period.
5 11
These values were generated using some or all of the following assumptions:
1. For all years, reported quantities such as population, irrigated residential landscapes, and excluded demands remained constant.
2. For all years, the volume of requested variances (with the exception of the seasonal population variance, if applicable) remained the same as the volumes requested in this year’s submitted report.
3. For all years, the CII with DIMs budget was assumed to be equivalent to the reported actual water use for CII with DIMs, since the landscape area data is not yet available. Variances for CII with DIMs are therefore assumed to be 0.
4. The water loss budget prior to FY2030-2031 was equivalent to the value selected by the reporter in this year’s submitted report. The water loss budget for FY2030-2031 onwards was set as either (A) the water loss budget calculated using the standards; or (B) the reported water loss, if one or more necessary components for the water loss budget calculation were missing.
5. The volume of the bonus incentive, if applicable, was capped according to the reported method and calculated objective for the corresponding year.
6. The 20% INI was included if actual water use exceeded the pre-“capped” objective for the corresponding year.
7. Before 2040, if the “no backsliding” provision was applicable and the supplier was part of a regional alliance that met its regional target, the pre-“capped” objective was used in place of the “capped” objective.
6 12
A Steps to Calculate Objective
Table 8 summarizes the initial budget components as determined within the submitted workbook, in both million gallons (MG) and acre-feet (AF).
Budget Component Equation Symbol Budget Value (MG) Budget Value (AF) Residential Indoor RIB 198.5 609.2
Residential Indoor Variances and Provisions RIV 0.0 0.0 Residential Outdoor ROB 165.7 508.6
Residential Outdoor Variances and Provisions ROV 0.0 0.0 CII with DIMs DIMB 31.1 95.6
Real Water Loss RW LB 48.0 147.2
Bonus Incentive BI 0.0 0.0
Sum (before INI) OBJ 443.3 1,360.5
Table 8: Individual budgets within the objective for fiscal year 2024-2025 The following section describes the step-by-step calculations that produced the final objective for fiscal year 2024-2025. All calculations are shown in million gallons.
1. The initial water use objective (not including INI, the bonus incentive, or the “no backsliding” provision) was calculated as follows:
Objinit = RIB + RIV + ROB + ROv + DIMB + RW LB
OBJinit = 198.5 + 0.0 + 165.7 + 0.0 + 31.1 + 48.0
OBJinit = 443.3 Million Gallons
2. The bonus incentive was reported as 0 or not calculated. Therefore, OBJ = OBJinit
OBJ = 443.3 Million Gallons
If you think the bonus incentive should be greater than 0, please review the values that were entered in the “Bonus Incentive” tab of the reporting form.
3. The calculated objective was less than actual water use for FY 2024-2025, so the 20% INI buffer was added to the objective.
Volume Equation Symbol Value (MG) Value (AF)
Objective without INI OBJ 443.3 1,360.5
Actual Water Use AW U 508.6 1,560.7
20 pct INI Volume (if applicable) ROIN I 65.9 202.3
Excluded Demands EXCL 161.6 495.9
Table 9: Summary of volumes used in steps 3 and 4 to compare to the SBx7-7 target volume OBJADJ = OBJ + ROIN I
OBJADJ = 509.2 Million Gallons
4. The “no backsliding” provision was assessed.
7 13
SBx7-7 Component Equation Symbol Value (MG) Value (AF)
SBx7-7 Target Volume SBXV 836.3 2,566.5
Process Water PW 0.0 0.0
Indirect Recycled IR 0.0 0.0
Total No Backsliding Volume SBXT OT 836.3 2,566.5
Table 10: Summary of supplier’s individual SBX7-7 target volume, plus any additional demands excluded from the original target
The sum of the objective plus excluded demands (OE) is as follows:
OE = OBJADJ + EXCL
OE = 509.2 + 161.6
OE = 670.9 Million Gallons
OE was less than the no backsliding volume, SBXT OT . Therefore, the final objective remains as calculated in the prior step.
OBJF INAL = OBJADJ
OBJF INAL = 509.2 Million Gallons
8 14
CITY OF SHASTA LAKE
CITY COUNCIL MEETING MINUTES
MINUTES OF THE REGULAR MEETING
HELD TUESDAY, MARCH 3, 2026, AT THE
CITY COUNCIL CHAMBERS, 4488 RED BLUFF ST, SHASTA LAKE, CALIFORNIA
1.0 CALL TO ORDER – REGULAR MEETING:
1.1 Mayor Jones convened the regular meeting at 6:00 PM
1.2 Council Members present: Morgan, Jones, Ringwelski, Watkins Councilwoman Coates was not in attendance.
1.3 The Pledge of Allegiance was led by Resident Maddie Ringwelski
1.4 Invocation was led by Councilwoman Morgan
2.0 AWARDS & RECOGNITIONS:
2.1 Proclamation: Employee Appreciation Day, March 6th, 2026.
2.2 Proclamation: International Women’s Day, March 8th, 2026.
3.0 PRESENTATIONS:
3.1 None
4.0 COMMISSION, COMMITTEE, AND OUTSIDE AGENCY REPORTS:
4.1 None
5.0 PUBLIC COMMENT:
Pamelyn Morgan, Shasta Lake resident
6.0 CONSENT AGENDA:
6.1 Minutes of the Regular Meeting of February 17, 2026.
6.2 Payrolls:
Period Ending: 2/14/2026 Paid Date: 2/20/2026 $178,931.04
6.3 Checks, E-payments, and wires:
1/22/2026 $402,223.37
1/29/2026 $441,307.85
2/5/2026 $251,055.77
2/12/2026 $2,657,131.82
2/19/2026 $491,341.73
15 6.4 Discussion and possible action to approve a Resolution accepting the City’s Conflict of Interest Code at the conclusion of its Biennial Review Process.
Motion/Vote
By motion made/seconded (Morgan/Ringwelski), and carried unanimously, the Consent Agenda was approved.
7.0 PUBLIC HEARINGS:
7.1 First reading of an Ordinance amending Chapter 12.08 of the Shasta Lake Municipal Code to clarify Administrative Authority related to park and recreation area fee exemptions and Reciprocal Agreements.
Public Comment
Rose Smith, Shasta Lake resident
Motion/Vote:
A motion was made/seconded (Morgan/Watkins), and carried unanimously, the first reading of the Ordinance was approved as amended.
8.0 REGULAR AGENDA:
8.1 Resolution CC 2026-12 adopting the updated Parks and Recreation Facility Use Fees.
Public Comment
None
Motion/Vote:
A motion was made/seconded (Watkins/Ringwelski), and carried unanimously, Item 8.1 was approved.
8.2 Resolution CC 2026-13 accepting the AB 1600 Development Fees Annual Report.
Public Comment
None
Motion/Vote:
A motion was made/seconded (Morgan/Jones), and carried unanimously, Item 8.2 was approved.
9.0 STAFF COMMENTS:
City Manager Jessaca Lugo gave the City Council an update on the possibility of the pickleball court resurfacing.
The City is looking at potential sites for the Windsor Estates neighborhood park.
The City has been given a 100% water allocation this year, and the design for the bureau pump replacement is underway.
16 10.0 CITY COUNCIL COMMENTS AND REPORTS:
ADJOURNMENT:
With no further business, Mayor Jones adjourned the meeting at 7:10 PM. ____________________________
CHARITY TATLOW, City Clerk
17 3/4/2026 8:46:57 AM Page 6 of 6
Payroll Check Register
City of Shasta Lake Report Summary
Pay Period: 2/15/2026-2/28/2026
Packet: PYPKT00712 - PE 2.28.2026
Payroll Set: City of Shasta Lake - 01
Type
6 Count
0 5,648.28
0.00 Regular Checks
Manual Checks
0 0.00
0 0.00
Amount
87 179,367.51
Total 93 185,015.79
Reversals
Voided Checks
Direct Deposits
18 Report and Recommendations 6.3 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
____________________________________________________________ TO: Mayor and City Council Members
FROM: Jason Peterson, Finance Director
DATE: March 17, 2026
SUBJECT: INFORMATION ITEM – MONTHLY REPORTS OF INVESTMENT FOR THE PERIODS ENDING FEBRUARY 28, 2026
FILE NO.:
RECOMMENDATION
Staff recommends that the City Council receive a report of the Cash and Investment Report for the period ending February 2026.
BACKGROUND
Pursuant to the City of Shasta Lake’s Adopted Investment Policy and Government Code Section 53607, the Finance Director will submit a report of investment transactions to the City Council monthly.
Staff requests the City Council or the public to submit questions regarding the reports prior to the City Council Meeting to permit time to research the question.
FISCAL IMPACTS
There will be no fiscal impact as a result of this information item.
ATTACHMENTS
LAIF Statement
Chandler Investment Summary Report
External Link: Monthly Investment Reports (Full Report)
DISTRIBUTION
City Council
City Attorney
19 Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209-0001
(916) 653-3001
March 06, 2026
LAIF Home
PMIA Average Monthly
Yields
CITY OF SHASTA LAKE
FINANCE DIRECTOR
4477 MAIN STREET
SHASTA LAKE, CA 96019
Account Number: 98-45-868
February 2026 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 12,129,342.72
Total Withdrawal: 0.00 Ending Balance: 12,129,342.72
3/6/26, 11:43 AM LAIF Regular Monthly Statement
https://laifms.treasurer.ca.gov/RegularStatement.aspx 1/1 20 MONTHLY ACCOUNT STATEMENT
City of Shasta Lake | Account #10203 | As of February 28, 2026 CHANDLER ASSET MANAGEMENT | chandlerasset.com
Information contained herein is confidential. We urge you to compare this statement to the one you receive from your qualified custodian. Please see Important Disclosures at the end of the statement.
Chandler Team:
For questions about your account, please call (800) 317-4747, or contact [email protected]
Custodian:
US Bank
21 CONFIDENTIAL | 2
City of Shasta Lake | Account #10203 | As of February 28, 2026 Execution Time: 03/04/2026 09:08:06 AM Chandler Asset Management | [email protected] | www.chandlerasset.com | 800.317.4747
PORTFOLIO SUMMARY
Portfolio Characteristics
Sector Allocation
Performance Review
Account Summary
Maturity Distribution
Top Issuers
Credit Quality*
Total Rate of Return** 1M 3M YTD 1YR 2YRS 3YRS 5YRS 10YRS Since Inception (01/01/14)
City of Shasta Lake 0.58% 1.14% 0.85% 5.13% 5.30% 5.12% 2.35% 2.16% 2.02% Benchmark Return 0.52% 1.06% 0.73% 4.69% 4.98% 4.75% 1.95% 1.85% 1.68% Average Modified Duration 1.78
Average Coupon 4.10%
Average Purchase YTM 4.34%
Average Market YTM 3.64%
Average Credit Quality* AA
Average Final Maturity 2.16
Average Life 1.94
End Values as of
01/31/2026
End Values as of
02/28/2026
Market Value 37,714,460.99 37,944,315.63
Accrued Interest 337,293.74 326,884.83
Total Market Value 38,051,754.73 38,271,200.46
Income Earned 126,224.10 95,997.92
Cont/WD 0.00 0.00
Par 37,509,334.85 37,644,571.24
Book Value 37,387,246.46 37,527,598.91
Cost Value 37,218,509.25 37,353,637.79
United States 40.87%
Federal Home Loan Mortgage Corp 9.12%
Federal Home Loan Banks 7.69%
Farm Credit System 2.08%
Bank of America Credit Card Trust 1.76%
PACCAR Inc 1.70%
Hyundai Auto Receivables Trust 1.35%
Walmart Inc. 1.34%
**Periods over 1 year are annualized.
Benchmark: ICE BofA 1-3 Year US Treasury & Agency Index *The average credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. 22 Report and Recommendations 6.4 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
____________________________________________________________ TO: Mayor and City Council Members
FROM: Peter Bird, Senior Planner
DATE: March 17, 2026
SUBJECT: EXECUTION OF CONTRACT WITH BLUE POINT PLANNING, LLC. FOR THE PARKS MASTER PLAN UPDATE PROJECT
FILE NO.:
RECOMMENDATION
Staff recommends that the City Council authorize the City Manager, or designee, to execute a contract with Blue Point Planning, LLC, not to exceed $270,000 for the update to the City of Shasta Lake Parks and Recreation Master Plan.
BACKGROUND
At a Council meeting on October 15, 2024, Council approved (Resolution CC-2024-70), an application for funding and the execution of a grant agreement to the State’s 2024 CDBG Program, for the purpose of completing the City of Shasta Lake Parks Master Plan.
The City of Shasta Lake’s Parks and Recreation Master Plan Update will replace and modernize the City’s 2005 plan with a concise, user-friendly, data-driven, and communityinformed document that reflects current conditions, updated General Plan priorities, and extensive public input. The Master Plan will serve as a 5–15-year roadmap to guide decision-making for the planning, programming, operation, protection, maintenance, and development of the City’s parks, trails, open spaces, recreation facilities, and programs— emphasizing long-term sustainability, fiscal responsibility, and equitable access for the community.
The update will include a baseline assessment and inventory of existing facilities and programs, a needs and gap analysis, and robust community engagement that meets CDBG citizen participation requirements (including accessible, multilingual outreach). It will also develop prioritized recommendations supported by conceptual alternatives, 23 preliminary cost estimates, environmental considerations/constraints, phasing, and funding strategies; integrate and modernize bicycle/pedestrian elements from the 2009 Bicycle Transportation Plan into a unified park–trail mobility system; and produce a Conceptual Trail Plan to support future design, environmental review, permitting, and implementation.
SELECTION PROCESS:
On December 10, 2025, a formal Request for Qualifications and Proposal (RFQ&P) was advertised to obtain a qualified firm to complete the Plan. Proposals were required to include service fees for the entire scope of services in a separate envelope to be opened after the proposal ranking and interview process.
A review and selection panel was formed with City staff members from the Development Services, Economic and Community Development, and Public Works departments. Three proposals and service fee submittals were received by January 16th, from Blue Point Planning, WRT Design + Planning, and Melton Design Group.
Upon completion of the review process, the selection panel found that Blue Point Planning possessed the ideal qualifications, including technical expertise and a history of completing park master plans in similar communities, to facilitate the successful completion of the Plan.
Council Action Requested
Staff requests that the City Council authorize the City Manager, or designee, to execute a contract with Blue Point Planning, LLC, for an amount not to exceed $270,000 for the update to the Parks and Recreation Master Plan.
FISCAL IMPACTS:
Contract is funded entirely through CDBG grant funds, not to exceed $270,000
ATTACHMENTS
Resolution; XXXXXXX
Attachment B: Blue Point RFQ/P and Scope
DISTRIBUTION
City Council
24 RESOLUTION CC 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHASTA LAKE
AUTHORIZING THE CITY MANAGER, OR DESIGNEE, TO EXECUTE A CONTRACT
WITH BLUE POINT PLANNING, LLC FOR THE PARKS AND RECREATION MASTER PLAN UPDATE, IN AN AMOUNT NOT TO EXCEED $270,000.00 WHEREAS, the City wishes to proceed as previously directed by the City Council and complete an update to the City of Shasta Lake Parks and Recreation Master Plan; and WHEREAS, the City has issued a Request for Qualifications and Proposals, received and reviewed said proposal, selected the most qualified firm to provide professional services for the project, and negotiated an acceptable scope of work and fee for said services.
NOW, THEREFORE, BE IT RESOLVED that the City of Shasta Lake hereby authorizes the City Manager, or designee, to enter into a contract with Blue Point Planning, LLC. for the Parks and Recreation Master Plan Update, in an amount not to exceed $270,000.
PASSED, APPROVED, AND ADOPTED this 17th day of March, 2026, by the following vote:
AYES:
NOES:
ABSENT:
_________________________________
JUSTIN JONES, Mayor
ATTEST:
______________________________
CHARITY TATLOW, CMC
City Clerk
25 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 1
Parks and Recreation Master Plan Revised Scope
BluePoint’s proposed scope builds on the items in the RFP, incorporating three “engagement windows” that group on-the-ground activities to efficiently use consultant time and build momentum for the process.
The schedule and process graphic on Proposal page E.2 illustrates how we envision the following tasks flowing over the time of the project. Conceptually, we have broken the project into three phases: Existing Conditions & Visioning; Needs, Opportunities, and Strategies; and Draft and Final Plan. We anticipate approximately a 16-month schedule, depending on review periods for deliverables, particularly the public draft, scheduling of key meetings, and hearings. While the following tasks generally follow the items spelled out in the RFP, we have focused on the highest impact items that appear in a Master Plan, with optional tasks included. We have moved Tasks where necessary to show our workflow and process.
Task 1. Project Management
1.1 Project Kickoff Meeting and Project Management
BluePoint will have an initial virtual kickoff meeting, followed by an in-person meeting as part of Engagement Window 1. During the initial call, we will review the scope of work and schedule and clarify the requirements for the project. Using this meeting to adjust any scope items as needed, identify major deadlines and deliverables, and any additional information that the project team deems important. In addition, we will discuss the logistics of the initial Engagement Window and the parks tour. We will also request all necessary existing documents, studies, maps, previous planning documents, etc., including identifying any missing data and information necessary to proceed.
The Project Team, led by Project Manager Hayley Reda and including other team members as needed, will hold regular check in and coordination calls with City of Shasta Lake’s project manager and other key staff to keep the project moving forward and to ensure timely response to questions, review of materials, and to maintain the timeline. Progress meetings will be held not less than once per month.
BluePoint will provide the project team with work products and a meeting agenda at least three working days before each progress meeting.
This task is for the BluePoint Team’s ongoing budget, schedule, and scope management to ensure that the project is delivered on time and on budget. In addition, this task allows for active management, to identify potential approaches to incorporate any unforeseen course corrections and changes as we progress while remaining on time and on budget.
26 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 2
1.2 Document Review and Policy Consistency Matrix
As Parks and Recreation planners, we understand that this Master Plan is an interconnected document that should contribute to and provide support to the City’s vision and goals. In order to ensure that this document is aligned with previous planning efforts, the BluePoint Team will review and analyze data and review key documents, materials, plans and reports, and any other relevant information. We will review up to 15 studies and documents, creating an excel spreadsheet to highlight key goals or elements that are relevant to this Plan. This matrix will include the 2009 Bicycle Transportation Plan and it’s exhibits.
This will also consider other related active planning efforts that the Park and Recreation Master Plan should coordinate with, related to policy or engagement opportunities – notably the recently completed General Plan. Throughout the Plan development, BluePoint will return to this Policy Consistency Matrix to ensure that the final Master Plan is in line with other City and regional documents.
1.3 CEQA/NEPA Baseline Assessment
The Rincon management team, Matt Maddox and Emily Marino, will participate in a virtual kickoff/coordination meeting with the City and project team to tailor the planning process to address specific needs and goals of the City and confirm the project description, scope of work, deliverables, and schedule, and confirm HUD Environmental Review Online System (HEROS) access to submit the project as a Partner User to the City. In addition, Rincon will attend a second meeting with the City and project team to broadly discuss the environmental constraints and CEQA implications for the Parks and Recreation Master Plan Update, including the implications for updating the bikeway and trail system.
This task also includes time for the minimal project coordination and management required for the CEQA and NEPA analyses. Rincon’s Project Manager will be responsible for general day-to-day project management tasks, including team management, coordination and communication with the City and BluePoint, and monthly invoicing with progress reports. As part of this assignment, Rincon’s Project Manager and Principal-in-Charge will conduct up to one additional check-in call with the City and/or BluePoint to review project status and discuss project needs and concerns.
Deliverables:
• Project Management Agendas, Meeting Materials, and Meeting Notes • Photo Documentation
• Progress Reports and Updates
• Policy Consistency Matrix
• CEQA/NEPA Meetings (3)
Task 2. Inventory of Existing Facilities
Task 2 focuses on developing a baseline understanding of the parks, recreation programs, and associated facilities and the City’s planning context. This includes building an understanding of the City services and operations, and identifying assets provided by other agencies, as well as demographics and trends. This task also incorporates field work – visiting key parks and facilities. We will begin the assessment and developing the inventory in this phase, as well as working with the City to articulate goals and objectives for the project and for the parks in general. The result of this task will be an Existing 27 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 3
Conditions Summary Report that includes a detailed inventory, initial system assessment, community profile, and other relevant baseline data.
2.1 Parks and Recreation Inventory and Conditions Assessment The BluePoint Team will review and analyze data the City’s GIS database and information related to parks and facilities. Using City provided information, in-person tours, and readily available mapping and visual tools, the Team will prepare a parks and facilities inventory database. The inventory process will consider:
• Physical conditions, features, amenities, opportunities, and constraints • Functional assessment of park and amenities
• Park and facility classification
• Service area
• Use patterns that impact access, park maintenance, or safety • Unique aesthetics and character
• Access, circulation, and parking
• Other values identified by community and staff
• Opportunities to incorporate sustainability
This information will be presented in a clear report format that will be used throughout the process and updated as necessary with additional details. Pertinent information will be incorporated into the Existing Conditions Summary Report and Needs Assessment as appropriate.
During Engagement Window #1, we propose touring the City’s parks. During the tours, we will begin the inventory process, talk with park staff about the issues, needs, and opportunities. Additional field time is allotted to complete the inventory utilizing GIS Survey 1-2-3. Using an agreed upon rating system, we will make a general assessment of the condition of the facilities and amenities as it relates to intended function and actual physical condition. This inventory will be displayed in a database format, such as Filemaker Pro, Airtable, or Microsoft Lists, depending on the City’s needs. BluePoint will utilize the City’s GIS information, including park inventory data and landowners’ information. Photo documentation will be integrated into Existing Conditions document and provided in a digital file.
2.2 Assessment of Other Providers
During the inventory process, the Team will also conduct an inventory of other major providers, such as an organized inventory of Gateway Unified School District facilities, state and federal lands, and nonprofits. This inventory will be high-level, identifying the site, owner, and geographic area served. This assessment will be used to address any gaps in services that the City provides.
2.3 Assessment of Recreation Programs
Recreation programs are essential to helping to activate parks and to providing a range of services for community members. BluePoint will catalog current offerings and identify programmatic opportunities and assess with the community needs to determine gaps. We will also consider the programming 28 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 4
offered by other agencies, private entities, schools, and non-profit organizations. The program assessment will start in this early phase and become an ongoing element to consider and build upon and ultimately be integrated into the final Master Plan as a set of recommendations. For the programs/program areas identified in this task, we will indicate the potential opportunity for revenue, management, and overall costs implications.
This inventory and assessment will be included within the Existing Conditions Summary in Task 2.5 and future opportunities will be identified in the Needs Assessment and will ultimately inform Master Plan recommendations.
2.4 Trail Assessment
Similar to the assessment of other providers of parks and recreation opportunities, the Team will use GIS and other available data sources to identify major regional trails systems within five miles of the City.
This will be delivered in a map format and gaps will be identified in the Existing Conditions analysis.
2.5 Demographics, Trends, Community Profile, and Peer Communities The BluePoint Team will review current and projected population and demographic characteristics, incorporating population profile information drawn from the most relevant and current data, and develop an analysis of relevant trends in parks and recreation in similar communities.
BluePoint will work with the City to identify appropriate comparable Cities/or park systems, ideally within California or with similar characteristics to serve as reference. We will identify up to five communities to evaluate. For each community, we will gather information on the type, size, amenities, and use of its parks, the user fees, and community demographics. BluePoint has an existing database of much of this information and will gather additional information as needed. The comparable information will be incorporated into the Existing Conditions Summary Report. These communities will also be used as the communities in Task 8, to compare funding and operations.
2.6 Existing Conditions Summary
The Existing Conditions Summary will provide a review of the existing parks and recreation system, frame key issues, and serve as a foundation for the Needs Assessment and subsequent Parks and Recreation Master Plan. It will incorporate a summary of all work completed in Task 2. The Existing Conditions Presentation and Summary is a general statement of what has been observed and gathered from the work to date and will be provided as a PDF for ongoing reference. The summary is not intended to have detailed City review except as it pertains to correcting mistakes or gaps in data. The Existing Conditions Summary will include:
• Demographics, Trends, Community Profile, and Peer Communities Comparisons • Maps and graphics analyzing existing conditions and community needs related to parks including o Distribution/service areas of existing parks:
o Distribution of key park amenities
o Connectivity and access to parks
• Initial Inventory and Assessment of Facilities
29 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 5
• Recreation Program Inventory and Initial Assessment
• Trail Inventory and Map
• Initial Fee Assessment Findings
• Findings from Engagement Window #1
• Unmet needs in terms of desired park amenities, maintenance or deferred maintenance, and access improvements
• Identification of vacant lot/property acquisition opportunities and mapping • Presentation slide deck summary
Deliverables:
• Parks Tour and Fieldwork
• Draft and Revised Inventory and Conditions assessment • Draft and Revised Recreation Program Inventory
• Trail Map
• Existing Conditions Summary Report
Task 4. Needs Assessment and Gaps Analysis
Task 4 includes the Needs Assessment, Master Plan Vision and Goals, and Organization and Staffing Analysis, providing the building blocks to develop the recommendations in Task 6.
4.1 Needs Assessment Analysis
The BluePoint Team will provide a clear Needs Assessment Analysis utilizing the information from the Existing Conditions and engagement activities to date. The Team will develop a comprehensive Needs Assessment presentation and summary that incorporates the findings of previous tasks and analyzes the gaps and needs for City parks, facilities, recreation program improvements, additions and overall enhancements. Based on best practices, BluePoint does not solely utilize the traditional level of service analysis, but instead assesses each element of the analysis detailed above to understand needs. The graphic on the next page illustrates the holistic and comprehensive nature of this analysis. The Needs Assessment will include:
• Overall System and Operational Gaps, Issues, Opportunities, and Constraints • Findings from trends analysis in Task 2.5
• Recreation Program and Events Analysis
• GIS Mapping Indicating Gaps and Needs
• Parks Classification Updates
This analysis will be presented as a Needs Assessment summary presentation, accompanied by a short memo if needed. The findings will be presented to the Commissions and Council and will be used in the development of recommendations.
30 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 6
4.2 Vision and Goals
Based on the community engagement process and the Needs Assessment, BluePoint will develop an overarching Vision and Master Plan Goals to focus and direct the development of the Plan and decisionmaking. The overall vision will lead the City in developing a park system that serves all community members for the next 5 to 15 years. The goals will highlight key aspects of the Master Plan, and also serve as an organizational structure for recommendations and prioritization. The City will review and provide feedback on the Vision and Goals framework to inform the rest of the Plan development.
4.3 Organizational and Staffing Analysis
BluePoint will evaluate the organizational structure of the City Parks and Recreation Department, staffing levels for parks and recreation services and operational practices, and key services provided.
This will include benchmarking with NRPA data, and the peer communities investigated in Task 2.5. The analysis will inform needs and be incorporated into recommendations and the Final Plan.
This task assumes that the City will be able to provide budgets, staffing organization charts, and operational policies to BluePoint for analysis.
Deliverables:
• Needs Assessment Presentation
• Vision and Goals, with 2 Rounds of Revision
• Organization and Staffing Memo
Task 5. Public Outreach and Engagement
Community engagement activities will take place throughout the process, with timing and specifics refined during preparation of the Community Engagement Plan in Task 5.1. The engagement program will be multi-layered and interactive and include both in-person and online opportunities to participate.
In-person activities will be grouped to occur during three Engagement Windows that occur over the course of the process, as shown in the schedule diagram. In addition, we have suggested several opportunities for staff to extend engagement by using our Outreach Toolkits enabling broader and deeper engagement at each step.
5.1 Outreach and Engagement Plan
The BluePoint Team will develop a community engagement plan to direct and guide our efforts. The plan will be developed after the project kickoff meeting to account for any refinements to the engagement program included in this proposal. The plan will define the methods, tools, timing and specific roles and responsibilities for BluePoint and the City for each round of engagement. It will also set goals and objectives, allowing us to measure effectiveness and adjust the outreach program as the project progresses. The plan can also draw on past experiences that the City has had with engagement – such as the recently completed General Plan – and integrate any best practices or lessons learned.
Additionally, the Outreach and Engagement Plan will identify residents that traditionally are not represented in typical City planning processes as well as consider visitors and how to best consider their 31 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 7
needs as appropriate. By designing engagement specifically to reach throughout the community, outreach and engagement can be tailored to the communities’ needs.
5.2 Engagement Window #1
During the first site visit, the BluePoint Team will be focused on gathering gaps and needs from the community and key stakeholders. In addition, the Team will be undergoing the Inventory in Task 2.1.
This window will consist of up to 6 Stakeholder Interviews, up to 4 Focus Groups, a Community Survey, 1 City Council Meeting, 1 Parks and Recreation Commission Meeting, and 1 Planning Commission Meeting.
Stakeholder/Focus Groups
BluePoint Team will hold a combination of stakeholder interviews and/or a series of small group listening sessions for different user groups and special interests to allow for more in-depth feedback.
This budget allows for approximately 6 interviews and 4 focus groups – but can be adjusted based on need. These early meetings establish relationships with organizations who can help to expand engagement for the entire project and allow for the project team to hear from a variety of stakeholders early in the process. The Team will work with staff to determine the best approach to engage and work with special interest groups (Chamber of Commerce, Businesses, Schools, Sports Groups, etc.) and key stakeholders throughout the City, such as youth, seniors, and pedestrian or bicycle advocates.
These small groups expand engagement beyond a survey alone. The budget allows for a series of small group meetings over two days to understand overarching needs, issues, challenges and goals for the City parks. We assume that the stakeholder interviews will be held online, while focus groups can either occur during the in-person engagement window or online, depending on the availability and desire of participants. A summary of results will be incorporated into the Existing Conditions Report.
Community Survey
BluePoint recommends the use of an online Community Survey in lieu of a statically valid survey based on time, budget, and survey purpose. For this task, BluePoint Planning will develop an online Community Survey that is distributed through existing City channels, partners, nonprofits, City Parks and Recreation website, and local neighborhood groups. A simplified paper survey can also be developed in concert for use by partners as needed. While an online survey does not provide a scientific level of evaluation, it is an excellent way to engage a large audience in the discussion within the timeframe identified for a reasonable cost. Due to the small size of the City, a well-publicized online survey is significantly more cost effective. The Team will develop a survey instrument that will gather information about the community’s needs and opportunities for City parks and recreation. The survey responses can also be analyzed by neighborhood.
Decision-Maker Meetings
At the outset of the project, BluePoint will present to the City Council, Parks and Recreation Commission, and the Planning Commission in separate meetings. This presentation will include an overview of the project and any key milestones, allowing them to provide input at the onset of the process. These meetings will either occur during the in-person Engagement Window #1, or will be done virtually. These meetings are critical to ensure that decision-makers are bought-in to the planning 32 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 8
process, and any roadblocks or concerns are addressed during the planning stage, rather than these issues coming up during the adoption process
5.3 Engagement Window #2
The BluePoint Team will engage the community in-person as part of Engagement Window #2 to gain insight into the community’s vision, goals and needs for parks and recreation. This window will consist of 3 Tabling Events, 1 Parks and Recreation Commission Meeting, 1 Planning Commission Meeting, 1 Community Workshop, and 1 Windsor Estates Community Workshop.
Tabling
One way to reach community members that may not attend a Community Workshop or take a Community Survey is to offer opportunities for people to provide feedback when they are going about their daily lives. This is best done through tabling, or pop-ups, at schools, farmer’s markets, local events, and businesses. For example, when working in Lake County, the Team popped up at a library and on a busy day at the County administrative center, asking those who walked by to spend a few minutes interacting with a series of boards and sharing their thoughts. BluePoint will develop a simple, yet engaging set of materials (Outreach Toolkit) that can be used throughout the community to collect feedback. This task covers up to six tabling events, materials, and a summary.
Decision-Maker Meetings
BluePoint will present to the Parks and Recreation Commission and the Planning Commission to share key findings from the Existing Conditions and the first Engagement Window. These meetings will either occur during the in-person Engagement Window #2, or will be done virtually.
Community Workshop
BluePoint will engage the community in-person at a Community Workshop to gain insight into the community’s vision, goals, and needs for parks, recreation, and trails. The Team will develop an engaging presentation, agenda, interactive visioning exercise, and facilitate and graphically record the meeting. We will work with the City to identify the appropriate format and location for these workshops, ensuring that it is a welcoming, accessible venue that appeals to the community as a whole.
The Team will work with the City to develop a format to best share information, engage community members, and gather feedback. For example, when working in the City of Missoula, BluePoint held several workshops that followed various formats. Some were traditional workshops with a presentation and question-and-answer section, while others were more open-house style where residents dropped in and interacted with stations – including identifying specific locations for improvements on a large map of the City, voting on Citywide priorities through a series of posters, or watching a video sharing survey findings. We will use our experience and expertise in developing engaging, useful workshops to best fit the needs of the community.
Windsor Estates Community Workshop
As specified in the RFP, the Team will host a Windsor Estates-specific workshop that will mirror the Community Workshop, but will focus on issues specific to this community. We recommend this occurring during Engagement Window #2 so that residents can shape the vision and goals of the Plan, as 33 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 9
well as communicate their specific needs, but the exact timing of this workshop can be adapted, based on the Outreach and Engagement Plan.
5.4 Engagement Window #3
During Engagement Window #3, the BluePoint Team will engage the community in person through a workshop and pop ups to receive feedback on the recommendations and priorities. This window will consist of 1 Community Workshop, 1 City Council Meeting, 1 Parks and Recreation Commission Meeting, and 1 Planning Commission Meeting.
Community Workshop
Similar to the Community Workshop in Engagement Window #2, the Team will work with the City to identify the best format, location, and materials for this workshop. It will be designed to provide information and provide an interactive forum for community members to express their preferences, interest areas, and priorities for the Master Plan projects and programs. The Team will develop an agenda, presentation, outreach materials, and facilitate and document the workshop.
Decision-Maker Meetings
BluePoint will present to the City Council, the Parks and Recreation Commission, and the Planning Commission to share the draft Master Plan, allowing for them to share initial thoughts before the final Master Plan is developed and taken to them for adoption. These meetings will either occur during the in-person Engagement Window #3, or will be done virtually.
5.5 Collateral Development
For each Engagement Window, BluePoint will develop a set of outreach materials. Depending on the final Community Engagement Plan, these materials may include meeting flyers, social media posts, short videos, newsletter postings, and similar. These materials can be shared with partner organizations to help publicize engagement opportunities, ensuring that there is a wide reach for each event.
This effort will include translation of these materials into English and Spanish and provide for simple updates for each engagement effort. All materials will be ADA compliant.
Deliverables:
• Outreach and Engagement Plan
• Engagement Window #1, 2, 3 Materials, Events, and Summary • Collateral for each Window
• CDBG Citizen Participant Tracking Documentation (Sign-in Sheets, Outreach Logs, LMI Tracking) and Photo Documentation, as appropriate
Task 6. Identify Proposed Improvements and Standards for Programming and Facilities
Task 6 includes the Draft Master Plan Recommendations for parks, recreation, trails, staffing, and funding. These recommendations will be provided as a single comprehensive presentation as well as 34 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 10
with key maps and supporting material as needed and provide the building blocks for the Parks and Recreation Master Plan document that will be produced, refined, and adopted during Task 11.
6.1 Park Recommendations
Based on the work completed to date, BluePoint will develop recommendations for existing developed sites, planned parks, and potential new park land acquisitions. This will include modifications to existing parks and open space, based on the analysis and engagement done to date.
Additionally, the park recommendations will include opportunities for future park development or acquisition. Sites will be previously identified in the Needs Assessment, based on the availability of parcels and the needs of the community.
6.2 Recreation Facility and Program Recommendations
BluePoint will also create a series of recommendations for recreation programming and facilities, for the City’s role in recreation facilities and programming, and operational and financial implications and opportunities. This will include incorporating information from the Needs Assessment on fees, policies and partnerships, such as opportunities for adult, youth, and senior leagues. This information will be integrated into the Master Plan.
6.3 Trail Recommendations
Trail specific recommendations will be based on the work done Task 2.3, the trail assessment, as well as other analysis included in the Needs Assessment and through community engagement. Trail recommendations will include opportunities to improve existing trails, trail standards, and key areas to develop to create a comprehensive trail system.
6.4 Operations, Revenue, and Management Recommendations The BluePoint team will prepare a high-level analysis that address how the City provides park and recreation services, addressing organizational structure, staffing, operations, and maintenance, interdepartmental and interagency coordination, and public communications. This section will address questions including what is needed for regular ongoing maintenance, such as cleaning bathrooms, managing garbage, as well as recommendations for order-of-magnitude maintenance budgets for ongoing facilities and park infrastructure, buildings, and the like. City involvement and support of current practices, budgeting and approaches will be critical to this effort. Strategies will consider creating standard maintenance funding levels for existing elements as well as for any new facilities. This information will be integrated into the Master Plan.
6.5 Sustainability Management Plan for Park Operations
Parks are often impacted by the negative effects of climate change, resulting in extreme heat, precipitation, wildfires, and habitat stressors. All of these elements are concerns for parks and recreation departments. BluePoint has integrated climate considerations and solutions in all of it’s plans for years as we see parks and recreation departments and important agents in operating sustainably as well as helping to support citywide sustainability. At the same time, parks and open space are one of the greatest underutilized solutions to address these impacts and reduce carbon emissions. Funding in 35 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 11
the coming years will focus on these opportunities. As such, we will ensure that the Master Plan considers and leverages multi-benefit solutions that support resilience and environmental health.
BluePoint will develop specific sustainability recommendations to better protect the City’s parks, while also utilizing nature-based solutions to reduce maintenance needs and create sustainable solutions. We will leverage existing resources like SITES or ReScape landscaping best practices and principles.
6.6 Proposed Improvements and Standards for Programming and Facilities The Team, led by Landscape Architect Bernie Alonzo, will develop graphic concepts - conceptual design alternatives and visual renderings - suitable for grant applications and for use in discussions with project leadership, partners, and the public. Graphics will be informed by and coordinated with analyses and recommendations generated in Task 6 and related tasks.
The Conceptual Design Alternatives graphics will depict proposed improvements and priorities, programming intent, and their relationship to phasing, constraints, and preliminary cost estimates. The Conceptual Trail Plan will include graphics that communicate the overall trail network vision for public and private lands in and around the City of Shasta Lake, illustrating connectivity, key opportunity areas, and the intended user experience (with emphasis on mountain biking and outdoor recreation) to support future detailed design, environmental review, permitting, and phased implementation.
Deliverables:
• Initial Parks Recommendations
• Initial Recreation Facility and Program Recommendations • Initial Trail Recommendations
• Initial Operations Recommendations
• Initial Sustainability Management Plan Recommendations • Conceptual Design Alternatives
• General Environment Constraint Considerations
• Conceptual Trail Plan
Task 8. Assess Existing Fee Schedules
8.1 Initiate Project and Provide Project Management
EPS will participate in a virtual kick-off meeting with City staff and the consultant team to discuss and refine the overall Project goals, scope of work, schedule, contacts, and communication protocols. EPS recommends inclusion of the City Attorney’s Office/legal counsel in this initial meeting. During the kickoff meeting and as part of the project initiation phase, key topics to be discussed will include:
• The City’s existing parkland dedication requirements and potential changes. • Successes and challenges related to existing parks and recreation funding sources, and input on potential new funding sources, such as grants, assessments, special districts, partnerships, or other non-fee revenues.
• Applicable service standards, levels of service, and capital improvement needs. 36 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 12
• Short- and long-term development forecasts, including any applicable Development Agreements (DAs).
• Residential development feasibility considerations.
• Relevant State law requirements and recent court decisions. • Identification of key stakeholder groups.
This task includes ongoing project management including coordination with the City and consultant team and other identified stakeholders. Over the course of the project, EPS anticipates attending up to three (3) virtual project meetings to discuss preliminary findings and deliverables.
8.2 Review and Evaluate Data
EPS will review the pertinent background materials from the City, request additional materials where necessary, and discuss data needs and interpretations with City staff. Key data collection and research tasks are described below.
8.2.1 Demographic Overview and Growth Projections
EPS will coordinate with the City and BluePoint to understand and evaluate existing and projected residential and non-residential development in the City. EPS will review the City’s General Plan and other public facility planning documents to determine appropriate planning horizons and development projections. This information will be used to assess existing and projected funding adequacy, as generated by new development. This information will also be used to inform the Existing Conditions document.
8.2.2 Existing Inventory, Standards, and Capital Improvement Program As part of the fee assessment, EPS will work with City staff and the consultant team to review and document the City’s existing inventory of parks and recreation facilities, applicable service standards, and current levels of service. This review will help establish the context for evaluating how existing fee programs relate to the facilities and improvements they are intended to support. EPS will also review available planning documents and updates to the Master Plan in real time to understand the City’s identified parkland and facility needs. As part of this review, EPS will also summarize the purpose and structure of existing facility use fees and the extent to which they are intended to support operations, maintenance, or cost recovery for parks and recreation facilities. EPS will summarize this information to provide a foundation for evaluating the adequacy of existing funding mechanisms and identifying potential gaps.
8.2.3 Park Facility Costs
Once a list of required park and recreation facilities is compiled and vetted, EPS will work with City staff and the consultant team to develop planning-level cost estimates using unit costs based on relevant City data, recently completed projects, and cost estimates developed as part of past Master Plans. For some facility costs, these estimates may need to be escalated using a construction cost index. These cost estimates will be used to support an evaluation of funding adequacy and to inform discussion of potential adjustments to existing fee programs and potential additional funding strategies. 37 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 13
8.3 Peer Jurisdiction Funding Comparison
To provide context for evaluating the City’s existing park and recreation fee structure, EPS will build on the work done in Task 2.4 to bolster the comparable communities’ findings. For each peer jurisdiction, EPS will summarize key elements of parks and recreation funding practices, including the use of Quimby Act and/or Mitigation Fee Act fees, relative fee levels, the timing of the most recent updates, and the role of complementary funding mechanisms for capital facilities and ongoing operations and maintenance. Findings will be summarized in a concise comparative matrix and supporting narrative to inform policy discussions and evaluation of funding adequacy.
8.4: Prepare Parks and Recreation Funding Assessment Memorandum Building on work under previous tasks, EPS will prepare a consolidated analysis evaluating the adequacy of the City’s existing parks and recreation funding mechanisms, including development-related fees that support capital facilities and facility use fees that contribute to ongoing operations and maintenance.
This task will synthesize information related to development projections, existing facilities and service standards, identified capital improvement needs, facility cost estimates, and comparative fee practices to assess how current funding tools perform relative to planned parks and recreation improvements.
EPS will identify funding gaps related to both capital improvements and ongoing facility operations and evaluate potential strategies to address those gaps. These strategies may include refinements to existing funding sources, as well as consideration of complementary funding sources discussed with City staff.
EPS will incorporate relevant statutory requirements and best practices associated with Mitigation Fee Act, AB 602, and other applicable legal considerations into its analysis. EPS does not provide legal opinions but will work closely with City staff and City legal experts to identify policy options consistent with current legal guidance and local risk tolerance. As part of this coordination, EPS anticipates supporting up to two focused discussions with City staff and legal counsel—one earlier in the process to confirm a consistent understanding of the legal framework and policy approach, and a second later in the process to review preliminary findings and funding strategy options.
EPS will prepare a draft funding assessment memorandum for City staff review and comment. Following receipt of one set of consolidated comments, EPS will prepare a final deliverable that summarizes key findings and policy-level recommendations in a format suitable for inclusion in or in tandem with the updated Parks and Recreation Master Plan and for use by City decision-makers in future implementation efforts. The findings from this memo will be incorporated into Task 10, the Implementation Plan.
Deliverables
• Draft and final parks and recreation funding assessment memorandum Task 10. Implementation Plan
10.1 Implementation Plan
Based on information received in prior tasks, BluePoint will develop an Implementation Plan for the Master Plan recommendations. As part of this we will create a set of criteria for developing and updating prioritization of future projects. Criteria may include:
38 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 14
• Public health, wellness, and safety
• Community values and support
• Service gaps and unmet demand
• Perceived urgency of need
• Protection of existing infrastructure / maintenance efficiencies • Order of magnitude project costs (construction, operation) • Collaborative opportunities
• Potential funding availability and sources
• Sustainability and conservation
• Neighborhood enhancement and economic benefit
Using the criteria, BluePoint will develop an initial implementation and phasing plan for the Final Plan.
The phasing will address short-term annual projects that enhance or add uses at existing facilities or provide immediate relief to a community or group that is currently underserved as well as long term projects that include major construction and/or acquisition of new facilities, including discussion of needs, locations, funding and financing strategies and types of facilities.
Deliverables:
• Implementation Plan
Task 11. Master Plan Document
To simplify the scope and budget, BluePoint has combined Tasks 11, 12, and 13. In these tasks, the BluePoint Team will take all the work completed to date and develop the Master Plan report, refine it based on staff, community, and decision-maker feedback, and finalize it for adoption.
11.1 Administrative Draft Master Plan
The BluePoint Team will develop the Administrative Draft Park and Recreation Master Plan for review by City staff. The Administrative Draft Master Plan will be in MS Word for Staff comments and edits. This draft will include the phasing plan and funding recommendations, proving a “roadmap” for action. This task allows for two rounds of consolidated staff comments.
11.2 Public Review Draft Master Plan
Based on staff comments, the BluePoint Team will revise the document into a second draft of the Master Plan for public review. This document will be in layout format and include maps, graphics, and photographs. The Plan will be designed for ease of use and to be graphically engaging. BluePoint will provide a sample design layout for City approval before putting the document into layout version. Once the document has been formatted, the City will provide one set of consolidated comments before it goes out for public comment. BluePoint will use our Community Doc online commenting tool to enable easy community comments and analysis. This tool allows for community members to simply click on a PDF and leave a comment or question.
BluePoint will provide web and print ready, accessible PDFs, and upload the draft to the City website. 39 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 15
11.3 Final Master Plan
After receiving comments on the Draft Plan, BluePoint will work with the City to identify and incorporate changes and comments to finalize the Master Plan. This task includes one round of consolidated City comments. To close out the project, BluePoint will provide high resolution and web-ready, accessible PDFs, as well as ten printed, bound copies. BluePoint will also transmit digital files of all text, graphics and maps, in formats compatible with the City’s systems and software.
11.4 CEQA Exemption Documentation
Rincon will prepare a Statutory Exemption document for the project using the Notice of Exemption (NOE) form provided in Appendix E of the CEQA Guidelines. Rincon will prepare a brief memorandum to accompany the NOE form summarizing the appropriate type of exemption and demonstrating how the project is eligible for the exemption. The memorandum will be submitted in draft form for review and comment by the City. This task includes one round of consolidated City comments made in tracked changes format.
Rincon will revise the memorandum after receipt of a single round of consolidated City comments to create the final memorandum. Rincon will submit an electronic copy of the memorandum in Word and PDF formats; no hard copies will be provided. The final memorandum will be attached to the NOE form and submitted to the City staff for incorporation into the staff report for hearings related to the Parks and Recreation Master Plan. This scope of work does not include attendance at meetings or hearings for the Parks and Recreation Master Plan. If requested, Rincon will file the NOE form and Exemption Memo with the State Clearinghouse following adoption of the Parks and Recreation Master Plan. Rincon assumes that the City will upload the NOE to the City’s website and file the NOE with the Shasta County Clerk.
Assumptions:
• Technical studies, such as biological studies, or air quality, greenhouse gas emissions or noise modeling will not be required for the CEQA Exemption documentation. • The City will be responsible for filing the NOE with the County Clerk. • The City will designate Rincon as an authorized submitter in CEQA if the City would like Rincon to file the NOE to the State Clearinghouse.
• Attendance at public meetings or hearings is not included in this scope.
11.5 NEPA Exemption Documentation
Rincon will prepare NEPA exemption documentation using the HUD-recommended format for Environmental Review for Activities/Projects that are Exempt or Categorically Excluded Not Subject to Section 58.5 and associated HEROS Partner Worksheets that addresses factors required by 24 CFR Section 58.6. Rincon will submit the project and environmental review record via HEROS for City review.
Rincon will revise the NEPA exemption documentation via HEROS after the receipt of a single round of consolidated City comments. The revised documentation will constitute the final NEPA exemption in HEROS. Rincon assumes that the City will act as the Responsible Entity for the project and will review/approve the environmental review record for the project via HEROS. 40 City of Shasta Lake
Revised Project Scope
Prepared by BluePoint Planning March 12, 2026 16
Assumptions:
• A cultural resources records search, field survey, and consultation with the State Historic Preservation Officer, Native American Tribes, and local interested parties will not be required. • As the City’s Partner User of HEROS, Rincon’s access will be restricted beyond submitting the final NEPA exemption documentation in HUD HEROS; therefore, Rincon assumes that the City will be responsible for final approval of the environmental review record for the project via HEROS and any subsequent coordination with HUD.
• The City is already familiar with HEROS for the NEPA exemption review and will promptly approve Rincon as a Partner User. This scope does not include support for navigating HEROS or troubleshooting its web-based interface.
• As an exempt project, a Notice of Intent/Request for Release of Funds (NOI/RROF) will not be required, including other NEPA noticing tasks such as:
o Publishing the NOI/RROF in the local newspaper and/or posting the NOI/RROF at a City facility and online on the City’s website.
o Compilation of the mailing list of interested parties (e.g., stockholders, neighbors, adjacent businesses).
Deliverables:
• Administrative Draft Master Plan
• Draft Master Plan
• Final Master Plan
• Digital Files and Ten Physical Copies
• Draft and Final CEQA Exemption Memo and NOE form
• Draft and Final NEPA Exemption Form
• Draft and Final Section 106 Exemption Memorandum
41 42
Report and Recommendations 6.5 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
____________________________________________________________ TO: Mayor and City Council Members
FROM: Jessaca Lugo, City Manager
DATE: March 3, 2026
SUBJECT: SECOND READING OF AN ORDINANCE AMENDING CHAPTER
12.08 OF THE SHASTA LAKE MUNICIPAL CODE – PARK AND
RECREATION AREA FEES AND CHARGES
FILE NO.:
RECOMMENDATION
Staff recommends that the City Council introduce and adopt an ordinance amending Chapter 12.08 of the Shasta Lake Municipal Code to clarify administrative authority related to park and recreation area fee exemptions and reciprocal agreements.
BACKGROUND
Chapter 12.08 of the Shasta Lake Municipal Code governs the establishment, collection, and disposition of park and recreation area fees and charges. Portions of the chapter contain inconsistent references to authority between the City Council and the City Manager, creating ambiguity in administration protocols.
The proposed ordinance:
• Assigns authority for determining fee exemptions to the City Manager, following Parks and Recreation Advisory Commission review.
• Clarifies the City Manager’s authority to approve reciprocal agreements. • Retains City Council authority for establishing and adopting park and facility fees by resolution.
• Does not alter public access to parks or facilities.
43 Clarifying this authority improves transparency, efficiency, and consistency with other chapters of the Municipal Code.
FISCAL IMPACT
There is no fiscal impact associated with this action. The amendments are administrative and clarifying in nature only.
ATTACHMENTS
Ordinance ORD 2026-XX
Attachment - Chapter 12.08 PARK AND RECREATION AREA FEES AND CHARGES as amended.
DISTRIBUTION
City Council
City Attorney
Finance
44 ORDINANCE ORD 2026-XX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SHASTA LAKE AMENDING CHAPTER 12.08 OF THE SHASTA LAKE MUNICIPAL CODE TO
CLARIFY ADMINISTRATIVE AUTHORITY RELATED TO PARK AND RECREATION
AREA FEE EXEMPTIONS AND OTHER AGREEMENTS
THE CITY COUNCIL OF THE CITY OF SHASTA LAKE DOES ORDAIN AS FOLLOWS:
SECTION 1.
Section 12.08.060 of the Shasta Lake Municipal Code is amended to read as follows:
12.08.060 Exemptions.
A. The City Manager or City Council, following review and recommendation by the Park and Recreation Advisory Commission, shall determine exemptions at its discretion.
B. Nonprofit Community-Oriented. The City Manager or City Council reserves the right to exempt nonprofit, nonpolitical use of the facilities from fees and charges.
SECTION 2.
Section 12.08.070 of the Shasta Lake Municipal Code is amended to read as follows:
12.08.070 Other agreements.
There is no charge to nonprofit political entities providing service within the city if a reciprocal agreement is recommended by the Parks and Recreation Citizens' Advisory Commission and approved by the City Manager or City Council.
SECTION 3.
All other provisions of Chapter 12.08 not expressly amended herein shall remain in full force and effect.
SECTION 4. CEQA
This ordinance is exempt from CEQA pursuant to CEQA Guidelines Section 15378(b)(5).
SECTION 5. EFFECTIVE DATE
This item constitutes the first reading of the ordinance. The ordinance will take effect thirty (30) days following adoption at the second reading, scheduled for March 17, 2026. 45 I HEREBY CERTIFY that the foregoing Ordinance was introduced and read at a regular meeting of the City Council of the City of Shasta Lake held on the 3rd day of March 2026, and a second reading was conducted on the 17th day of March, 2026.
PASSED, APPROVED, AND ADOPTED this 17th day of March 2026, by the following vote:
AYES:
NOES:
ABSENT:
______________________________
JUSTIN JONES, Mayor
ATTEST:
_______________________________
CHARITY TATLOW, CMC
City Clerk
46 Report and Recommendations 6.5 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
TO: Mayor and City Council Members
FROM: Jessaca Lugo, City Manager
DATE: March 17, 2026
SUBJECT: APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH
ECONOMIC DEVELOPMENT CORPORATION OF SHASTA
COUNTY(EDC)
FILE NO.: E-030-120-575
RECOMMENDATION
Staff recommends that the City Council consider approving a Professional Services Agreement (PSA) with the EDC of Shasta County in an amount not exceeding $27,500 annually and authorize the City Manager to execute the attached agreement.
BACKGROUND
The Economic Development Corporation of Shasta County (Shasta EDC) represents the Cities of Shasta Lake and Redding and the County of Shasta. Its goal is to facilitate increased jobs and investment to our area by assisting with the location or start of businesses in our region and stimulate the local economy. Shasta EDC aims to provide resources and information to current businesses who are focused on growth which in turn, will grow our region’s economy.
The Shasta EDC works to best represent the region when attracting new businesses and talent. They work in five primary areas: branding the area as Business-Friendly and a great place to live, recruiting new businesses, helping retain and expand current businesses, growing airline travel, and helping scalable startup development.
EDC’s recruitment efforts over the years have produced results that sustain members of the City of the Shasta Lake business community, including Fresenius Medical, Premier Brand Meats, and Knauf Insulation. EDC continues to present City of Shasta Lake building sites and buildings suitable to inquiring companies. 47 The Shasta EDC will continue efforts to attract new business by promoting the region’s unique and superior quality of life that business owners and employees experience in our region. Their marketing efforts include marketing to new businesses whose owners and employees enjoy easy access to outdoor recreation and natural beauty. They also will continue to promote the differentiating factors related to doing business in the North State.
The Shasta EDC continues to be as strategic as possible and look for every available solution to make our area as attractive as possible for new investment.
Shasta EDC will support the ongoing efforts of professional services and medical providers in our region by assisting with recruiting efforts. The EDC facilitates a program which helps employers showcase the best of our region to potential employees based on their interests. Existing resources which are currently used by the EDC to showcase cost of living and other decision making factors are available to employers to use in their recruiting efforts. Additionally, the EDC provides customized tours for prospective employees during their visit(s) to the region. These personal and customized interactions help employers overcome barriers to hiring by showcasing the abundant positive attributes of our region.
The EDC will continue its focus on assisting the City of Shasta Lake with promotion of its available buildings and sites to prospective tenants and developers.
Regional local agency contribution is as follows:
Jurisdiction Current Annual Commitment
County of Shasta $100,000
City of Redding $144,900
City of Shasta Lake $27,500
In addition to local government contributions, the private sector also funds operations of the EDC. The EDC is expanding its investor base to secure higher levels of funding to support its programs. In addition to the annual investor event, the EDC hosts two annual, regional events that support a healthy startup ecosystem in our region. Startup Games is a popular fall event, and the Northern California Venture Conference is a spring event.
The EDC is the only agency in Shasta County that is making outreach to businesses looking to expand or relocate, and staff feel it is essential to maintain a coordinated, collaborative, and continued presence in business recruitment.
FISCAL IMPACTS:
FY 2027 - $27,500 from the General Fund
FY 2028 - $27,500 from the General Fund
ATTACHMENTS
Resolution; EDC Scope of Services
DISTRIBUTION
City Council
48 RESOLUTION CC 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHASTA LAKE
APPROVING A PROFESSIONAL SERVICES AGREEMENT WITH THE ECONOMIC
DEVELOPMENT CORPORATION OF SHASTA COUNTY (EDC)
WHEREAS, the City of Shasta Lake supports the Economic Development Corporation of Shasta County (EDC) to promote business growth in Shasta County; and WHEREAS, the Shasta EDC’S role is to retain and expand the primary industry base of our regional economy; and
WHEREAS, virtually all of the industrial properties in the City of Shasta Lake are target areas for the Shasta EDC; and
WHEREAS, the Shasta EDC is a 501(c)(3) public benefit corporation focused on growing, diversifying and maintaining a balanced economy, leading to more economic stability and sustainability for our region.
WHEREAS, the City of Shasta Lake supports business growth within the City and greater Shasta County Region; and
WHEREAS, the City of Shasta Lake will have an item in the two-year budget in the amount of $27,500 for a contract with the Economic Development Corporation of Shasta County.
NOW, THEREFORE, BE IT RESOLVED that the City of Shasta Lake hereby authorizes the City Manager to sign a professional services agreement with the Shasta EDC for fiscal year(s) 2026-2027 and 2027-2028, at a fee not to exceed $27,500 each year.
PASSED, APPROVED, AND ADOPTED this 17th day of March, 2026, by the following vote:
AYES:
NOES:
ABSENT:
______________________________
JUSTIN JONES, Mayor
ATTEST:
_______________________________
CHARITY TATLOW, CMC
City Clerk
49 EXHIBIT
A
SCOPE OF SERVICES
The 2026//2027 professional services agreement between the City of Shasta Lake and the Economic Development Corporation of Shasta County will fund portions of the Shasta EDC’s comprehensive economic development activities. This plan is created to improve primary industry employment in Shasta Lake through the attraction of new industry, the expansion and retention of existing industry, and fostering the growth of scalable startups in technology and primary industry.
The Economic Development Corporation of Shasta County leverages public and private sector funding to accomplish an affordable, aggressive, and dynamic program.
EDC Business Plan Element Descriptions
Regional Branding
Brand Shasta County as a great place to “Live, Work and Recreate”
1. Market the area as a great place to live by building content that highlights a superior and unique quality of life enjoyed by business owners and residents of our region.
2. Create content to feed digital and social media that will help bolster our areas search engine optimization (SEO) and digital image.
3. Work with partners such as Visit Redding, Choose Redding, Shasta Cascade Wonderland Association, and others, to leverage content that is being created to target talent looking to relocate.
4. Promote the region to targeted areas throughout the state to attract owners and employees who can benefit the most from regional resources.
Company Recruitment
Development of a comprehensive business attraction program which focuses on the following:
1. Continue to build an online network of Corporate Real Estate VP’s, Site Selectors and Commercial Realtors, that we can leverage relationships with to find companies to market the region to.
2. Maintain a contact system to share information with the aforementioned network.
3. Continue to refine our target profile of companies whose needs align with the resources available in the Shasta region and be proactive in our marketing efforts to companies who fit the target profile.
50 4. Continue to work closely with the California Governor’s Office of Business and Economic Development to leverage our assets and recruit businesses to Shasta County.
5. Leverage the networks of our existing businesses to develop new prospects.
6. Local Marketing: In recognition that much of our lead creation comes from local connections we will continue to expand our local electronic marketing to keep the community aware of the EDC and the awareness that this is a community project.
Business Retention and Expansion
The EDC will work to ensure the retention and expansion of existing primary industries by maintaining or expanding their connection with a network of resources, focusing on the following:
1. Provide guidance regarding services available to existing businesses from our Shasta County economic partners – labor, finance, technology, and local government.
2. Continue to keep in contact with and monitor manufacturers to assess regional economic change and identify needs.
3. Maintain relationships and leverage resources with local business groups such as the Chambers of Commerce, Shasta Builders Exchange, Shasta Association of Realtors and Shasta Cascade Wonderland Association.
4. Attend the International Economic Development Council national conference, or other IEDC conferences focusing on topics of interest to our area, to study what other EDC’s are doing to stay competitive in business retention and attraction.
5. Provide resources to local businesses who want to grow.
Entrepreneurial Development
Build the infrastructure for an Entrepreneurial Ecosystem in our region to create successful manufacturing and technology startups, leading to job creation, by focusing on the following:
1. Continue to develop and refine a start-up development program by identifying support resources already available and developing resources needed, working with Startup Redding, and other partners that share our objectives.
2. Identify and connect with entrepreneurs and start-ups by having regularly scheduled opportunities for “pitching” as well as mentoring as may be required.
Connect startups with other subject matter experts as may be required.
3. Monitor and maintain communication with local Angel Group and developing supporting, collaborative processes to hasten the growth of startup companies.
4. Develop and maintain start-up communication programs - newsletter, Facebook and other social media as appropriate and effective.
51 5. Continue to hold Venture Conference to recruit and highlight regional startups looking for funding and help connect them with capital.
Competitive Vitality
Maintain maximum competitiveness for our region by ensuring business has access to the resources to help them thrive. These resources include:
1. Capital Resources: Maintain a pool of financial resources such as SBA and revolving fund financing, local banks, and entrepreneurial funds.
2. Workforce Development: Ensure that there is an adequate supply of skilled workers by coordinating local educational institutions with businesses to develop training initiatives.
3. Regulatory Assistance: Assist companies with all levels of government regulatory needs by maintaining strong relationships with state and federal governing offices and local jurisdiction department heads.
4. Business and Tax Incentives: Monitor and maintain a data base of incentives and tax rebates and ensure businesses are aware of these incentives.
5. Technology: Identify the technology infrastructure that is in place and work toward expanding that infrastructure to meet the needs of existing companies in the future.
6. Special Projects: Invest in community projects, programs and studies that support EDC’s goals including working with Public and Private sectors to bring additional sites into production, enhancing air service, and assisting jurisdictions in obtaining and implementing economically based grants.
Airline Passenger Service Enhancement
1. Undertake efforts to add airline destinations through participating in community meetings, strategic and planning conference calls and airline headquarter meetings.
2. Assist with marketing and promotional efforts related to airline passenger services.
3. Assist with the planning, management, and execution of marketing pursuant to the Small Community Air Service Development Plan grant in support of United Airlines service between Redding and Denver.
4. Manage the Revenue Guarantee agreements with the investors. Coordinate such with Redding Regional Airport Management.
5.
52 Priority Projects
1. Focus recruitment efforts on industries that naturally align with our region’s supply chain strengths.
2. Align the marketing and economic development goals of the entire region and market our strengths as a business friendly and cost-competitive region of California.
3. Assist professional services providers and medical providers with recruiting qualified talent to our region.
Other General Communication and Reporting:
1. Outreach to businesses to provide information on various local, state, and federal incentives, tax credits/exemptions available.
a. Email to database of local businesses
b. Referral to EDC website page on business resources and incentives
2. Maintain a website for marketing purposes.
3. Maintain a start-up website landing page providing information on resources available, events.
4. Report on the execution of the EDC Business Plan by providing semi-annual reports and periodic presentations to the City Council.
City of Shasta Lake – Specific Activities:
1. Work with City staff to identify best practices and craft incentives that are mutually beneficial to the City and property owners to encourage development.
2. Work with local realtors to develop consistent marketing for properties on Shasta Dam Blvd that encourage opportunities for new businesses.
3. Respond to business inquiries and industry leads related to development referred to EDC by the City of Shasta Lake.
4. Work with Visit Redding to help promote and connect with City of Shasta Lake Specific Initiatives.
5. Assist in defining the audience(s), identify the messaging, create a communication and promotion strategy.
53 6. Host an annual event with the City of Shasta Lake Chamber of Commerce, developers, investors, real estate agents, and lenders to learn more about investment opportunities and City’s support team and process.
7. Consulting with the City of Shasta Lake team on marketing the “Destination” and building a level of collaboration between Shasta Cascade Wonderland, realtors, and the City team.
8. Engaging in meetings with prospective hoteliers or retailers to provide an overview of regional economy, opportunities, and trends.
9. Meet with City of Shasta Lake frequently to identify priorities and to ensure focus on priority items, “putting first things first,” to optimize joint resources, thus producing maximum results.
10.Work with Redding Rancheria Economic Development Corporation (RREDCO) to coordinate, when possible, on their development activities.
54 Report and Recommendations 6.6 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
____________________________________________________________ TO: Mayor and City Council Members
FROM: Jessaca Lugo, City Manager
DATE: March 17, 2026
SUBJECT: GENERAL PLAN AND HOUSING ELEMENT ANNUAL
PROGRESS REPORTS (APRS) FOR CALENDAR YEAR 2025
FILE NO.:
______________________________________________________________________ RECOMMENDATION:
Staff recommends that the City Council adopt a resolution accepting the General Plan Annual Progress Report and Housing Element Annual Progress Report (APRs) for Calendar Year 2025.
BACKGROUND:
Government Code Section 65400 requires all non-charter cities and all 58 counties to submit Annual Progress Reports (APRs) on the status and implementation of their General Plan, including the Housing Element. Since 1969, California law has required local jurisdictions to plan for and accommodate the housing needs of all residents across all income levels. Local governments meet this requirement through the adoption and implementation of a Housing Element as part of the General Plan.
Each jurisdiction is required to submit its APR to the California Department of Housing and Community Development (HCD) by April 1 of each year, reporting on activities from the previous calendar year (2024).
The City of Shasta Lake’s General Plan is a long-range planning document that guides the orderly growth and development of the community over a 20-year planning horizon.
The General Plan reflects the community’s vision for future growth and establishes the policy framework necessary to guide land use decisions, infrastructure investment, and the provision of public services to support sustainable development. 55 A primary purpose of the Housing Element APR is to enable HCD to track the City’s progress toward meeting its Regional Housing Needs Allocation (RHNA) over the eightyear Housing Element planning cycle. Progress is primarily measured through the issuance of residential building permits within state-defined housing affordability categories.
The 2025 calendar year reports demonstrate the City Council’s continued commitment to implementing the General Plan and Housing Element. As documented in the APRs, the City has made progress across multiple policy areas, including land use, housing, transportation, public services and infrastructure, conservation, and the protection of public health and safety. The Planning Commission reviewed the APRs at its March 5, 2026 meeting, found them complete, and recommended that the City Council authorize their submittal to the State.
FISCAL IMPACTS:
None
ATTACHMENTS:
City Council Resolution
General Plan Annual Progress Report for Calendar Year 2025 Housing Element Annual Progress Report for Calendar Year 2025 DISTRIBUTION:
City Council
City Attorney
56 RESOLUTION CC 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHASTA LAKE VERIFYING REVIEW OF THE 2025 ANNUAL GENERAL PLAN AND HOUSING
ELEMENT PROGRESS REPORTS AND DIRECTING SUBMISSION TO THE
CALIFORNIA DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT (HCD) AND THE GOVERNOR'S OFFICE OF LAND USE AND CLIMATE
INNOVATION (LCI)
WHEREAS the city of Shasta Lake is required by the California Government Code Section 65400 to prepare annual progress reports on the implementation of the General Plan and Housing Element, including the status of progress in meeting the city’s share of the Regional Housing Needs Allocation (RHNA), using the forms provided by LCI and HCD; and
WHEREAS the Shasta Lake Planning Commission reviewed the 2025 Annual General Plan and Housing Element Progress Reports at its March 5, 2026, meeting and directed staff to forward the reports to the City Council for consideration; and WHEREAS the Government Code section 65400 requires the City planning agency to provide this report to the Council, HCD, and OPR by April 1 of each year.
WHEREAS California Government Code 65400 requires that the Annual General Plan and Housing Element Progress Reports be considered at a public meeting, which was done at the Planning Commission meeting of March 5, 2026, and at the March 17, 2026, City Council meeting.
WHEREAS, the 2025 General Plan and Housing Element Annual Progress Reports have been reviewed by the City Council and found to be complete and accurate.
NOW, THEREFORE, BE IT RESOLVED by the City Council of Shasta Lake as follows:
1. The City Council hereby accepts the 2025 General Plan Annual Progress Report.
2. The City Council directs the City Manager, or their designee, to file the 2025 General Plan Annual Progress Report with the State of California Housing and Community Development Department (HCD) and the Governor's Office of Land Use and Climate Innovation as required by law.
PASSED, APPROVED, AND ADOPTED this 17th day of March 2026, by the following vote:
AYES:
NOES:
ABSENT:
57 ______________________________
JUSTIN JONES, Mayor
ATTEST:
_______________________________
CHARITY TATLOW, CMC
City Clerk
58 GENERAL PLAN and HOUSING ELEMENT
ANNUAL PROGRESS REPORT
Calendar Year 2025
Prepared by
CITY OF SHASTA LAKE
DEVELOPMENT SERVICES DEPARTMENT
MARCH 2026
CITY OF SHASTA LAKE
59 2025 General Plan and Housing Element Annual Progress Reports General Plan Annual Performance Report Submission Information Contact Information Peter Bird, Senior Planner, AICP; 530-275-7430; [email protected];
Agency Information City of Shasta Lake Development Services Department 4477 Main Street, P.O. Box 777
Shasta Lake, CA 96019
Shasta Lake, CA - Official Website | Official Website (cityofshastalake.org) Jurisdiction Type Incorporated City
Jurisdiction Name City of Shasta Lake
Charter City (Yes or No) NO
Reporting Period Type Calendar Year
Reporting Period of
General Plan Annual
Report
2025 Calendar Year
Resubmittal? (Yes or No) NO
Reporting Period of
Resubmittal
Not Applicable
Required Element Update
Information
All required Elements were updated in 2022 with adoption of the 2040 General Plan Update on November 15, 2022. The General Plan Update became effective on December 14, 2022. The 2020-2028 Housing Element update was adopted August 04, 2020, and was certified by the California Department of Housing and Community Development thereafter.
Date of Acceptance of
General Plan by local
legislative body.
The City Council adopted an ordinance implementing the 2040 General Plan Update on November 15, 2022, and the Plan became effective on December 14, 2022.
Date of Acceptance of this
Annual Progress Report
by legislative body.
March 18, 2026
60 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports 2024 ANNUAL PROGRESS REPORT (APR) FOR THE GENERAL PLAN
Government Code Sections 65400 and 65700 mandate that all cities submit to their legislative bodies an annual report on the status of the General Plan and the progress made in its implementation, the Office of Land Use and Climate Innovation (LCI) and the Department of Housing and Community Development (HCD) by April 1 of each year.
The General Plan APR provides information regarding the past year’s implementation of the General Plan. APRs also inform the public of the progress in meeting the community’s long-range development goals. This APR provides information for decision-makers to assess how the General Plan was implemented during the most recent 12-month calendar year reporting period. The following information is intended to provide only the most significant information on implementation during the reporting period. Information on overall development activity, including the number of building permits issued and land use entitlements, can be obtained directly from the City’s Development Services Department.
2025 HOUSING ELEMENT ANNUAL PERFORMANCE REPORT
State law also requires that all General Plans include a Housing Element that provides a plan for accommodating future housing production needs. The 2020-2028 Housing Element Update has been completed and certified by the California Department of Housing and Community Development.
State law further requires that all cities and counties create an annual progress report that describes the community’s progress toward implementing the Housing Element. The Housing Element APR must cover the previous calendar year and must be delivered to HCD by April 1 of each year. The Housing APR must be submitted electronically to HCD, utilizing a format and methodology prescribed by the state. The Housing APR is attached to this report. 2020-2040 COMPREHENSIVE GENERAL PLAN UPDATE - STATUS
On November 15, 2022, the City Council of the City of Shasta Lake adopted a comprehensive update to the Shasta Lake General Plan. The City’s first General Plan was adopted in 1999 after City incorporation. The 2040 General Plan was the first comprehensive update to the City’s General Plan.
The updated General Plan will help guide the City of Shasta Lakes’ growth and change through the year 2040.
All required General Plan Elements are current. Each element of the General Plan follows the guidelines for the content of local general plans issued by the state. The following report provides information on significant actions during the last calendar year related to each of the General Plan Elements.
Full details on these actions are available through the city’s website. They can be accessed through the agendas and staff reports found at this link: Archive Center • Shasta Lake, CA • CivicEngage
LAND USE ELEMENT
The Land Use Element and the Land Use Diagram (Map) designate the location, distribution, and extent of land uses that will shape the future physical development of the City. The Land Use Element sets specific goals, policies, and implementation measures to guide land use and community development through 2040. Significant implementation actions in 2025 included the following:
61 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports Date Project
9/18/2023 IN PROGRESS - The updated General Plan for the City of Shasta Lake was adopted on November 15, 2022. On July 18, 2024, the City Council adopted an interim zoning ordinance to reduce the potential for inconsistencies between the City’s existing development regulations and the policies of the 2040 General Plan (Phase I of a required zoning ordinance update). Phase II of the Comprehensive Update to the City of Shasta Lake Zoning Ordinance (CZO) and related provisions commenced on September 19, 2024. The CZO update will support appropriate land use and development throughout the community consistent with the General Plan’s well-defined land use, housing and other policies. Adoption of the CZO is by end of Q2 2026. 2/06/2025 Comprehensive Zoning Ordinance (CZO) Update Workshop #9: Review and discussion of Division V – Overlay and Special Purpose Districts of the draft zoning plan.
3/06/2025 Comprehensive Zoning Ordinance (CZO) Update Workshop #10:
Review and discussion of Division V – Overlay and Special Purpose Districts of the draft zoning plan (continued from February 6, 2025, Commission meeting).
3/18/2025 CC Resolution verifying and approving the 2024 Annual General Plan and Housing Element Progress Reports and directing submission to the California Department of Housing and Community Development (HCD) and the California Department of Planning and Research (OPR). [APRs submitted by April 1].
5/1/2025 Comprehensive Zoning Ordinance (CZO) Update Workshop #11 6/03/2025 CC Annual Resolutions for Deer Creek Manor Subdivision Assessment Districts.
6/03/2025 CC Annual Resolutions for the Shasta Gateway Industrial Park LMD Intent to Levy and Collect on Assessment District.
7/17/2025 Comprehensive Zoning Ordinance (CZO) Update Workshop #12.
Authorization for posting of the draft Zoning Map (Version 1) of the Comprehensive Zoning Ordinance Update, for public review and comment
8/07/2025 Planning Commission Resolution recommending extension of the Interim Zoning Code implementation.
9/04/2025 Planning Commission Resolution adopting a policy to facilitate development in the High Fire Safety Zone.
10/16/2025 Comprehensive Zoning Ordinance (CZO) Update Workshop #13 - Consideration of Administrative Draft Chapter 17.42 – Signs 10/16/2025 Tentative Parcel Map Lot 15 Shasta Gateway Industrial Park – PM 17- 02,
12/04/2025 Planning Commission Resolution recommending amendments to the Cannabis Land Use municipal code.
12/04/2025 Comprehensive Zoning Ordinance (CZO) Workshop #14 - Consideration of Draft Chapter 17.41 – Off-Street Parking and Loading 62 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports
CIRCULATION ELEMENT
The Circulation Element focuses on the systems supporting the movement of people, goods, energy, water, sewage, solid waste, storm drainage, and communication through the City of Shasta Lake.
The policies and implementation actions in the Land Use Element tie directly to those in the Circulation Element. Creating connected and complete circulation systems and utility networks requires coordination between land use and circulation planning. Systems include water, wastewater, solid waste, storm drainage, transportation, communication and the electrical system.
Significant implementation actions this year included the following:
1/07/2025 Approving a supplemental budget and award N&T Digmore the contract for the Zone D PRV Replacement project
1/21/2025 Approving a supplemental appropriation for the HCD CDBG MIT-RIP Program Raw Water Storage Tank Project
1/21/2025 Approving a supplemental appropriation for the HCD CDBG MIT-RIP 5/06/2025 Declaring Allen Gill Construction Inc. the lowest bidder, and awarding them the contract for the Centemudi Water Storage Tank Project 5/20/2025 Authorization to file a Noc for the Zone D PRV Replacement Project – Bid No. 2025-02
7/15/2025 Awarding the Wastewater Cleaning and CCTV project to APS Environmental Inc.
8/19/2025 Approving the change order for the Centemudi Water Storage Tank Project
9/2/2025 Approving Supplemental Budget for Civic Center Mobility Project and awarding SnL Group Construction Contract
9/16/2025 Awarding the Raw Water Storage Tank Design to Pace Engineering 11/18/2025 CC Ordinance to adopt and implement new Wastewater Utility rates starting January 1, 2026.
12/02/2025 Accepting the wastewater collection system cleaning and CCTV phase 2 project and filing a NOC
OPEN SPACE ELEMENT
In California, open space is defined as any parcel or area of land or water that is unimproved and devoted to open space use. (Cal. Gov. Code § 65560(b)). The 2040 General Plan Vision Statement recognizes that parks and recreational amenities are critical to creating a high quality of life for all citizens, and the Open Space Element implements a community vision to protect and enhance the City’s open space resources including trails, parks, and other recreational amenities. The Open Space Element works in coordination with the Land Use and Conservation Elements to achieve the General Plan vision.
Date Project
3/18/2025 Declaring JS Builders Inc. as the lowest responsive bidder and awarding a contract, project: Spirit Parkway
Date Project
63 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports Date Project
4/01/2025 Approving an agreement with SCCAR regarding the Spirit Pole maintenance
5/20/2025 Approving the name “Drop-In Skate, Shasta Lake” for the skatepark facility at 1325 Hardenbrook Ave.
7/01/2025 Authorization to file a Noc for the Shasta Lake Skatepark – Bid No. 2024-02
10/21/2025 Approving a contract with Park Planet for the Playground Replacement Project
10/21/2025 Awarding Mountain Enterprises Inc. a contract for the Electric Utility Tree Trimming
12/02/2025 Approving a supplemental appropriation for landscaping improvements at the Shasta Lake Skatepark
CONSERVATION ELEMENT
The City of Shasta Lake is home to a range of natural resources that help define the City’s identity, and that are relied upon for continued economic prosperity. This element addresses the conservation, development, and utilization of water, forests, soils and minerals, wildlife and energy conservation. The Conservation Element establishes goals for the retention, enhancement, and development of these natural resources in coordination with the Land Use and Open Space Elements. Together, these elements guide conservation efforts by balancing the City’s development policies with environmental preservation. Significant implementation actions in 2025 included the following:
Date Project
4/01/2025 Approving a term sheet with EDF, Inc., authorizing negotiations of a power purchase agreement
5/06/2025 Authorizing the purchase of 360 acre-feet of water from the McConnell Foundation at a discounted rate
6/03/2025 Adopting the 6th annual Wildfire Mitigation Plan 6/03/2025 Authorizing the CM to execute the Fire Protection Agreement for supplemental Fire Protection
7/01/2025 Awarding the 2026-2036 Water Master Plan Project to Carollo Engineers
8/19/2025 Accepting the Tree Removal Project and Authorizing the filing of an NOC
8/19/2025 Accepting the 2025 Audit of the Sewer System Management Plan 9/16/2025 Approving the third-phase agreement with NCPA for the Trolley Pass Project
64 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports Date Project
10/07/2025
Designating “authorized agents” to engage with the Federal Emergency Management Administration and the Cal OES
10/07/2025 Approving the submission of the Power Source Disclosure Report and the Power Content Label for calendar year 2024
10/07/2025 Establishing mitigation measures and policy direction for housing development in Very High Fire Severity Zones
PUBLIC SAFETY and COMMUNITY HEALTH ELEMENT (PS&CH)
This element identifies potential hazards and pollution sources, discusses important public safety issues, and highlights other community health, wellness, and safety priorities. The element provides goals, policies, and implementation actions to mitigate and protect the community against associated impacts.
The Public Safety Element also includes (as appendices) the “Local Hazard Mitigation Plan” (LHMP) adopted in May 2022 and is due for update again by 2027, and the SB 379 required “Climate Vulnerability Assessment” which is now a statewide priority in efforts to protect property and the public from the hazards of flooding and wildland fires. • Noise: Noise is addressed under the Environmental Quality section (Section 7.5) of the PS&CH. The Element contains community noise information that identifies and appraises community noise issues from sources such as high-volume roadways and incompatible land uses. Consistent with state law, policies in the Element provide long-term direction on how noise impacts will be addressed as the community develops.
• Air Quality: Air quality must also be addressed in the General Plan, and air quality information and policies are included in the Environmental Quality section of the PS&CH Element. The state-required Community Climate Vulnerability Assessment is included as an appendix to the Element. Air quality, including climate change, is addressed under the Environmental Quality section (Section 7.5) of the PS&CH as well.
• Community Health. Although community health is not a state-mandated general plan topic, addressing community health and wellness issues was identified as a major priority for the community during the General Plan visioning process, and the new Plan includes substantial policy language focused on creating and providing opportunities to achieve a healthier community.
Date Project
1/21/2025 Approving a supplemental appropriation for the Cal Fire Climate Investment Wildfire Prevention Grant Program FY 23/24
2/18/2025 Approving the vacation of the 20-foot-wide alley right-of-way located between North Boulevard and the Union Pacific Railroad, Red Bluff Street, and Willow Street
4/15/2025 Declaring West Coast Arborist, the lowest bidder, and awarding them the contract for the Tree Removal Project 2025
65 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports Date Project
5/20/2025 Authorizing withdrawal from the Shasta County Waste Management Agency Joint Powers Agency
5/20/2025 Approving updated fees for Animal Control
12/16/2025 Authorizing the City Manager to issue a CA Climate Credit to electric customers
12/16/2025 Adopting the 2025 revision to the City’s Sewer System Management Plan (SSMP)
HOUSING ELEMENT
State law requires every city and county to adopt a Housing Element as part of its General Plan. The law recognizes that for the private sector to address housing needs and demand, local governments must adopt land use plans and regulatory schemes that provide opportunities for housing development. The City’s Housing Element was first adopted in 1999 and has been updated several times. The 5th Cycle Housing Element covered the planning period from January 1, 2014, through June 30, 2019. The 6th Cycle Housing Element was adopted in 2021 and will be in place through 2028 when the next Element update must be completed.
The City of Shasta Lake’s Housing Element serves to understand and analyze the City’s housing needs and develop programs and policies that can help meet those identified needs. The Housing Element is a component of the City’s 2040 General Plan, which demonstrates that the City is adequately planning to meet the housing needs of everyone in the community and that it is consistent with other elements of the General Plan.
• 2020-2028 6th Cycle Housing Element Update
The 2020-2028 Housing Element Update was approved by the City of Shasta Lake Planning Commission on 07/23/2020 and the City Council on 08/04/2020 and the Element has been certified by the state.
The 6th Cycle Housing Element includes seven goal statements. Under each statement, the Element sets out policies that amplify with additional detail each goal. Implementation programs are listed at the end of the corresponding group of policies and briefly describe the proposed action, the City departments with primary responsibility for conducting the program, the funding source, and the time frame for accomplishing the program. Significant implementation actions in 2024 included the following:
Date Projects
08/27/2025 City of Shasta Lake 6th Cycle Housing Element Programs – Letter of Inquiry from the State of California Department of Housing and Community Development. Division of Housing and Policy
Development. The purpose of this letter is to inquire about the status of the City of Shasta Lake's 6th Cycle Housing Element Implementation Programs pursuant to Government Code section 65585, subdivision (i).
The California Department of Housing and Community Development (HCD) sent the City a letter on September 11, 2020, finding the City’s housing element in substantial compliance with Housing Element Law.
The City submitted all required documents and adjusted the 66 2025 General Plan and
Housing Element Annual
Progress Report
2025 General Plan and Housing Element Annual Progress Reports
NOISE ELEMENT
The Noise Element was updated in 2022 and is incorporated into the Public Safety and Community Health Element of the 2040 General Plan Update. Its purpose is to address the impacts of noise from transportation sources and industrial and commercial activities on sensitive land uses.
Date Project
Ongoing 2025 Implementation: The Noise Element policies were applied at the permit level during the review of all applicable development projects. A draft noise ordinance has been
prepared and will be considered as part of the adoption as part of the Comprehensive Zoning Ordinance update
project.
ATTACHMENTS:
• 2025 Housing Element Annual Progress Report – State of California Housing and Community Development Reporting Documents (Submitted to HCD by April 1, 2026) • City Council Resolution CC-2026-__
Date Projects
development code update timelines to comply with the inquiry. HCD determined our compliance satisfactorily.
10/21/2025 Adopt the Affirmative Fair Housing Marketing Plan (AFHMP) 12/02/2025 Terminating the Development Loan and Agreement for Veterans Village Project and forgiving the predevelopment loan for return of the property with a clear title
67 Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title Click here to download APR Instructions
Email
Phone
Street Address
City
Zipcode
v_01_30_26
Please Start Here
General Information
2025
Shasta Lake
Contact Information
Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You
will be prompted to pick an old workbook to import
from. Project and program data will be copied exactly
how it was entered in last year's form and must be
updated. If a project is no longer has any reportable
activity, you may delete the project by selecting a cell in the row and typing ctrl + d.
Click here to add rows to a table. If you add too many
rows, you may select a cell in the row you wish to
remove and type ctrl + d.
4477 Main Street
Shasta Lake
96019
Jessaca
Lugo
City Manager
[email protected]
5302757411
Mailing Address
Annual Progress Report January 2020
68 Jurisdiction Shasta Lake
Reporting Year 2025
Housing Element Planning Period 6th Cycle
Current Year
Deed
Restricted 0
Non-Deed
Restricted 0
Deed
Restricted 0
Non-Deed
Restricted 0
Deed
Restricted 0
Non-Deed
Restricted 0
Deed
Restricted 0
Non-Deed
Restricted 8
Deed
Restricted 0
Non-Deed
Restricted 0
0 8
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 0 5 0
2 to 4 units per structure 0 0 0
5+ units per structure 0 0 0
Accessory Dwelling Unit 0 3 0
Mobile/Manufactured Home 0 0 0
Total 0 8 0
Infill Housing Developments and Infill Units Permitted # of Projects Units 4 4
4 4
0 0
0 0
0 0
Income Rental Ownership Total
Acutely Low 0 0 0
Extremely Low 0 0 0
Very Low 0 0 0
Low 0 0 0
Moderate 0 0 0
Above Moderate 0 0 0
Total 0 0 0
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 0 0
SB 9 (2021) - Residential Lot Split 0 0
AB 2011 (2022) 0 0
SB 6 (2022) 0 0
SB 423 (2023) 0 0
Ministerial and Discretionary Applications # of Units
Ministerial 0 0
Discretionary 0 0
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 32 0
Total Housing Applications Submitted:
Number of Proposed Units in All Applications Received:
Total Housing Units Approved:
Total Housing Units Disapproved:
Total Units
Housing Applications Summary
Use of SB 423 Streamlining Provisions - Applications
Number of SB 423 Streamlining Applications
Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
Programs Implemented
Sites Rezoned to Accommodate the RHNA
(Jan. 1 - Dec. 31)
04/15/2020 - 04/15/2028
Units Constructed - SB 423 Streamlining Permits
Number of SB 423 Streamlining Applications Approved
Very Low
Low
Moderate
Acutely Low
Extremely Low
69 2 3
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Acutely LowIncome Deed
Restricted
Acutely LowIncome Non
Deed
Restricted
Extremely
Low- Income
Deed
Restricted
Extremely
Low- Income
Non Deed
Restricted
Very LowIncome Deed
Restricted
Summary Row: Start Data Entry Below #REF! #REF! #REF! #REF! #REF! 005-100-055 4126 Fort Peck St. Ashby Subd. None ADU R
005-440-051 4101 Whiting Way N/A None ADU R
006-940-005 3726 Craftsman Ave.Oakridge Estates None SFD O 006-940-004 3742 Craftsman Ave.Oakridge Estates None SFD O 075-110-034 3176 West ST. Burger Subd. None SFD O
006-310-068 729 Shasta Park Dr. Shasta Center Subd. None SFD O 006-310-070 735 Shasta Park Dr. Shasta Center Subd. None SFD O 005-400-031 880 Forest St. N/A None ADU R
1 4
Annual Building Activity Report Summary - New Construction, Entitled, Permits and Com Project Identifier Unit Types Affordability by Household Incomes - Completed Ent 70 Table A2
Housing without
Financial Assistance or
Deed Restrictions
Term of
Affordability or
Deed Restriction
16 17 18 19 20
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome
Deed
Restricted
Assistance
Programs for Each
Development
(may select multiple
- see instructions)
Deed Restriction
Type
(may select
multiple - see
instructions)
For units affordable
without financial
assistance or deed
restrictions, explain how
the locality determined the
units were affordable
(see instructions)
Term of Affordability
or Deed Restriction
(years) (if affordable
in perpetuity enter
1000)+
Number of
Demolished/Destroy
ed Units
Demolished
or Destroyed
Units
Demolished/
Destroyed
Units
Owner or
Renter
#REF! #REF! #REF! #REF! 1
160,000 0
70,000 0
379,000 0
389,000 0
280,000 1 Demolished O
150,000 0
150,000 0
7,800 0
Demolished/Destroyed Units
Entitled, Permits and Completed Units
comes - Completed Entitlement Housing with Financial Assistance and/or Deed Restrictions
71 Notes
21 22 23 24 25
Total Density Bonus
Applied to the Project
(Percentage Increase in
Total Allowable Units or
Total Maximum Allowable
Residential Gross Floor
Area)
Number of Other
Incentives,
Concessions,
Waivers, or Other
Modifications Given
to the Project
(Excluding Parking
Waivers or Parking
Reductions)
List the
incentives,
concessions,
waivers, and
modifications
(Excluding
Parking Waivers
or Parking
Modifications)
Did the project
receive a reduction or
waiver of parking
standards? (Y/N)
Notes+
No Financial Assistance
No Financial Assistance
No Financial Assistance
No Financial Assistance
No Financial Assistance
No Financial Assistance
No Financial Assistance
No Financial Assistance
Density Bonus
72 Jurisdiction Shasta Lake
Reporting Year 2025 (Jan. 1 - Dec. 31)
1 2 3 4 5 6 7 8 9
Name of Program Objective
Projected Completion
Date in Housing
Element
Applicable Cycle Status of Program
Implementation
Program
Implementation
Details
Quantified Outcomes:
Category
Quantified Outcomes:
Count Supporting Documents
HE-1.1_ Vacant Land
Inventory to
Accommodate Future
Housing Needs
The City shall take the completed land
inventory for the City, update it with the
parcels created during the last planning
period, and integrate it with the City’s GIS
system. The City will develop a process to
update both the inventory and the GIS
layers that relate
to the inventory (including infrastructure)
annually. The City will assemble
information in a form useful for marketing
the properties
12/31/2025 6th Cycle Continuous
The City's GIS coordinator
updates the site inventory as
development occurs in
coordination with the
Development Services
Department. All site
inventory information is
available for download on
the City's website for
marketing purposes. In
2021 the City developed a
GIS public viewing
distressed property list to
provide members of the
public the opportunity to
investigate properties
vacant and underutilized.
The goal is to provide
private parties the tools to
contact property owners of
underused property to
ultimately move those
properties to occupied
housing stock. The City
continues to update and
push out this information to
the public.
Units 91 GIS Database
HE-1.2_Scattered Site
Development
The City will map the single vacant lots,
their sizes, and other characteristics using
GIS data where available. The City will
make this
information available to the General
Public.
12/31/2025 6th Cycle Continuous
As part of the City's GIS
platform, all specific site
data is readily avalable to
the public, including parcel
size, topography, floodplain
constraints, etc.
Units 91 GIS Database
HE-1.3_Residential
Property Development
Identification
City staff will identify residential properties
with impediments for development and
help identify outside
funding for projects that benefit the City
12/31/2025 6th Cycle Continuous
The City's GIS coordinator
has created layers that
identify site constraints on
single vacant lots and the
City continues to actively
pursue grant funding for
projects that benefit the
City. In 2021 the City
developed a GIS public
viewing distressed property
list to provide members of
the public the opportunity to
investigate properties
vacant and underutilized.
The goal is to provide
private parties the tools to
contact property owners of
underused property to
ultimately move those
properties to occupied
housing stock.
Units 44 https://storymaps.arcgis.com/stories/bceb145
e43604487be6ca269804afbd9
HE-1.4_State and Federal
Funding
The City shall complete a report
addressing potential sources of funding to
help fund City needs and prioritize use of
City or grant funds
for projects. The City shall pursue
appropriate State and Federal funding
sources to support the efforts of non-profit
and for-profit developers to meet new
construction and rehabilitation needs of lowand moderate-income households.
The City shall periodically update and
review available housing programs to
identify appropriate funding sources to
meet the City’s housing needs.
12/31/2025 6th Cycle In Progress
The City of Shasta Lake
actively pursues State and
Federal Funding. Below is
the list of Active, Pending,
and Denied grant
applications:
AWARDED GRANTS
Infrastructure & Public
Works
Moody Creek Bridge –
$1,996,500.00
Centimudi Water Tank
Project – $6,326,184.69
Raw Water Storage Tank –
$6,745,000.00
SDBLVD Complete Streets
– $995,265.00
Housing & Community
Development
Shasta Lake Apartments –
$1,530,614.00
Shasta Lake Downtown
Revitalization Project –
$16,540,259.00
AWH
Predevelopment/Developme
nt, OOR – $613,366.00
Downtown Mobility and
Housing Catalyst Project
(REAP 2.0) – $894,175.65
Parks & Recreation
American Rescue Plan Act
Other 1
Annual Housing Authority Report (City Files).
In addition to the annual reports. The City
provided HCD in response to their desk
monitoring for Housing Element Compliance.
Grant Awards for CalFIRE, Centimudi Water
Tank Award, and Raw Water Tank.
HE-1.5_Objective Mixed
Use and Multi-Family
Residential Standards
The City shall establish clear objective
design standards for mixed use and multifamily housing projects. Once the objective design standards are adopted, multifamily
and mixed-use projects will be allowed by
right and approved through a ministerial,
staff-level review process
12/31/2026 7th Cycle In Progress
The City completed a
comprehensive General
Plan Update in August 2022.
.
Meetings 4
Staff is currently preparing the
comprehensive development code update inhouse. It is expected the City Council will adopt the new code by 06/26
HE-1.6_Development
Agreements
The City will enter into development
agreements where appropriate to meet
State law and provide for the City’s
interests in promoting quality land use
development, and if applicable, long term
housing affordability.
12/31/2026 7th Cycle In Progress
Where appropriate, the City
enters into DA's to
accommodate and promote
quality land use
development. The City has
two active affordable
housing DA's including
Cascade Village and
Veterans Village.
Other 1
Cascade Village in progess and Development
Agreement will be closed by year end 2026
HE-1.7_Homebuyer
Assistance
The City shall continue the Homebuyer
Program that promotes homeownership for
low income, first time homebuyers using
HOME and CalHome as funding is
available
12/31/2025 6th Cycle Not Yet Started
The City currently does not
have any funding for
Homebuyer Program, but
will apply in the next NOFA
for HOME and CalHOME.
CalHOME was not funded,
the City was able to work
with the County to assist the
City of Shasta Lake
residents with County
Program Income.
Households
City does not have a FTHB program, the City
partners with the County of Shasta to deploy
the program.
HE-1.8_Collaboration with
Affordable Housing
Providers
The City will continue to seek out
affordable housing partners. The City will
initiate one-on-one discussions about how
to access funding
12/31/2026 7th Cycle Continuous
The City collaborated with
ADK Development, Redding
Rancheria, and CRDC on an
AHSC application to
develop a mixed-use project
featuring 49 affordable
housing units. Construction
is currently underway, with
lease-up anticipated in
October 2025.
Additionally, the City
partnered with Veterans
Resource Center
Development to build 30
affordable units for very lowincome Veterans. However, the project is now cancelled.
Other 1
The City anticipates to release an RFP for
soliciation of a new developer for Veterans
Village or similar project Summer of 2026.
The City is still in an active Development
Agreement partnership with ADK/K2
Development on Cascade Village, we
anticipate the closeout of the DDA to be
complete by Q4 2026.
HE-1.9_Address Housing
Opportunities and
Constraints
The City shall evaluate the
Municipal Code to determine what
standards may need revision in order to
encourage housing production. The
revisions may include reducing parking
standards, setbacks, height, or ability to
use clustering without having to re-zone
property to the Planned Development
Zone, as well as addressing restrictive
aspects of the grading and tree
preservation ordinances as appropriate and
consistent with this General Plan.
6/1/2026 7th Cycle In Progress
The City completed a
comprehensive General
Plan Update in August 2022.
.
Meetings 4
Staff is currently preparing the
comprehensive development code update inhouse. It is expected the City Council will adopt the new code by 06/26
HE-1.10_Annual Report on
Housing Element
Implementation
The City will complete an Annual Housing
Report to submit to HCD and OPR by April
1st of each year
4/1/2026 7th Cycle Completed
The City of Shasta Lake
submits the required APR by
April 1st of each year
Other 1 2025 APR Completed
HE-1.11_Online Webbased mapping
The City shall hire a GIS staff person to
maintain a web-based map of available
housing sites. The web-based map will be
made accessible to the public on the City
website.
12/31/2025 6th Cycle Completed
The City's GIS coordinator
has developed a publicfacing web-based map of
available housing sites. The
map is available on the
City's website.
Other 1
City Has one FTE GIS Coordinator, and he
does a great job!
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.
Table D
Program Implementation Status pursuant to GC Section 65583 73 HE-1.12_Mixed-use
Development
The City will evaluate commercial parcels
and structures as part of the update to the
General Plan. The evaluation will include
identifying parcels/lots that are most
appropriate for mixed commercial and
residential uses.
12/31/2026 7th Cycle Continuous
The City completed a
comprehensive General
Plan Update in August 2022.
Other1
Staff is currently preparing the
comprehensive development code update inhouse. It is expected the City Council will adopt the new code by 06/26
HE-1.13_Zoning Plan
Consistency with State
Law
The City shall continually review the
Zoning Plan to address changes in State
law pertaining to the streamlining of
housing production including accessory
dwelling units, SB 35 streamlining, and
allowability of mobile home parks,
employee housing (consistent with Cal.
Gov’t
Codes §§ 17021.5 and 17021.6), and low
barrier navigation centers
12/31/2025 6th Cycle In Progress
The City continually reviews
the Zoning Code to address
changes in State law as it
relates to housing. There
was a delay in updating the
ADU ordinance because of
further changes by the
State, and our Development
Code Update is currently
underway. We currently
follow State law regardless.
Other1
Staff is currently preparing the
comprehensive development code update inhouse. It is expected the City Council will adopt the new code by 06/26
HE-2.1_Development
Standards
The City shall review bi-annually and
amend land use regulations, development
standards, permitting procedures, and fees
as needed,
and where feasible, remove impediments
to and reduce the cost of affordable
residential development. In addition, to
comply with AB 21623, the City will amend
the Zoning Plan to allow supportive
housing as a permitted use in zones where
multifamily and mixed uses are permitted,
including nonresidential zones permitting
multifamily uses.
6/1/2026 7th Cycle In Progress
The City is in the process of
completing a
comprehensive General
Plan Update, which was
completed in August 2022.
The City has requested
funding from the State of
California CDBG Program to
help assist with the
comprehensive
development code update;
this requested was not
funded. Staff is currently
preparing the development
code update in-house.
expected to finish late 2025.
The City is in compliance
with AB 21623.
Other1
Staff is currently preparing the
comprehensive development code update inhouse. It is expected the City Council will adopt the new code by 06/26
HE-2.2_Pursue State and
Federal Funding
The City shall actively pursue appropriate
Federal and State funding sources,
including HOME, CDBG, AHSC, and
CalHome funds, to support the efforts of
nonprofit and for-profit developers to meet
new construction and rehabilitation needs
of extremely low-, very low-, low-, and
moderate-income households. The City
shall periodically review available housing
programs to identify additional funding
sources.
12/31/2026 7th Cycle In Progress See HE-1.4_State and
Federal Funding Other
1 The City anticipates applying for CDBG to
complete a Force Main Project and continue
to work on our existing grant-funded projects.
HE-2.3_Assisting
Affordable Housing
Developers
The City shall work with the Housing
Authority to provide technical and/or
financial assistance to affordable housing
developers, such as site identification, site
acquisition, and identification of subsidy
sources including HOME and AHSC funds
and CDBG monies. The City shall also
make this information available on its
website.
12/31/2026 7th Cycle In Progress
As part of the City's GIS
platform, all specific site
data is readly available to
the public, including parcel
size, topography, floodplain
constraints, etc. The City's
GIS coordinator has created
layers that identify site
constraints on single vacant
lots and the City continues
to actively pursue grant
funding for projects that
benefit the City. See HE1.4 for funding the City has
received for affordable
housing.
Other1
The City will providfe technical assistance to
devleopers when funding is available.
HE-2.4_First Time
Homebuyers
The City shall support
workshops/educational classes on
the benefits of homeownership and
resources for first-time homebuyers.
12/31/2025 6th Cycle Continuous
The City has an ongoing
contract with Joe Rodola
Debt/Homebuyer
Counseling to provide
homebuyer classes,
understanding credit, and
budget management.
Households
Because the City does not have a FTHB
program, there are not any households
utilizing the counseling service. We continue
to offer the program to those who want to
sign up.
HE-3.1_Housing Rehab
(Single Family)
To conserve existing housing stock that
currently needs substantial rehabilitation,
including substandard homes initially built
as Shasta Dam worker housing, the City
will review the Housing Stock Inventory to
assess potential rehabilitation needs,
identify potential loan applicants, and
initiate a program to serve those needs.
This program can be operated in
conjunction with the proposed energy
efficiency program (HE 5.1) to
maximize use of funds and
accommodation of energy efficient
measures lowering the overall operational
costs for a home
12/31/2026 7th Cycle Continuous
In 2022, the City approved
three Housing Rehabilitation
Loans for single-family
homes. The City received a
CDBG award (18-CDBG12918) for Housing
Rehabilitation, with an MOU
executed with the County of
Shasta in January 2021 to
administer the grant. This
grant was officially closed in
Fall 2024. The Shasta
County Housing Authority
continues to offer an active
housing rehabilitation
program available to Shasta
Lake residents.
Households 3931
All households in the City are eligible to apply
for the energy rebate program that is funded
by Public Benefit funds and administered by
a third party. Approximately 1,000-1,500
households are considered low and
moderate, and therefore could be assisted
with a housing rehab program currently
offered by the County of Shasta.
HE-3.2_Housing
Rehabilitation (Multi
Family)
The City will address the rehabilitation of
multi-family units as a priority when
applying for funding
12/31/2026 7th Cycle Continuous
When property owners are
interested in rehabilitating
their multifamily property.
The City can and will meet
with them on funding
opportunities.
Units
We do not anticipate any landlords intersted
in these types of programs, and there is not
funding.
HE-3.3_Foreclosure
Impact Mitigation
The City shall communicate with banks in
ownership of foreclosed homes to ensure
the units are maintained, unoccupied until
rented or sold, and do not become a fire
hazard due to overgrown landscaping. The
City shall partner with deed holders to
inform the public about units available for
sale or conversion to long-term rental
housing.
12/31/2025 6th Cycle Continuous
The City monitors short sale
and foreclosure activity in
the City (via Zillow). Due to
the housing shortage and
sellers market, there has not
been a significant influx of
foreclosures. We will
continue to monitor this.
Other No activity for this item
HE-3.4_Code Enforcement
Procedures
The City shall amend Section 1.17.50 of
the City Municipal Code to require
administrative citations to include a list of
potential resources available to property
owners to correct violations
12/31/2025 6th Cycle Completed
As part of our Code
Enforcement education
program, the City informs
residents about available
programs such as SHHIP,
County Housing
Rehabilitation, City Energy
Audits, and Rebates to help
bring homes into
compliance. Additionally,
the City provides free
commercial-sized
dumpsters to individuals
facing administrative
citations who are actively
working toward compliance.
At this time, an ordinance
change is not necessary.
Other1
At this time, an ordinance change is not
necessary.
HE-4.1_Local, State, and
Federal Funding for
Infrastructure
The City will pursue funding for
infrastructure that will support infill
properties that can be used for residential
development.
12/31/2026 7th Cycle Continuous See HE-1.4_State and
Federal Funding Other
1 The City anticipates applying for CDBG to
complete a Force Main Project and continue
to work on our existing grant-funded projects.
The City received REAP 2.0 funding for
providing pedestrian connectivity between
City Faciliites and Affordable Housing
Projects. This project will be complete by
12/31/2026.
HE-5.1_Energy Efficiency
Calculations
The City shall require all new construction
to demonstrate compliance with Title 24
mandates during the planning and design
process using energy efficiency
calculations approved by the State
12/31/2026 7th Cycle In Progress
Effective 1/1/2020, each
new low-rise residential new
construction must include
plans for rooftop solar.
Electric and Building
department staff review
each proposal, prior to
issuing permits for
construction, to ensure the
system size for each
building satisfies Title 24
mandates, as determined by
formulas provided by the
State.
Units8
Electric and Building department staff review
each proposal, prior to issuing permits for
construction, to ensure the system size for
each building satisfies Title 24 mandates, as
determined by formulas provided by the
State.
HE-5.2_Energy Efficiency
The City shall offer programs that comply
with applicable laws that provide for
weatherization and energy efficiency
rebates for residential
customers and support low-income
households
12/31/2025 6th Cycle Continuous
The Electric Department
offers a comprehensive set
of rebate programs for
energy efficiency measures,
including weatherization
improvements, to all
customer classes; and direct
financial support for low
income residents.
Households 2000
Approximately 2000 households are
considered low and moderate-income. These
individuals are all eligible for energy
efficiency rebates.
HE-5.3_Green Building
Incentives
The City shall encourage the
implementation of the voluntary (Tier 2)
provisions of the Green Building standards.
The City will also
provide information, on request, regarding
green standards currently being applied.
12/31/2025 6th Cycle Continuous
The City of Shasta Lake will
incorporate into the building
application process form(s)
material encouraging
applicants to visit
informational websites
regarding advantages to
construction utilizing Tier 2
methods.
The City of Shasta Lake will
provide information, upon
request, regarding the
current green standards
being required to submitted
building projects.
Other
The City of Shasta Lake will provide
information, upon request, regarding the
current green standards being required to
submitted building projects.
74 HE-5.4_Community Solar
The City shall explore locations and
projects for “community solar,” or utilityscale solar photovoltaic systems with supporting programs to
directly serve the City’s end-users’
electricity needs with local renewable
energy sources
12/31/2025 7th Cycle Not Yet Started
The Electric Department
initiated its review of
potential projects to promote
community solar by
evaluating the programmatic
requirements imposed by
the CA Energy Commission
(CEC). The Department has
found that the CEC’s
definition of "community
solar" and its associated
requirements creates a
great deal of uncertainty that
are untenable. First, the City
must bind its customers who
use community solar, as an
alternative to rooftop solar,
to long-term commitments
(e.g., 20-years). However,
the City’s community solar
program itself only receives
a short-term approval from
the CEC Board, as the
Board requires all programs
to be re-affirmed every 2
years. It is difficult to
impossible for either party
(City or Customer) to enter
into a long-term agreement
under a program that only
has a 2-year approved shelf
life. The City will continue to
Other
The Electric Department initiated its review of
potential projects to promote community
solar by evaluating the programmatic
requirements imposed by the CA Energy
Commission (CEC). The Department has
found that the CEC’s definition of "community
solar" and its associated requirements
creates a great deal of uncertainty that are
untenable. First, the City must bind its
customers who use community solar, as an
alternative to rooftop solar, to long-term
commitments (e.g., 20-years). However, the
City’s community solar program itself only
receives a short-term approval from the CEC
Board, as the Board requires all programs to
be re-affirmed every 2 years. It is difficult to
impossible for either party (City or Customer)
to enter into a long-term agreement under a
program that only has a 2-year approved
shelf life. The City will continue to evaluate
“community solar,” particularly the
uncertainty that the regulatory mandates
have created. In the meantime, the City
continues to purchase renewable energy
supply to meet a growing proportion of endusers’ collective needs and maintains an electric portfolio that is predominantly carbonfree.
HE-6.1_Reasonable
Accomodation
The City shall continue to provide
reasonable accommodations through a
formal procedure by reviewing and
approving requests for modifications to
building or zoning requirements in order to
ensure accommodations for persons with
disabilities. Additionally, the City shall
provide both printed information, and
information on the City’s website regarding
reasonable accommodations
12/31/2025 7th Cycle Continuous
The City has adopted
Municipal Code Section
17.92.090 - Minor
Exceptions and amended
Chapter 17.90 -
Nonconforming Uses,
Structures, Sites, and
Parcels. These changes
create an avenue to
accommodate modifications
to zoning requirements that
may be needed for persons
with disabilities.
Other The City complies with all reasonable
accomodation requests.
HE-6.2_Assistance for
Special Needs
Populations
In order to assist in the housing needs
for special needs populations, including the
elderly, persons with physical and mental
disabilities (including developmental
disabilities), female-headed households,
large families, farmworkers, extremely lowincome households, and veterans, the City will engage with housing advocates,
encourage housing
providers to designate a portion of new
affordable housing developments for
special needs populations, , and pursue
funding sources designated for these
groups.. The City shall also partner with the
Far Northern Regional Center to provide
information and services to persons with
development disabilities.
12/31/2025 6th Cycle Continuous
The City partners with
Shasta County Community
Action Agency (CAA). CAA
is currently working on the
following projects/programs
that benefit the special
needs population for Shasta
County and City of Shasta
Lake:
Square One Homes
Veterans Village Project.
This 30 unit project is to
provide transitional housing
for veterans with physical
and mental disabilities.
CAA Utilizing HHAP and
CSBG CARES funding in
support of Homekey Project
Rehabilitation of Five SingleFamily Homes in Anderson
and City of Shasta Lake
Re-Housing of elderly or
medically fragile Homeless
individuals in Project
RoomKey Program
Partners II – Administered
by CAA
Rental assistance voucher
program funded through
CoC Assistance Grant
Available to eligible
participants in seven county
Other
The City does not have any record of
assistance for the special needs population,
but the County of Shasta does, and will most
likely report on their APR
HE-7.1_Section 8
Assistance
The City shall be in regular contact with the
Shasta County Housing Authority in order
to obtain data and information about the
Section 8 programs. Information will be
made readily available to individuals and
affordable housing developers
12/31/2025 6th Cycle Completed
There are currently _69_
units current in the City of
Shasta Lake through the
HCV program; however,
there are no vouchers
restricted for use only within
the City of Shasta Lake, as
the vouchers administered
by our Public Housing
Authority can be used
throughout the Shasta
County Region outside of
the City limits of Redding
and also in the counties of
Trinity, Modoc, and
Siskiyou. In addition, there
are 49 vouchers reserved
for the Downtown
Revitalization Project
(construction 2024) and 31
vouchers for Veterans
Village Project (currently in
construction).
Households 48 Cascade Village Project Based Rental
Vouchers, Shasta Lake.
HE-7.2_Equal Housing
Opportunity
The City shall provide information obtained
from the Housing Authority (including
brochures, flyers, posters, and similar
publications) in public locations, including
City offices. In addition, the City shall have
such
information available on the City’s website
and for distribution to interested parties
who request it. Information shall be
provided in languages other than English
where appropriate
12/31/2025 6th Cycle Continuous
All housing outreach
material, complies with
Equal Housing
requirements, and includes
the logo and required
information.
Households This work is continuous, and the City
reamains in compliance.
HE-7.3_Fair Housing
The City shall be a local contact point for
fair housing complaints
and will refer interested persons to the
California Department of Fair Employment
and Housing (DFEH) and the U.S.
Department of Housing and Urban
Development
(for federally subsidized units) as
complaints are received. The City will also
display fair housing information at City
offices and shall provide links on its
website to these entities and their fair
housing discrimination references,
contacts, and compliance procedures
12/31/2025 6th Cycle Continuous
The City Clerk is the point of
contact for fair housing
complaints. The City Clerk
will engage with CA
Department of Fair
Employement and Housing
and HUD if additional
support is needed. All
housing outreach material,
complies with Equal
Housing requirements, and
includes the logo and
required information.
Households
The City Clerk is the point of contact for fair
housing complaints. The City Clerk will
engage with CA Department of Fair
Employement and Housing and HUD if
additional support is needed. All housing
outreach material, complies with Equal
Housing requirements, and includes the logo
and required information.
HE-7.4_Affirmatively
Further Fair Housing
The City will coordinate with the Shasta
County Housing Authority and/or Fair
Housing Advocates of Northern California
to develop a plan to Affirmatively Further
Fair Housing (AFFH). The AFFH Plan shall
take actions to address significant
disparities in housing needs and in access
to opportunity for all persons regardless of
race, religion, sex, marital status, ancestry,
national origin, color, familial status, or
disability, and other characteristics
protected by the California Fair
Employment and Housing Act (Part 2.8
(commencing with Section 12900) of
Division 3 of Title 2), Section 65008, and
any other state and federal fair housing
and planning law. The City shall pursue
funding to provide services through these
partnerships including:
1. Distributing educational materials to
property owners, apartment managers, and
tenants every two years.
2. Making public service announcements
via different media e.g. newspaper ads and
public service announcements at local
radio and television channels) at least
two times a year.
3. Conducting public presentations with
different community groups.
4. Responding to complaints of
discrimination (e.g. in-taking, investigation
of complaints, and resolution).
12/31/2025 7th Cycle Continuous
CITY OF SHASTA LAKE
AFFIRMATIVE FAIR
HOUSING MARKETING
PLAN (AFHMP)
Units1
Adoption: RESOLUTION CC 2025-69
October 21, 2025
75 76
Report and Recommendations 6.7 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
____________________________________________________________ TO: Mayor and City Council Members
FROM: Jason Peterson, Finance Director
DATE: March 17, 2026
SUBJECT: CASH & INVESTMENT REPORT FOR DECEMBER 31, 2025 FILE NO:
RECOMMENDATION:
Staff submits for approval the attached Cash & Investment Report for the period ending December 31, 2025.
BACKGROUND:
Per California Government Code section 53600.5 and the City’s investment policy, the primary objectives of the City’s investment program, listed in order of priority, are safety, liquidity and return. The City’s investment policy, which complies with Code, is designed to meet the requirements of Code and ensure that the City’s funds are prudently managed The City’s investment policy requires that the Finance Director submit an investment report to the City Council (governing body) each quarter that consists of the following information:
issuers (bank or institution)
type of investment or description
dollar amount
interest rate
market valuation
percent of each investment within the overall portfolio date of maturity
77 The source of the valuation of each investment is required to be reported to the City Council. Additionally, a statement indicating the agency’s ability, or lack thereof, to meet the next six (6) months cash flow requirements is required.
Each of the criteria listed above has been addressed in the attached analysis of the cash and investments that the City held on December 31, 2025. The source of market valuations has been quoted from documents received from the custodian bank or the institution holding the investments. If staff did not receive this information from the bank or institution, market value has been listed as equal to the carrying amount. Additionally, we have indicated whether funds are “restricted” for a particular purpose. Restricted funds are usually the amount of funds required to service the last debt service payment on a loan or funds for special projects (water improvement project and housing rehabilitation).
On an overall basis, the City of Shasta Lake should be able to meet its cash flow requirements for the next six months.
FISCAL IMPACTS:
None
ATTACHMENTS:
• City of Shasta Lake Cash & Investment Report
• Resolution for the approval of the December 31, 2025 Cash & Investment Report • Cash and Investment Notes
DISTRIBUTION:
City of Shasta Lake City Council
City of Shasta Lake Files
78 This is a summary of the City’s investments arranged by the different institutions holding the assets.
Market Date of
Bank or Institution Description Amount Interest Rate Valuation % of Portfolio Maturity Plumas Bank Checking Account $2,295,456 n/a $2,295,456 4.1135% n/a Plumas Bank Money Market Account $3,529,192 4.20% $3,529,192 6.3244% n/a City of Shasta Lake Petty Cash $2,100 n/a $2,100 0.0038% n/a US Bank Investments $37,630,122 variable $37,630,122 67.4345% Varies State of California LAIF-City $12,009,407 4.20% $12,035,605 21.5682% n/a Shasta County Trustee
(Restricted) LAIF-County* $309,308 4.20% $309,983 0.5555% n/a Grand Total $55,775,585 $55,802,458 100%
CalPERS CERBT ** Retiree Health Benefit Trust $11,179,397 variable $11,179,397 n/a n/a CalPERS CEPPT ** Retiree Pension Benefit Trust $110,996 variable $110,996 n/a n/a *Restricted = Debt Service Reserve Requirements
** This is a portfolio investment and not a bank deposit. Each employer owns a percentage of the portfolio, and does not have direct ownership of the securities in the portfolio.
It is expected that the City of Shasta Lake will be able to meet its cash flow requirements for the next six months. ____________________________________ 31-Dec-2025
Jason Peterson Date
Finance Director
City of Shasta Lake
Analysis of Cash and Investments
December 31, 2025
79 RESOLUTION CC 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHASTA LAKE
ACCEPTING THE QUARTERLY CASH AND INVESTMENT REPORT FOR THE PERIOD ENDING DECEMBER 31, 2025
WHEREAS, the Chief Fiscal Officer is required under Senate Bills 564 and 866 to provide a quarterly investment report to the City Council, and
WHEREAS, the report includes the issuers, type of investment or description, dollar amount, interest rate, market valuation, the percent of each investment within the overall portfolio, the date of maturity, and
WHEREAS, the source of the valuation of each investment has been quoted from documents received from the bank or institution that is the issuer of each of the investments and when not supplied the amount has been listed as equal to the carrying value, and
WHEREAS, on an overall basis, the City of Shasta Lake will be able to meet its cash flow requirements for the next six months.
NOW, THEREFORE BE IT RESOLVED that the Shasta Lake City Council accepts the Quarterly Cash and Investment Report for the Period ending December 31, 2025 for review.
PASSED, APPROVED, AND ADOPTED this 17th day of March, 2026, by the following vote:
AYES:
NOES:
ABSENT:
JUSTIN JONES, Mayor
ATTEST:
CHARITY TATLOW, City Clerk
80 Cash Accounts Held at December 31, 2025
Plumas Bank Checking Account - The City’s checking account at Plumas Bank is primarily used to manage the day-to-day operations of the City. The Money Market account is used to facilitate liquidity. Plumas is matching LAIF interest.
US Bank Investments (Managed by Chandler) - The US Bank Investments account holds a mix of investments, which comply with California regulations. The yield on these investments varies.
Local Agency Investment Fund (LAIF)-City - LAIF is where the City keeps its idle cash for all funds. It’s essentially the City’s cash reserves and is necessary for liquidity. This type of account allows the City to deposit and withdraw funds a maximum of 15 transactions per month without fees or penalties.
LAIF-County - The County LAIF account is essentially a reserve fund for the debt service for the USDA sewer loan. This $5.6 million loan was used to finance the expansion of the wastewater treatment plant. The final payment on the bond is due December 2034. 81 82
Report and Recommendations 8.1 Reviewed and Approved
City Manager
AGENDA ITEM
City Council
TO: Mayor and City Council Members
FROM: Whitney Zeller, Community and Economic Development Manager
DATE: April 17, 2026
SUBJECT: RESOLUTION ACKNOWLEDGING COMPLETION AND
AUTHORIZING CLOSEOUT OF THE CDBG-DR MULTIFAMILY
HOUSING PROGRAM (DR-MHP) GRANT – AGREEMENT NO. 21-
DRMHP-21002
FILE NO.:
RECOMMENDATION
Staff recommends that the City Council consider approving a resolution acknowledging completion of the Cascade Village affordable housing project, partially funded through the Community Development Block Grant Disaster Recovery Multifamily Housing Program (CDBG-DR-MHP), confirming that all required project activities have been completed and financial reports submitted, authorizing staff to submit closeout documentation to the California Department of Housing and Community Development (HCD).
BACKGROUND
In response to the 2018 California wildfires, the United States Department of Housing and Urban Development (HUD) allocated Community Development Block Grant Disaster Recovery (CDBG-DR) funds to the State of California to support housing recovery efforts in disaster-impacted communities. The California Department of Housing and Community Development (HCD) administers these funds through several programs, including the Disaster Recovery Multifamily Housing Program (DR-MHP).
The City of Shasta Lake entered into Standard Agreement No. 21-DRMHP-21002 with HCD to administer DR-MHP funds for the development of affordable multifamily housing within the community. Under the agreement, the City received a Subrecipient Allocation of $1,530,614, consisting of $1,331,634 in Activity Funds for affordable housing 83 development, and $198,980 in Activity Delivery Funds for program administration and oversight.
Consistent with program requirements, the City conducted a Project Solicitation Process to identify eligible affordable housing developments for DR-MHP funding. In November 2021, the City issued a Notice of Funding Availability (NOFA) and Request for Proposals (RFP) inviting qualified developers to submit applications for eligible projects.
The City received one application from ADK Properties LLC proposing development of a 49-unit, mixed-use affordable housing project originally referred to as Shasta Lake Apartments, now known as Cascade Village.
Following local review and coordination with HCD, the City submitted the project to HCD for approval. The project was subsequently approved and issued a Notice to Proceed, committing DR-MHP Activity Funds to the Cascade Village development.
Additionally, the City Council approved a professional services agreement (Resolution CC-2023-72) with the County in an amount not to exceed $190,000 for monitoring and reporting for the CDBG-DR-MHP project, to be funded through the grant’s Activity Delivery funds.
PROJECT COMPLETION
The Cascade Village project has now been completed, and all construction activities associated with the DR-MHP funding have been finalized.
The development provides 48 affordable multifamily housing units, of which 6 were funded through the City’s DR-MHP funding, and one manager’s unit, serving low- to moderate-income households in the City of Shasta Lake, and helping address housing needs following the 2018 disaster events.
Project completion milestones achieved include:
• Completion of construction activities
• Issuance of the Certificate of Occupancy
• Completion of final inspections and project documentation • Preparation of required closeout documentation for HCD The City has worked with the developer and program partners to ensure compliance with all DR-MHP program requirements, including affordability restrictions, regulatory agreements, labor standards requirements, and project reporting obligations. 84 FINANCIAL SUMMARY
The City’s DR-MHP allocation and expenditures are summarized below:
Funding Category Allocation Final Expenditures
Activity Funds $1,331,634 $1,331,634
Activity Delivery Funds $198,980 $198,980
Total $1,530,614 $1,530,614
As part of the closeout process for the grant, the City’s governing body is required to approve a resolution acknowledging completion of the project and confirming all financial reports have been processed. Adoption of the attached resolution will satisfy this requirement for grant closeout and allow City staff to finalize submission of closeout documentation to HCD.
FISCAL IMPACTS:
No Fiscal Impact
ATTACHMENTS
Resolution CC 2026-XX
DISTRIBUTION
City Council
85 RESOLUTION CC 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SHASTA LAKE
ACKNOWLEDGING COMPLETION OF THE CASCADE VILLAGE AFFORDABLE
HOUSING PROJECT AND AUTHORIZING CLOSEOUT OF COMMUNITY
DEVELOPMENT BLOCK GRANT DISASTER RECOVERY MULTIFAMILY HOUSING PROGRAM (CDBG-DR-MHP) UNDER AGREEMENT NO. 21-DRMHP-21002 WHEREAS, the United States Department of Housing and Urban Development (HUD) allocated Community Development Block Grant Disaster Recovery (CDBG-DR) funding to the State of California to support housing recovery following the 2018 wildfire disasters; and
WHEREAS, the California Department of Housing and Community Development (HCD) administers these funds through the Disaster Recovery Multifamily Housing Program (DR-MHP); and
WHEREAS, the City of Shasta Lake was awarded $1,530,614 of DR-MHP funds and entered into Standard Agreement No. 21-DRMHP-21002 with HCD to administer these funds for development of affordable multifamily housing; and WHEREAS, the City allocated $1,331,634 of the funds to ADK Properties LLC for development of the Cascade Village affordable housing project; and WHEREAS, the City allocated $198,980 of the funds for Activity Delivery; and WHEREAS, the Cascade Village project has been constructed and completed in accordance with DR-MHP program requirements, with 6 of the 49 units being assisted with the City’s DR-MHP funding; and
WHEREAS, the Project was issued a Certificate of Occupancy by the City on December 5, 2025; and
WHEREAS, the City has administered the grant and overseen project implementation consistent with federal and state program requirements; and WHEREAS, the DR-MHP Standard Agreement requires submission of a governing body resolution acknowledging completion of the approved project and confirming that all financial reports have been processed as part of the grant closeout process.
NOW, THEREFORE, BE IT RESOLVED that the City of Shasta Lake hereby:
1. Acknowledges that the Cascade Village affordable housing project funded through the CDBG-DR-MHP program has been completed.
2. Confirms the City has administered the project in accordance with the requirements of Standard Agreement No. 21-DRMHP-21002 and applicable federal and state regulations. 86 3. Confirms that all eligible project activities funded under the DR-MHP program have been completed and that final financial reports have been submitted to HCD.
4. Authorizes City staff to submit all required closeout documentation to HCD and take any additional actions necessary to complete the closeout of the DR-MHP grant.
PASSED, APPROVED, AND ADOPTED this 17th day of March 2026, by the following vote:
AYES:
NOES:
ABSENT:
______________________________
JUSTIN JONES, Mayor
ATTEST:
_______________________________
CHARITY TATLOW, CMC
City Clerk
87 88
02/24/26
RE: Public Authority Letter of Acknowledgement
To Whom It May Concern:
Redding Rancheria has identified portions of the City of Shasta Lake roadway system listed on the attached table and maps. These essential routes are crucial to the Tribe’s access to goods and services, existing and potential economic development as well as emergency evacuation and response. Tribal members use these routes for daily living and access to schools, employment, mail, shopping, healthcare, traditional and recreational activities.
The City of Shasta Lake is currently responsible for the maintenance of these roads, and has sufficient funds to meet its maintenance responsibilities if and when a road section is improved. These roads are currently open to the public and will remain open to the public after they are added to the Redding Rancheria National Tribal Transportation Facility Inventory (NTTFI), formally Indian Reservation Roads (IRR) Program. Allowing the Tribe to include these roads on the NTTFI simply allows the Tribe the opportunity to provide potential funding to future roadway improvement projects. In no way does this action render the City of Shasta Lake less responsible for the road or in any way impact roadway ownership.
The City of Shasta Lake understands the importance of these routes to Redding Rancheria and is aware that these roads may need improvement at present and in the future to maintain public safety. If the Tribe, with full approval from the City of Shasta Lake, does perform roadway improvements to any of these sections of roadway, the City of Shasta Lake agrees to continue the required maintenance on the roads as it is presently the City of Shasta Lake‘s responsibility.
Therefore, in accordance with 25 CFR, Part 170, Redding Rancheria, in conjunction with the City of Shasta Lake, is requesting that BIADOT to accept the route(s) into the NTTFI.
Sincerely,
_______________________________________
Redding Rancheria Representative
_______________________________________
City of Shasta Lake Representative
89 Redding Rancheria - City of Shasta Lake Routes (2026) Route Name
Route
Number
Section
Number
Length
(mi) Class Construction Need Bridge Number
Cascade Blvd 0181 010 0.2 7-City Collector 2-Construction Need-Other Shasta Way 0182 010 0.1 3-City Local 2-Construction Need-Other Shasta Dam Blvd 0184 010 0.7 6-City Minor Arterial 2-Construction Need-Other Grand Ave 0186 010 0.1 3-City Local 2-Construction Need-Other 1 90
Note of Authorship: Redding Rancheria, Red Plains Professional, Google, U.S. Census Bureau.
Service Layer Credits: World Terrain Base: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, CGIAR, USGS
World Topographic Map: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, USGS
County - National Extent White boundary:
Google Map 35%: Google
World_Countries_Generalized: Sources: Esri; Garmin International, Inc.; U.S. Central Intelligence Agency (The World Factbook); National Geographic Society. ¬«273
¬«299
¬«3
¬«36
¬«99
¬«299
¬«36
¬«151
¬«44
§¨¦5
§¨¦5
Redding
Rancheria
Redding
Rancheria
Redding
Rancheria
S H A S TA
C O U N T Y
T R I N I T Y
C O U N T Y
T E H A M A
C O U N T Y
Anderson
Cottonwood
Igo
Red Bluff
Redding
Shasta
Shasta Lake
Weaverville
C D 0 1
C D 0 2
0181_010
Redding Rancheria 2026 NTTFI Inventory Update Strip Map Prepared by: Date: 12/12/2025
0 6 Miles
Cover Map
Cascade Blvd
Route Name:
Route Number:
0181
Section Number:
010
Symbology
NTTFI Strip Map
Route Section
(color varies)
NTTFI Proposed
Route
! ! !
NTTFI Trail Route
NTTFI Proposed
Parking Lot
NTTFI Route
(color varies)
NTTFI Parking
Lot (color varies)
Redding
Rancheria
Municipal/Census
County
Congressional
District
Forest Service
National Park
Service
BIA Other
Other
Federal
State
County
Urban
Tribal
Route Ownership
Ownership: 4-Urban
Congressional
District: 01
County: 089 - Shasta
Construction Need: 2-Construction
Need-Other
Section Length (mi) : 0.2
Route Length (mi) : 0.2
Class: 7-City Collector
Bridge Number:
Bridge Condition:
Bridge Length (ft):
Begin Latitude: 40.681026
End Latitude: 40.683044
Begin Longitude: -122.349929
End Longitude: -122.347813
Shasta Lake
Redding
Rancheria
§¨¦5
§¨¦5
Ýò0181
Ýò0181
Cascade Blvd
0 0.03 Miles
Strip Map
Redding Rancheria
lands and NTTFI
inventory are located
within Shasta, Tehama
and Trinity Counties
of California,
Congressional Districts
01 and 02.
¹
Sacramento
MEXICO
P A C I F I C O C E A N
C A L I F O R N I A
U
T
A
H
A
R
I
Z
O
N
A
Redding
Rancheria
NEVADA
OREGON IDAHO
MEXICO
91 Note of Authorship: Redding Rancheria, Red Plains Professional, Google, U.S. Census Bureau.
Service Layer Credits: World Terrain Base: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, CGIAR, USGS
World Topographic Map: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, USGS
County - National Extent White boundary:
Google Map 35%: Google
World_Countries_Generalized: Sources: Esri; Garmin International, Inc.; U.S. Central Intelligence Agency (The World Factbook); National Geographic Society. ¬«273
¬«299
¬«3
¬«36
¬«99
¬«299
¬«36
¬«151
¬«44
§¨¦5
§¨¦5
Redding
Rancheria
Redding
Rancheria
Redding
Rancheria
S H A S TA
C O U N T Y
T R I N I T Y
C O U N T Y
T E H A M A
C O U N T Y
Anderson
Cottonwood
Igo
Red Bluff
Redding
Shasta
Shasta Lake
Weaverville
C D 0 1
C D 0 2
0182_010
Redding Rancheria 2026 NTTFI Inventory Update Strip Map Prepared by: Date: 12/11/2025
0 6 Miles
Cover Map
Shasta Way
Route Name:
Route Number:
0182
Section Number:
010
Symbology
NTTFI Strip Map
Route Section
(color varies)
NTTFI Proposed
Route
! ! !
NTTFI Trail Route
NTTFI Proposed
Parking Lot
NTTFI Route
(color varies)
NTTFI Parking
Lot (color varies)
Redding
Rancheria
Municipal/Census
County
Congressional
District
Forest Service
National Park
Service
BIA Other
Other
Federal
State
County
Urban
Tribal
Route Ownership
Ownership: 4-Urban
Congressional
District: 01
County: 089 - Shasta
Construction Need: 2-Construction
Need-Other
Section Length (mi) : 0.1
Route Length (mi) : 0.1
Class: 3-City Local
Bridge Number:
Bridge Condition:
Bridge Length (ft):
Begin Latitude: 40.682075
End Latitude: 40.680288
Begin Longitude: -122.35282
End Longitude: -122.352243
Shasta Lake
Redding
Rancheria
¬«151 ¬«151
Ýò0182
Ýò0182
Shasta
Way
0 0.03 Miles
Strip Map
Redding Rancheria
lands and NTTFI
inventory are located
within Shasta, Tehama
and Trinity Counties
of California,
Congressional Districts
01 and 02.
¹
Sacramento
MEXICO
P A C I F I C O C E A N
C A L I F O R N I A
U
T
A
H
A
R
I
Z
O
N
A
Redding
Rancheria
NEVADA
OREGON IDAHO
MEXICO
92 Note of Authorship: Redding Rancheria, Red Plains Professional, Google, U.S. Census Bureau.
Service Layer Credits: World Terrain Base: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, CGIAR, USGS
World Topographic Map: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, USGS
County - National Extent White boundary:
Google Map 35%: Google
World_Countries_Generalized: Sources: Esri; Garmin International, Inc.; U.S. Central Intelligence Agency (The World Factbook); National Geographic Society. ¬«273
¬«299
¬«3
¬«36
¬«99
¬«299
¬«36
¬«151
¬«44
§¨¦5
§¨¦5
Redding
Rancheria
Redding
Rancheria
Redding
Rancheria
S H A S TA
C O U N T Y
T R I N I T Y
C O U N T Y
T E H A M A
C O U N T Y
Anderson
Cottonwood
Igo
Red Bluff
Redding
Shasta
Shasta Lake
Weaverville
C D 0 1
C D 0 2
0184_010
Redding Rancheria 2026 NTTFI Inventory Update Strip Map Prepared by: Date: 12/30/2025
0 6 Miles
Cover Map
Shasta Dam Blvd
Route Name:
Route Number:
0184
Section Number:
010
Symbology
NTTFI Strip Map
Route Section
(color varies)
NTTFI Proposed
Route
! ! !
NTTFI Trail Route
NTTFI Proposed
Parking Lot
NTTFI Route
(color varies)
NTTFI Parking
Lot (color varies)
Redding
Rancheria
Municipal/Census
County
Congressional
District
Forest Service
National Park
Service
BIA Other
Other
Federal
State
County
Urban
Tribal
Route Ownership
Ownership: 4-Urban
Congressional
District: 01
County: 089 - Shasta
Construction Need: 2-Construction
Need-Other
Section Length (mi) : 0.7
Route Length (mi) : 0.7
Class: 6-City Minor
Arterial
Bridge Number:
Bridge Condition:
Bridge Length (ft):
Begin Latitude: 40.68053
End Latitude: 40.680288
Begin Longitude: -122.365671
End Longitude: -122.352125
Shasta Lake
Redding Rancheria
¬«151
¬«151
§¨¦5
Ýò0184 Ýò0184
Shasta Dam Blvd
0 0.1 Miles
Strip Map
Redding Rancheria
lands and NTTFI
inventory are located
within Shasta, Tehama
and Trinity Counties
of California,
Congressional Districts
01 and 02.
¹
Sacramento
MEXICO
P A C I F I C O C E A N
C A L I F O R N I A
U
T
A
H
A
R
I
Z
O
N
A
Redding
Rancheria
NEVADA
OREGON IDAHO
MEXICO
93 Note of Authorship: Redding Rancheria, Red Plains Professional, Google, U.S. Census Bureau.
Service Layer Credits: World Terrain Base: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, CGIAR, USGS
World Topographic Map: Sources: Esri, TomTom, Garmin, FAO, NOAA, USGS, © OpenStreetMap contributors, and the GIS User Community World Hillshade: Esri, USGS
County - National Extent White boundary:
Google Map 35%: Google
World_Countries_Generalized: Sources: Esri; Garmin International, Inc.; U.S. Central Intelligence Agency (The World Factbook); National Geographic Society. ¬«273
¬«299
¬«3
¬«36
¬«99
¬«299
¬«36
¬«151
¬«44
§¨¦5
§¨¦5
Redding
Rancheria
Redding
Rancheria
Redding
Rancheria
S H A S TA
C O U N T Y
T R I N I T Y
C O U N T Y
T E H A M A
C O U N T Y
Anderson
Cottonwood
Igo
Red Bluff
Redding
Shasta
Shasta Lake
Weaverville
C D 0 1
C D 0 2
0186_010
Redding Rancheria 2026 NTTFI Inventory Update Strip Map Prepared by: Date: 12/30/2025
0 6 Miles
Cover Map
Grand Ave
Route Name:
Route Number:
0186
Section Number:
010
Symbology
NTTFI Strip Map
Route Section
(color varies)
NTTFI Proposed
Route
! ! !
NTTFI Trail Route
NTTFI Proposed
Parking Lot
NTTFI Route
(color varies)
NTTFI Parking
Lot (color varies)
Redding
Rancheria
Municipal/Census
County
Congressional
District
Forest Service
National Park
Service
BIA Other
Other
Federal
State
County
Urban
Tribal
Route Ownership
Ownership: 4-Urban
Congressional
District: 01
County: 089 - Shasta
Construction Need: 2-Construction
Need-Other
Section Length (mi) : 0.1
Route Length (mi) : 0.1
Class: 3-City Local
Bridge Number:
Bridge Condition:
Bridge Length (ft):
Begin Latitude: 40.682521
End Latitude: 40.682576
Begin Longitude: -122.35308
End Longitude: -122.350526
Shasta Lake
Redding
Rancheria
Ýò0186 Ýò0186
Grand Ave
0 0.03 Miles
Strip Map
Redding Rancheria
lands and NTTFI
inventory are located
within Shasta, Tehama
and Trinity Counties
of California,
Congressional Districts
01 and 02.
¹
Sacramento
MEXICO
P A C I F I C O C E A N
C A L I F O R N I A
U
T
A
H
A
R
I
Z
O
N
A
Redding
Rancheria
NEVADA
OREGON IDAHO
MEXICO
94 PO BOX 777 | 4477 Main Street
Shasta Lake, CA 96019
(530) 275-7400
www.cityofshastalake.gov
March 17, 2026
The Honorable Lisa Calderon
Member, California State Assembly
1021 O Street, Suite 4650
Sacramento, CA 95814
RE: AB 2517 (Calderon) Fire Hazard Severity Zones
Notice of SUPPORT (As Introduced on February 20, 2026)
Dear Assemblymember Calderon,
The City of Shasta Lake is pleased to support AB 2517 (Calderon), which would improve the Fire Hazard Severity Zone (FHSZ) designation process by ensuring consistent updates to Local Responsibility Area (LRA) maps and establishing a more transparent, publicly accessible process for developing and releasing these critical designations.
Under current law, fire hazard severity zone designations are applied in both state responsibility areas and local responsibility areas to reflect the state’s best available science regarding environmental conditions such as slope, vegetation, and wind patterns that influence wildfire spread. While LRA FHSZ maps are required to be periodically reviewed, statute does not require a comprehensive update, and prior to the most recent release in 2025, the LRA maps had not been updated for more than 15 years.
With the 2025 release, significant concerns were raised regarding the accuracy of underlying land use information, including split parcels with multiple designations and the classification of developed areas such as parking lots and bodies of water as very high fire hazard severity zones.
Cities are required to adopt these maps by ordinance and conduct public hearings locally, yet currently have no formal opportunity to meaningfully engage in or respond to concerns about the state’s model, data, or methodology before adoption.
AB 2517 would clarify how and when FHSZ maps are updated and ensure meaningful public engagement prior to local adoption. Specifically, the bill would establish a five-year update cycle for LRA FHSZ maps, require a preliminary public release of updated maps, mandate disclosure of the data, models, and methodology used to develop the designations, and provide opportunities for regional workshops and public comment before the maps are transmitted to local agencies for ordinance adoption.
For cities like ours, greater transparency and predictability in the FHSZ process would improve public trust, enhance local implementation, and ensure that wildfire risk designations are based on accurate and up-to-date information before being codified into local law. 95 The recently released maps have had a particularly significant impact on the City of Shasta Lake.
Under the new designations, approximately 99 percent of the City is now classified as Moderate, High, or Very High Fire Hazard Severity Zone, despite the extensive wildfire mitigation work completed in and around our community. Over the past several years, the City and our regional partners have invested millions of dollars and completed hundreds of acres of fuel reduction projects, defensible space improvements, and forest health treatments to reduce wildfire risk and protect our residents.
Due to these proactive efforts, the City of Shasta Lake has been recognized by the California Board of Forestry and Fire Protection as a Fire Risk Reduction Community for the past two years. While we are proud of this recognition and the work that earned it, the designation currently has no effect on the state’s fire hazard mapping methodology, meaning that communities demonstrating measurable risk reduction efforts receive no corresponding consideration in the mapping outcomes.
During discussions with the Board of Forestry, it was noted that the current mapping formula does not account for completed mitigation efforts or fuel reduction work that has already occurred on the ground. As a result, communities that have proactively invested in wildfire prevention are not seeing those efforts reflected in the hazard designations that ultimately affect local land use decisions, insurance markets, and development standards.
For these reasons, the City believes local governments should have a collaborative role with the Board of Forestry and other state agencies prior to the final adoption of FHSZ maps. Local jurisdictions possess valuable on-the-ground knowledge of fuel reduction projects, vegetation management activities, and community wildfire protection strategies that could improve the accuracy and credibility of the state’s hazard mapping.
AB 2517 represents an important step toward creating a more transparent, collaborative, and data-driven process for wildfire hazard designation. By establishing a predictable update cycle and requiring earlier engagement with local governments and the public, this legislation will help ensure that wildfire risk designations reflect both the best available science and the real mitigation work occurring within our communities.
For these reasons, the City of Shasta Lake respectfully supports AB 2517.
Very truly yours,
CITY OF SHASTA LAKE
JUSTIN JONES
Mayor
cc. Assemblywoman Heather Hadwick and Senator Megan Dahle Charles Anderson, League of California Cities
League of California Cities, [email protected]
96