Agenda packet — Sutter Creek City Council, May 18, 2026 (part 1 of 2)

City Council Meeting Agenda
Monday, May 18, 2026 at 6:00 PM
33 Church Street, Sutter Creek, CA 95685
The Agenda can be found on the City’s Website: www.cityofsuttercreek.org (AMENDED AGENDA)
The City of Sutter Creek City Council Meeting will be available in person and LIVE on YouTube at https://www.youtube.com/@CityofSutterCreek.

You can also watch the meeting on Zoom (please note Zoom participation is only available for viewing. https://us02web.zoom.us/j/81391466458?pwd=4jXmBm1AP5bEbiID3iDwuxk4GpreRY.1 Or Dial by phone: 301 715 8592 Webinar ID: 816 8589 0182 Passcode: 186036 Unless stated otherwise on the agenda, every item on the agenda is exempt from review under the California Environmental Quality Act (“CEQA”) per CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065.

The City Council Meeting Agenda for the May 18, 2026 regular meeting was originally posted on Monday, May 11, 2026 and amended on Thursday, May 14, 2026. Amendment made due to the addition of Item 7(B) - Accept Offers of Dedication for Valley View Way and Bowers Drive. -----------------------------------------------------------------------------------------------------------------------------------

1. Call to Order and Establish a Quorum for Regular Meeting

2. Pledge of Allegiance to the Flag

3. Public Forum
At this time, the public is permitted to address the City Council on items not appearing on the agenda.

Comments may not exceed 5 minutes. In accordance with State Law, however, no action or discussion may take place on any item not appearing on the posted agenda. The City Council may respond to statements made or questions asked or may request Staff to report back at a future meeting on the matter. The exceptions under which the City Council may discuss and/or take action on items not appearing on the agenda are contained in Government Code §54954.2. Public comment on any item listed below shall be limited to five minutes, unless additional time is permitted by the Mayor/Council.
1 4. City Manager’s Report
This section is an opportunity to provide Council members with a brief status update on staff activities. No action is expected to be taken by the Council.

5. Presentations
A. Sutter Creek Visitor Center Presentation
Recommendation: Receive 2025 Annual Review presentation and Fiscal Year (FY) 2026-2027 sponsorship proposal given by Lisa Klosowski, Director - Sutter Creek Visitor Center.

B. University of Southern California (USC) 2026 Sunstone Economic Development Challenge - Building an Entrepreneurship Ecosystem in the City of Sutter Creek Recommendation: Receive informational report and presentation material provided by the USC Team regarding economic development possibilities for the City of Sutter Creek.

6. Approval of Minutes
A. City Council Minutes of May 4, 2026
Recommendation: By motion approve minutes as presented.

7. Consent Agenda
Items listed on the consent agenda are considered routine and shall be enacted in one motion. Any item may be removed for discussion at the request of Council or the Public.

A. Public Hearing: Safety Element Update with LHMP
Staff recommends that the City Council:

1. Review the amended Safety Element and hold a public hearing to solicit public comment on the Draft Amendment to the Safety Element; and

2. Find the Project is exempt from CEQA per Section 15061(b)(3); and

3. Approve, based on the Planning Commission’s recommendation, the proposed General Plan Amendment to incorporate the Local Hazard Mitigation Plan into the Safety Element as presented.

4. Adopt Resolution No. 25-26-xx, thereby memorializing the approval of amendment to the Safety Element as presented by staff.

B. Accept Offers of Dedication for Valley View Way and Bowers Drive Recommendation: Adopt Resolution No. 25-26-xx, thereby memorializing the City of Sutter Creek's acceptance of Offers of Dedication for Valley View Way and Bowers Drive.

8. Ordinances and Public Hearing
A. Public Hearing: Delinquent Sewer Charges
Recommendation:

1. Open the Public Hearing and receive public comment.
2 2. Close the Public Hearing.

3. Adopt Resolution No. 25-26-xx, thereby approving the order to place delinquent sewer charges on the tax rolls pursuant to Health and Safety Code Section 5470 et seq.

3. Direct the City Clerk to record delinquencies with the County Recorder's Office.

B. Surveillance Ordinance - Introduction (1st Reading) of Ordinance No. 25-26-xx Recommendation: Introduce and waive First (1st) Reading of Ordinance No. 25-26-xx - An Ordinance of the City Council of the City of Sutter Creek Adding Chapter 2.55 to the Sutter Creek Municipal Code Pertaining to Surveillance Technology and Privacy Protections.

9. Mayor and Council Member Reports
This section is to provide Council members an opportunity to present updates on their activities and to request items be placed on future agendas.

10. Administrative Agenda
A. Sutter Creek Economic Development Strategic Plan
Recommendation: Review Materials and provide feedback on Staff recommendations on Strategic Plan for Sutter Creek and the Region developed using our California Jobs First Grant.

11. City Attorney’s Report
This section provides an opportunity for the City Attorney to report on any activities or upcoming legislation of importance to the City. No action is expected to be taken by the Council.

12. Information and Correspondence
A. Monthly Report - City Clerk - April 2026
B. Monthly Report - City Treasurer - April 2026
C. Monthly Report - Engineering - April 2026
D. Monthly Report - Finance - April 2026
E. Monthly Report - Marketing / Social Media - April 2026 F. Monthly Report - Planning - April 2026
G. Monthly Report - Police - April 2026
H. Monthly Report - Public Works - April 2026
I. Correspondence Received from the Public
Recommendation: Receive correspondence from public (received from April 1 to April 30, 2026)

13. Closed Session
None.

14. Report from Closed Session
3 None.

15. Adjournment
The next regularly scheduled meeting is June 1, 2026.
4 ______________________________________________________________________________

STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL MEETING DATE: April 19, 2026
FROM: ABRAHAM TUCHMAN, DALTON ABRAMS, MARILYN YUAN,

USC SOL PRICE SCHOOL OF PUBLIC POLICY
SUBJECT: BUILDING AN ENTREPRENEURIAL ECOSYSTEM IN SUTTER CREEK

EXECUTIVE SUMMARY
Sutter Creek has a unique opportunity to strengthen its economic resilience by transitioning from a tourism-dependent and commuter-influenced economy into a regional hub for entrepreneurship, small business growth, and workforce development. While the City benefits from historic charm, quality of life, and proximity to outdoor recreation, structural challenges—including limited local employment opportunities, an aging population, and economic leakage from commuting—constrain long-term growth.

This proposal advances a four-part strategy: (1) develop a dual “Why Sutter Creek/Amador County” business attraction campaign, (2) establish an in-house Entrepreneurship Development Center in partnership with institutions such as, Amador College Connect, Northwest NSF i-Corps UC Davis, (3) build a long-term innovation ecosystem that supports both new business creation and the expansion of existing businesses, and (4) establish a Sutter Creek Agricultural Innovation Challenge to attract clean energy and biotechnology firms focused on converting agricultural waste into economic and environmental value.

BACKGROUND
Sutter Creek, a historic city in Amador County with a population of about 2,600, has preserved its small-town charm since its founding in 1854 during the Gold Rush era. Spanning 2.7 square miles and located 45 miles east of Sacramento, the city benefits from its convenient location near major urban hubs, key state highways, and the scenic Sierra Nevada foothills.

Sutter Creek possesses meaningful assets, including its historic charm, a highly educated population (33% with a Bachelor’s degree or higher), a City-owned building suitable for an 5 Section 5, Item B.

Entrepreneur Development Center, and relative affordability compared to urban areas. The city aims to diversify beyond its tourism-dependent economy to create year-round opportunities for its residents. However, the city faces challenges in an aging community, with the average median age of 46.9, about 25% higher than the average median age in California. Amidst an aging population and limited job diversity, embracing entrepreneurship and targeted business attraction is a necessary and high-value evolution in Sutter Creek's economic outlook.

PROBLEM STATEMENT
Sutter Creek leadership is interested in strengthening the city’s economic base and fostering a more diverse and resilient local economy, but faces challenges in distinguishing itself as a competitive destination for businesses and talent while surrounded by more established regional economic centers. Still, the City can leverage advantages such as its historic Main Street, high quality of life, relative affordability, and proximity to outdoor recreation in addressing key obstacles hindering business development and community growth, which include an aging workforce, limited job diversity, difficulty attracting and retaining businesses, a constrained local labor pool, and an overreliance on tourism and small-scale retail that limits year-round economic activity.

STAKEHOLDERS
Strong partnerships with the following stakeholders are essential to successfully implement Sutter Creek’s business attraction and entrepreneurship strategy. Each brings unique value to the City’s economic development efforts:

Educational Institutions
Build a workforce pipeline through training,
internships, and career pathways
Amador County Unified School District
Amador College Connect
California State University, Sacramento
Career Center
Northwest I-Corps
Business Organizations and Support
Networks
Deliver business support, mentorship, and
program implementation
Amador County Chamber of Commerce
CSU Sacramento Center for Small Business
(CSB)
Sutter Creek Business and Professional
Association
Amador Community Foundation
Agricultural and Land-Based
Organizations
Support the integration of agritourism and
agriculture-based business development
Amador County Farm Bureau
University of California Cooperative
Extension (UCCE)
Sutter Creek FFA (student group)
Farms of Amador
Amador Resource Conservation District
(ARCD)
Sierra Pacific
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 6 Section 5, Item B.

Clean Energy and Agricultural Biotech
Partners
Potential co-investment in waste-to-energy
and agricultural byproduct solutions
AgroThrive
Brightmark
GreenWaste
Vanguard Renewables
Tourism and Destination Marketing
Organizations
Promote Sutter Creek and support business
attraction efforts
Visit Amador
Gold Country Visitors Association
Amador Wine Country
Private Sector and Industry Partners
Operate businesses, activate space, and
develop visitor experiences
Local wineries, lodging operators, outdoor
recreation providers, property owners, and
commercial brokers
Regional Government
Provide funding, policy support, and regional
coordination
Amador County

RECOMMENDATIONS
The following recommendations are designed to focus on strengthening Sutter Creek’s economic foundation through both business attraction and local capacity-building while leveraging its unique assets. By aligning targeted marketing efforts with investments in entrepreneurial support systems and innovation infrastructure, Sutter Creek can expand local employment opportunities, strengthen its business environment, and enhance community vitality—advancing its vision as a place where small businesses thrive within a historic, high-quality, and opportunity-rich setting.

Proposed Recommendations:

Short Term:

1. Develop a “Why Sutter Creek/Amador County” Business Attraction Plan

2. Establish an Entrepreneurship Development Center
Long Term:

3. Develop an Innovation Campus and Business Incubator

4. Launch a Sutter Creek Agricultural Innovation Pilot Program (1) Develop a Dual “Why Sutter Creek/Amador County” Business Attraction Strategy Sutter Creek should adopt a coordinated, dual-layered business attraction strategy that both cultivates new ventures locally and attracts residents, entrepreneurs, and businesses from outside the region. Rather than positioning Sutter Creek in isolation, this approach aligns the City within a broader regional framework that leverages the complementary strengths of both Sutter Creek and Amador County.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 7 Section 5, Item B.

Under this model, “Why Amador” serves as the regional-scale campaign, highlighting workforce capacity, market size, and economic opportunity to attract investors, expanding businesses, and remote workers. In parallel, “Why Sutter Creek” functions as a place-based campaign, emphasizing the City’s historic Main Street, high quality of life, walkability, and tourism-driven economy as an ideal environment to launch and grow small businesses. Together, these campaigns create a unified value proposition: start in Sutter Creek and scale in Amador County.

Sutter Creek’s unique assets, including its historic character, relative affordability, strong sense of place, and proximity to outdoor recreation and Sierra Nevada destinations—position it as both a desirable place to live and a gateway to year-round tourism and entrepreneurial activity. By embedding these assets within a broader regional narrative, the City can more effectively compete with larger economic centers while maintaining its small-town identity.

Development of this dual campaign strategy should occur in close collaboration with regional and local stakeholders, including the Amador County Chamber of Commerce, Sutter Creek Business and Professional Association, Visit Amador, local property owners, and tourism and outdoor recreation operators. These partnerships are essential to ensuring consistent messaging, coordinated outreach, and efficient use of regional marketing resources. Leveraging these networks, Sutter Creek can help establish a cohesive and accessible business attraction system that signals to prospective businesses that the region is supportive, opportunity-rich, and easy to navigate.

To implement this strategy, the City should prioritize the following actions:
● Develop a coordinated “Why Amador” and “Why Sutter Creek” narrative Clearly differentiate and align regional and local messaging, emphasizing Amador County’s workforce, market access, and economic scale, alongside Sutter Creek’s historic character, entrepreneurial culture, and quality of place. ● Produce integrated and targeted business attraction materials Develop complementary one-page flyers and digital landing pages for both campaigns that present key demographic and economic data, tourism and lifestyle assets, housing affordability, and clear “Why Move or Invest Here” messaging tailored to distinct audiences, including entrepreneurs, remote workers, and industry-specific investors. ● Implement a tiered digital outreach campaign
Utilize digital advertising, social media, email marketing, and partner cross-promotion to target priority audiences in the Bay Area and Sacramento region. Campaign efforts should follow a funnel approach, using “Why Amador” to generate initial interest and “Why Sutter Creek” to convert that interest into business location and investment decisions.
(2) Establish an Entrepreneurship Development Center (EDC) The City should establish an Entrepreneurship Development Center (EDC) using an in-house implementation model supported by a formal partnership with Amador College Connect, UC 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 8 Section 5, Item B.

Davis, CSU Sacramento, and CSU Fresno. This Center would serve as the primary hub for entrepreneurship, business expansion, and workforce development in Sutter Creek. Rather than relying on costly outsourced accelerator programs, the in-house model allows the City to build long-term institutional capacity while tailoring programming to local economic conditions. The EDC would provide one-on-one business advising, training workshops, and technical assistance for both new entrepreneurs and existing business owners seeking to expand operations. Similar EDC’s in rural counties, like the Siskiyou Economic Development Council, demonstrate improved job creation and better access to capital with a return of $9 in business services delivery for every $1 invested. Based on Siskiyou’s results, we estimate that the Sutter Creek EDC could provide technical support to approximately 40-75 businesses across Amador County, driving $500,000-$600,000 in new capital investment, $400,000-$600,000 in increased sales, and 6-10 new jobs created per year. Through its partnership with Amador College Connect and UC Davis, the Center can deliver structured educational programming aligned with local industry needs, including hospitality, agriculture, outdoor recreation, and small business management. (3) Develop an Innovation Campus and Business Incubator As a long-term strategy to sustain business growth and strengthen the entrepreneurial pipeline, Sutter Creek should establish an entrepreneurship lab that functions as a “business innovation campus” within the Entrepreneurship Development Center, modeled after the NSF I-Corps program. The I-Corps model is a proven model that allows entrepreneurs to test whether they solve customer problems by providing training, mentorship, and prompting idea validation.

Approximately half of the teams participating in I-Corps programs have launched new businesses, with approximately 3.5 jobs created per business. The Sutter Creek Business Innovation Campus will organize its core services around three pillars:

1. Education and training,

2. Business advising and mentoring

3. Access to networks and capital.

Drawing on the structure of cohort-based programs and rural-adapted training models, this initiative will provide a structured yet flexible pathway for entrepreneurs at different stages of business development.

Through the Center, the City and its partners would host a cohort-based incubator (e.g., twice a year with 8–10 weekly sessions) that guides participants, entrepreneurs in sectors such as hospitality, value-added agriculture, and outdoor recreation, from idea to launch using a simplified Lean Launchpad methodology.
(4) Launch a Sutter Creek Agricultural Innovation Pilot Program The City should establish a Sutter Creek Agricultural Innovation Pilot Program to align economic development with California’s climate and organic diversion mandates while leveraging its regional agricultural assets. Under SB 1383, jurisdictions are required to reduce 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 9 Section 5, Item B.
organic waste and methane emissions, creating both compliance obligations and economic opportunities through waste-to-value systems. This opportunity is reinforced by the rapid growth of the U.S. organics-to-energy sector, which now includes nearly 2,600 biogas facilities, with over $3 billion in new projects (40% increase) added in 2024 alone. Notably, agriculture-based digesters grew 24% year-over-year in 2024 — the highest growth rate of any segment in the industry, highlighting the increasing role of farm and organic waste in energy production. This program would position Sutter Creek to attract firms that convert agricultural byproducts, food waste, and biomass into renewable natural gas, compost, and other marketable outputs, with initial implementation supported through state and federal funding sources—such as CalRecycle organics grants and USDA energy programs—minimizing local fiscal impact while enabling the City to pilot a scalable, revenue-generating waste-to-energy model.

This initiative builds on the City’s broader entrepreneurship and business attraction strategy by targeting the agricultural biotechnology and clean energy sector. Comparable California communities demonstrate the effectiveness of this model: Napa has developed partnerships to convert organic waste into renewable natural gas for municipal use; Perris has implemented a state-funded anaerobic digestion facility producing low-carbon fuel; and the Sacramento region operates a regional bioenergy model serving multiple jurisdictions. Based on these models, Sutter Creek is well-positioned to develop a locally adapted, scalable waste-to-energy system due to its proximity to wineries, agricultural operations, and forestry resources.

The program would be implemented through the Entrepreneurship Development Center using a public–private partnership (P3) model. The City would serve as a convener and facilitator, supporting site identification, permitting navigation, and stakeholder coordination, while private partners such as AgroThrive, Vanguard Renewables, Greenwaste, and Brightmark provide technology, capital, and operational expertise. Pilot projects would be developed in collaboration with local farms, wineries, and landowners, with participants integrated into the EDC for business support, workforce connections, and technical assistance. Designed for rural scalability, this approach positions Sutter Creek as a pilot-friendly innovation hub and is expected to attract private investment, create skilled jobs in clean energy and environmental services, diversify the local economy beyond tourism and retail, and generate new revenue streams through energy production, carbon markets, and waste diversion, all while aligning with California’s climate and organics diversion goals and strengthening the City’s long-term economic resilience.

IMPLEMENTATION STRATEGY
Phase 1 (0–12 Months)
● Launch EDC in City-owned facility
● Partner with Amador College Connect, UC Davis, and UC Fresno ● Begin workshops and business advising
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 10 Section 5, Item B.

Phase 2 (1–3 Years)
● Expand programming and regional reach
● Launch cohort-based training programs
● Increase business attraction efforts
Phase 3 (3+ Years)
● Develop a broader innovation ecosystem
● Explore expansion into a larger innovation campus

FISCAL IMPACT
Sutter Creek is well-positioned to invest in entrepreneurship and business attraction, given its stable fiscal standing and economic potential. To capitalize on this opportunity, the city can leverage state and federal grants, private investments, and partnerships to support the “Why Sutter Creek” Business Attraction Plan, the Entrepreneurship Development Center, and the long-term Innovation Campus and Business Incubator. The City must address capacity challenges in order to effectively attract and retain businesses while positioning itself competitively against larger regional centers.

Encouraging small business growth in sectors including agritourism, outdoor recreation, hospitality, and agriculture could significantly increase the City’s tax revenues. New and expanded businesses would contribute through business license and permit fees, and increased local employment and resident spending would boost sales tax collections. Repurposing an existing City-owned facility for the Entrepreneurship Development Center minimizes upfront capital costs.

Given the significant fiscal benefits, the City of Sutter Creek should consider pursuing targeted grants (Exhibit A) to successfully launch these programs. Investing in the creation of an entrepreneurship ecosystem will help ensure long term economic resilience and vitality for the city, businesses, and residents.

Incorporating an agricultural innovation and clean energy focus further expands funding opportunities for Sutter Creek. Pilot-scale projects may be supported through partnerships with private sector firms, reducing upfront capital costs for the City while enabling access to new revenue streams such as energy generation, carbon credits, and waste diversion savings. Over time, successful pilot programs could scale into larger regional investments, further strengthening the City’s fiscal position.

CONCLUSION
Sutter Creek is a historic and vibrant city with the opportunity to build on its Gold Rush heritage, small-town charm, and gateway location to foster a more diverse and resilient economy. Through bold business attraction strategies, partnerships with key stakeholders, and investments in 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 11 Section 5, Item B.
entrepreneurial support and innovation infrastructure, Sutter Creek can cultivate an ecosystem that supports small businesses, generating lasting economic and social benefits.

By integrating agricultural innovation and clean energy into its economic development strategy, the City can further distinguish itself as a forward-looking rural community that leverages its natural and regional assets in new and sustainable ways. This approach not only strengthens existing industries such as agriculture and tourism but also introduces emerging sectors that can provide long-term economic stability.

This is more than a plan for economic development; it is a blueprint for a more opportunity-rich future for the City of Sutter Creek, where residents will enjoy year-round prosperity within a high-quality historic community.

ATTACHMENTS:

Attachment A - SWOT Analysis
Attachment B - Funding Resources
Attachment C - Marketing Plan
Attachment D - Entrepreneurship Development Center Plan Attachment E - NSF I-Corps Tentative Schedule
Attachment F - Budget and Resource Allocation
Attachment G - References
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 12 Section 5, Item B.

Attachment A
Strengths Weaknesses
Historic, walkable Gold Country Main Street
and a strong sense of place that already draws
visitors.

Small population and limited local
market, constraining scale for some
businesses.

High quality of life: low violent crime,
small‑town cohesion, active community groups,
and solid local schools.

Aging infrastructure (including road
segments in failing condition) can affect
investor and visitor perceptions.

Established tourism base (wine, dining, lodging,
events) and “gateway” location to Amador wine
country and Sierra foothill recreation.

Narrow, tourism‑heavy economic base
with limited job diversity and relatively
few year‑round higher‑wage jobs.

Relatively educated population and more
affordable housing than major metros, attractive
to remote workers and lifestyle entrepreneurs.

Constrained municipal staff and financial
capacity for larger-scale economic
development and marketing.

City‑owned building suitable for an
Entrepreneurship Development Center, plus a
65,000 grant to launch programming.

Housing costs above national averages
can be a barrier for some workers
relocating.

Active business and civic networks (Sutter
Creek Business & Professional Association,
Amador Chamber, Visit Amador).

Opportunities Threats
“Why Sutter Creek” business attraction
campaign targeting remote workers, small
professional firms, and tourism‑support
businesses.

Competition from other Gold Country
and foothill towns with similar
historic‑tourism profiles.

Building a tourism‑ and working‑lands‑focused
entrepreneurial ecosystem inspired by
Siskiyou’s integrated tourism/ag/business
model.

Tourism seasonality and vulnerability to
economic downturns, wildfire smoke,
severe weather, and shifting travel
preferences.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 13 Section 5, Item B.

Innovar‑style business incubator/innovation
campus to increase business formation, jobs,
and investment using proven cohort‑based
training.

Reliance on external grants and
assessment‑style revenue; policy or
funding changes could destabilize
programs.

Leveraging rural, agritourism, and
entrepreneurship funding streams (USDA,
CalAgPlate, sustainable recreation/tourism, Jobs
First, philanthropy).

An aging population and workforce
constraints that limit entrepreneurial
churn and make hiring difficult for the
service and hospitality sectors.

Positioning as a base for wine‑country, outdoor
recreation, and experience‑based entrepreneurs
(guides, outfitters, event, and creative
businesses).

Infrastructure and housing pressures that,
if unaddressed, could erode current
quality‑of‑life advantages.

Deepening partnerships with Amador College
Connect, SBDC, chambers, and universities to
import training and technical assistance.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 14 Section 5, Item B.

Attachment B
Grant/Funding Resources
● California GO-Biz (small business support grants)
● Economic Development Administration (EDA) for capacity building ● USDA Rural Development Grants (RBDG)
○ Other USDA grant opportunities
● USDA Community Facilities Program
● Sustainable Recreation, Tourism and Equitable Outdoor Access Grant ● Cal Fire Business and Workforce Development
● USDA Microentrepreneur Assistance Program
● Community Economic Mobilization Initiative (CEMI)
● Small Business Development Center (SBDC) partnership funding Additional funding can be procured through state and federal programs related to climate resilience, organics diversion, and renewable energy development, such as, SB 1383 Local Assistance Grant Program, Organic Grants, Solid Waste Infrastructure for Recycling Grants (SWIFR), or other funding opportunities provided by the U.S. Environmental Protection Agency (EPA), U.S. Department of Energy (DOE), U.S. Department of Agriculture (USDA) 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 15 Section 5, Item B.

Attachment C
Attachment D
Sutter Creek Entrepreneurship Development Center: Year 1 Workplan This Year 1 workplan focuses exclusively on Recommendation 2 from the Sutter Creek economic development memo: establishing an in-house Entrepreneurship Development Center (EDC) in a City-owned facility with support from partners such as Amador College Connect, UC Davis, CSU Sacramento, CSU Fresno, and local business organizations.

The EDC is the primary hub for entrepreneurship, business expansion, and workforce development, with services centered on one-on-one advising, training workshops, and technical assistance for new and existing businesses.

Year 1 objective
The Year 1 objective is to launch a practical, low-cost EDC program that builds local entrepreneurial capacity before expanding into a larger incubator or innovation-campus model.

In the first year, programming should emphasize business fundamentals, sector-specific support for tourism and agriculture, and recurring peer connections that help entrepreneurs access advice, capital, and local networks.

Core workshop menu
● Startup Bootcamp: From Idea to Launch — a short introductory series covering customer discovery, business concept testing, and simple launch planning. ● Business Planning Basics — a practical workshop that helps participants draft a lean business plan suitable for lenders, grants, or internal planning. ● Small Business Financial Literacy 101 — introductory training on cash flow, pricing, margins, and managing seasonal revenue cycles.
● Access to Capital 101 — overview of local lending, SBA and USDA rural programs, microenterprise funding, and loan readiness.
● Legal and Regulatory Basics — orientation to business structures, licensing, permits, and compliance issues relevant to local entrepreneurs.
● Lean Business Model and Customer Discovery Lab — a short, lite I-Corps-style workshop aligned with the memo's recommended university partnerships. ● Tourism and Experience Design for Main Street — a workshop tailored to Sutter Creek's visitor economy, historic downtown, and destination assets. ● Digital Marketing for Small-Town Businesses — hands-on training in Google Business profiles, social media, and low-cost digital outreach.
● Agritourism and Value-Added Agriculture 101 — sector-specific training developed with agricultural partners to support diversification beyond tourism retail. 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 16 Section 5, Item B.
● Agricultural Waste to Revenue: Introductory Session — a high-level educational workshop that introduces business opportunities tied to agricultural byproducts and clean-energy partnerships.
● Remote Worker and Freelancer Lab — a workshop designed to attract and support solo professionals and remote workers who may base operations in Sutter Creek. ● Youth Entrepreneurship Academy — a seasonal program developed with schools or FFA to strengthen the local talent pipeline.
● Monthly Entrepreneur Roundtable — a recurring peer-learning and problem-solving session for local business owners and founders.
● Grant and RFP Lab — a hands-on session that helps businesses and nonprofits pursue rural, tourism, agriculture, and workforce funding opportunities identified in the memo appendix.
● Pitch Night and Annual Planning Session — an end-of-year event to showcase participants, connect them to partners, and refine Year 2 priorities.

Tentative Calender
Month Activities
January Launch EDC orientation; begin Startup Bootcamp series.

February Complete Startup Bootcamp; offer Business Planning Basics and monthly roundtable.

March Offer Small Business Financial Literacy 101 and Tourism and Experience Design for Main Street.

April Run Lean Business Model and Customer Discovery Lab; continue monthly roundtable
May Offer Access to Capital 101 and Digital Marketing for Small-Town Businesses.

June Offer Agritourism and Value-Added Agriculture 101; hold Youth Entrepreneurship Academy information session.

July Deliver Youth Entrepreneurship Academy or summer youth entrepreneurship activities.

August Offer Legal and Regulatory Basics; continue monthly roundtable September Offer Remote Worker and Freelancer Lab plus Grant and RFP Lab.

October Hold Agricultural Waste to Revenue introductory workshop; continue monthly roundtable.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 17 Section 5, Item B.

November Offer Small Business Financial Tune-Up and seasonal marketing refresh workshop.

December Host Pitch Night and annual program review.

Operating approach
To keep Year 1 manageable, the City can schedule one major workshop or mini-series each month, maintain a monthly roundtable, and partner with organizations to co-deliver specialized content.

This approach matches the memo's in-house implementation strategy by building institutional capacity while avoiding the cost and complexity of launching the broader incubator concept too early.

Recommended Year 1 metrics
● Number of entrepreneurs and businesses served.
● Workshop attendance and repeat participation.
● Number of one-on-one advising sessions completed.
● Capital referrals or applications supported.
● New business launches, expansions, or retained businesses linked to EDC assistance. ● Partnerships activated with Amador College Connect, universities, Chamber, SBDC, schools, and agricultural groups.

Implementation note
This work plan is designed as a first-year operating roadmap that can be initiated as a practical early-action program schedule.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 18 Section 5, Item B.

Attachment E
NSF I-Corps Tentative Schedule
Overall structure
● Duration: 7 weeks total.
● Format: 1 kickoff day, 5 weekly class sessions, 1 final “lessons learned” session. ● Time commitment: 3–4 hours per class session plus customer interviews between classes (10–15 per week).

Example weekly schedule
Week 0 – Orientation (2 hours)
● Program overview, expectations, and deliverables.
● Intro to Lean Startup, Business Model Canvas, and customer discovery basics.

Week 1 – Kickoff workshop (half day, 4 hours)
● Deep dive on value propositions and customer segments. ● Team presentations of initial hypotheses (“who is our customer / what problem do we solve?”).
● Assign first week’s interview targets and homework.

Week 2 – Class 1: Customer Discovery I (3 hours)
● Debrief early interviews and refine interview scripts. ● Discuss problem – solution fit and early pivots.
● Canvas update and short team reports.

Week 3 – Class 2: Customer Discovery II & Market Sizing (3 hours) ● Patterns from interviews: segments, use cases, and willingness to pay. ● Basic market sizing and initial beachhead market selection. ● Teams present updated customer/problem hypotheses.

Week 4 – Class 3: Business Model & Revenue (3 hours)
● Channels, pricing models, and revenue streams.
● Intro to basic unit economics and how interviews inform pricing. ● Teams refine their Business Model Canvas.

Week 5 – Class 4: Ecosystem, Partnerships, and Funding (3 hours) ● Key partners, go‑to‑market strategies, and regulatory or ecosystem constraints. ● Overview of follow‑on options (regional I‑Corps, national I‑Corps Teams, SBIR/STTR, local funding).
● Teams map out next‑step experiments post‑program.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 19 Section 5, Item B.

Week 6 – Class 5: Storytelling and Pitching (3 hours)
● How to communicate problems, customers, and evidence in a simple narrative. ● Practice “learning‑focused” presentations instead of pure pitches. ● Rehearsal for final lessons‑learned session.

Week 7 – Final “Lessons Learned” Session (half day, 4 hours) ● Each team presents: what we thought, what we did, what we learned, what we are doing next.
● Panel feedback (mentors, economic development staff, investors). 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 20 Section 5, Item B.

Attachment F
Budget and Resource Allocation
Start-Up Costs (One-Time Expenses) — $18,500
Category Estimated Costs Description
Marketing & Branding
Materials
$4,500 Design & printing of marketing
materials, digital graphics, and other
marketing materials templates
Event Start-Up Supplies $2,000 Initial coffee chat/mixer supplies (signage, table materials, name tags,
rental items)
Technology & Software $3,000 Teams, Survey Monkey, Canva Pro, Mailchimp, CRM, etc…
Building Refresh $6,000 Basic painting, furniture upgrades, lighting, Wi-Fi enhancements to enable
co-working
Legal/Admin Setup $3,000 Contracts, consulting fees, liability coverage for events, policy drafting
Subtotal $18,500
Annual Operating Budget (Year 1) — $46,500
Category Estimated Costs Description
Program Coordinator (Part
Time Stipend)
$20,000 ~10 hours/week for one year to run
events, coordinate partners, and handle
outreach
Entrepreneur Workshops &
Innovar-Style Program
$8,000 Instructor stipends, curriculum
licensing/consulting support, materials,
and guest speaker honorariums
Coffee Chats & Business
Mixers
$4,500 Refreshments, venue rentals, and
promotional materials
Digital Marketing $5,000 Targeted ads, boosted posts, relocation campaign content
Coworking/Incubation $6,000 Cleaning, utilities, Wi-Fi, basic 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 21 Section 5, Item B.

Operations furniture, and maintenance
Professional Services $3,000 Contract services to help expand funding and refine messaging/strategy
Total Operating $46,500
Total Startup and
Operating
$65,000
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 22 Section 5, Item B.

Attachment G
References
https://acfb.ag/
https://agrothrive.com/
https://amadorchamber.com/
https://amadorcollegeconnect.com/
https://amadorwine.com/
https://bioinnovation.tulane.edu/i-corps
https://calosba.ca.gov/funding-grants-incentives/accelerate-california/siskiyou-economic-develop ment-council/
https://calrecycle.ca.gov/funding/organics/
https://calrecycle.ca.gov/organics/slcp/owrlocalassistancegrant/ https://censusreporter.org/profiles/16000US0677392-sutter-creek-ca/ https://discoversiskiyou.com/
https://farmsofamador.org/
https://flc.losrios.edu/academics/programs-majors/viticulture https://gp-icorps.org/blog-what-is-icorps/
https://greatlakesicorps.org/why-you-should-be-an-i-corps-mentor/ https://innovate.research.ufl.edu/pathways/nsf-i-corps/benefits-of-i-corps/ https://jsbs.scholasticahq.com/article/29476-developing-a-small-business-educational-program-f or-growing-rural-businesses
https://jsbs.scholasticahq.com/article/29476-developing-a-small-business-educational-program-f or-growing-rural-businesses
https://learnius.com/eitt/01+Course+Logistics/Concepts/Lean+Launchpad+(LLP)+curriculum https://pmc.ncbi.nlm.nih.gov/articles/PMC9717574/
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 23 Section 5, Item B.
https://properties.zoomprospector.com/california/community/Amador-County-California/06005/ profile
https://properties.zoomprospector.com/california/community/Sutter-Creek-CA-/0677392 https://region10.net/small-business-development-toolkit-and-training-for-rural-communities/ https://ruralinnovation.us/
https://siskiyoufarmco.com/
https://static1.squarespace.com/static/59a64bbed55b419bd7908736/t/6899f499e959c05f5688433 d/1754920089764/Annual+Report+2024.pdf
https://static1.squarespace.com/static/59a64bbed55b419bd7908736/t/697d217097b7dc786886a1 16/1769808262081/Annual+Report+2025.pdf
https://suttercreek.org/2026-sutter-creek-business-professional-association/ https://techpartnerships.ucr.edu/innovar?_gl=1*1dtvw7a*_ga*MTA3NjEwNjExNS4xNzY4MDE 5MTQz*_ga_S8BZQKWST2*czE3NjgwMTkxNDIkbzEkZzAkdDE3NjgwMTkxNDgkajU1JG wwJGgw*_ga_Z1RGSBHBF7*czE3NjgwMTkxNDIkbzEkZzEkdDE3NjgwMTkxNTUkajQ4JG wwJGgw
https://ucanr.edu/county/ucce-central-sierra
https://visitgoldcountry.com/
https://www.amadorcoe.org/
https://www.amadorcounty.gov/
https://www.amadorrcd.org/
https://www.brightmark.com/
https://www.caclimateinvestments.ca.gov/organics-grant-program https://www.cityofsuttercreek.org/about-sutter-creek
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 24 Section 5, Item B.
https://www.colorado.edu/business/deming/community/demystifying-entrepreneurship-rural-colo rado-workshop-series
https://www.csus.edu/college/business-administration/spotlights/small-business.html https://www.csus.edu/student-life/career-center/
https://www.epa.gov/circulareconomy/solid-waste-infrastructure-recycling-grant-program https://www.grants.ca.gov/grants/cal-fire-business-and-workforce-development-2/ https://www.grants.ca.gov/grants/sustainable-recreation-tourism-and-equitable-outdoor-access-di rected-grant-program-2025-2027/
https://www.greenwaste.com/
https://www.instagram.com/motherlode_ffa_section/
https://www.instagram.com/suttercreekffa/
https://www.instrumentl.com/grants/community-facilities-grant-program-in-california https://www.isupjcenter.org/2025-usasbe-rural-entrepreneurship-symposium/\ https://www.midsouthhub.org/national-i-corps
https://www.nsf.gov/funding/initiatives/i-corps
https://www.nsf.gov/funding/initiatives/i-corps/about-i-corps https://www.nsf.gov/funding/initiatives/i-corps/impact-data https://www.nwicorps.org/regional-program
https://www.rcac.org/rcac-receives-1-million-usda-rural-development-loan-to-help-rural-commu nities/?gad_source=1&gad_campaignid=12001854231&gbraid=0AAAAADLdG0mc-GjTPAxM YHtxlaBzhU06t&gclid=CjwKCAiA3-3KBhBiEiwA2x7FdHMmq4nzffVP12BkPu9Ipti-S8Fv1re fGrh0pcdohKn3bXW1c0_zzhoCypcQAvD_BwE
https://www.rd.usda.gov/programs-services/business-programs/rural-economic-development-loa n-grant-programs-10
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 25 Section 5, Item B.
https://www.rd.usda.gov/programs-services/energy-programs https://www.rd.usda.gov/programs-services/business-programs/rural-microentrepreneur-assistanc e-program
https://www.rd.usda.gov/programs-services/business-programs/rural-business-development-grant s-19
https://www.ruralprosperitycenter.org/blank-1
https://www.sierracommons.org/programs
https://www.siskiyoucounty.gov/agriculture/page/agriculture-programs https://www.siskiyoucounty.org/
https://www.siskiyoucounty.org/programs
https://www.siskiyoucounty.org/tourism-feature
https://www.californiasbdc.org/sbdc-partners/
https://www.spi-ind.com/
https://www.teedc.org/
https://www.ucop.edu/innovation-transfer-operations/_files/Econ%20Impact%20Rpts/anr-ca-wor king-landscape-2019.pdf
https://www.vanguardrenewables.com/latest/demystifying-farm-powered-r-anaerobic-digestion-h arnessing-the-power-of-waste
https://www.visitamador.com/
https://www.youtube.com/watch?v=45PMZO2rkpU
https://www.youtube.com/watch?v=bIS07KlDsts
https://www.youtube.com/watch?v=FPvrK6xeSYM
ttps://www.rd.usda.gov/programs-services/all-programs
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 26 Section 5, Item B.
2026 Sunstone Economic Development Challenge:

Building an Entrepreneurship Ecosystem
City of
Sutter Creek
Abraham Tuchman
Dalton Abrams
Marilyn Yuan 27
Section 5, Item B.

Master of Public Administration
Policy Advisor
Orange County
Board of Supervisors
Abraham Tuchman
Our Team
Master of Public Administration
Senior Office Assistant
City of Pleasanton
Library and Recreation
Marilyn Yuan
Master of Public Administration
Administrative Analyst
City of Riverside Public Works
Director
Riverside County Farm Bureau
Dalton Abrams
28 Section 5, Item B.

Background Stakeholders Fiscal Impact
Problem Recommendations
Overview
29 Section 5, Item B.
● Historic Gold Rush City
● Established in 1854
● 2.7 sq. miles
● 45 miles east of Sacramento
● Near Sierra Nevada foothills
● Population: 2,649 residents
● Median Age: 48 years old
● Labor Force: 1,104 workers
● Median Household Income: $64,255
● 174 businesses
● Dominant sectors:
○ Retail
○ Hospitality
○ Personal services
○ Agriculture
Background
30 Section 5, Item B.

Problem
Strengthen Sutter Creek’s economic
foundation through both business
attraction and local capacitybuilding while leveraging its unique assets to advance its vision as a place
where small businesses thrive within a
historic, high-quality, and
opportunity-rich setting.

Goals:
● Expand local employment
opportunities
● Strengthen its business
environment
● Enhance community vitality
Sutter Creek aims to build a more
diverse and resilient local economy
but struggles to stand out against larger
regional centers, despite strong local
assets.

Obstacles:
● Aging workforce / constrained labor
pool
● Limited job diversity
● Over reliance on tourism and small
scale retail
● Difficulty attracting businesses
● Limited year round economic
activity
Strategic Vision
Problem Statement & Vision
31 Section 5, Item B.

Stakeholders & Strategic Partnerships
Amador County Unified School District
Amador College Connect
CSU Sacramento Career Center
Northwest I-Corps
Educational Institutions
AgroThrive
Brightmark
GreenWaste
Vanguard Renewables
Clean Energy & Agricultural
Biotech
Amador County Farm Bureau
Amador Resource Conservation District
Farms of Amador
University of California Cooperative
Extension
Agricultural / Land-Based
Visit Amador
Gold Country Visitors Association
Amador Wine Country
Tourism & Destination Marketing
Local wineries, lodging operators, outdoor
recreation providers, property owners, and
commercial brokers
Foresty and logging companies
Private Sector & Industry Partners
Amador County Chamber of Commerce
CSU Sacramento Center for Small Business
(CSB)
Sutter Creek Business and Professional
Association
Amador Community Foundation
Business Orgs & Support Networks
Business Orgs & Support Networks
Amador County
32 Section 5, Item B.

Recommendation 3
Develop an Innovation Campus
and Business Incubator
Recommendation 1
Develop a “Why Sutter Creek”
Business Attraction Plan
Recommendation 2
Establish an Entreprenuership
Development Center
Recommendation 4
Launch a Sutter Creek
Agriculture Innovation
Pilot Program
Recommendations
33 Section 5, Item B.

Goal Align regional and local branding to attract new businesses while positioning Sutter Creek as a launch point for growth within Amador County.

Target Materials/
Outreach Platforms
One-pagers
website landing pages
digital/social media marketing
Highlight demographics,
affordability, and business
opportunities
Attract interest
regionally → convert to
local investment
Why Sutter Creek/
Why Amador County
Two-Tiered Branding
● Amador = regional,
workforce & market
access
● Sutter Creek = local,
quality of life, small
business appeal
Recommendation 1 | “Why Sutter Creek/Why Amador County” Business Attraction Plan
34 Section 5, Item B.

Recommendation 2 | Entrepreneurship Development Center
City-led in house
implementation
Workshops and training
programs
Workforce development
Career pathways
40–75
businesses
supported
annually
$500K–$600K
new capital
investment
6–10 new
jobs per
year
$400K–
$600K
increased
sales
1 on 1 business advising &
technical assistance
Goal Establish a centralized hub to support business creation, expansion, and workforce development in Sutter Creek.
35 Section 5, Item B.

Recommendation 3 | Innovation Campus & Business Incubator Develop a Business Innovation Campus within the EDC framework featuring an 7-8 week cohort-based incubator program modeled on NSF I-Corps and Lean Startup methodologies.

Target key sectors: hospitality & tourism, value-added agriculture, outdoor recreation.
~50% of
participants
launch or
expand
businesses
~3.5 jobs per
business
Goal Create a structured pathway to help businesses launch, grow, and scale within Sutter Creek and the broader Amador region.
36 Section 5, Item B.

Launch a pilot program for agricultural waste-to-value technologies to align with CA climate and sustainability goals, create new revenues streams, and create skilled jobs in Sutter Creek and Amador County.

Implement through a public–private partnership (P3) model and integrate within the EDC & Innovation Campus ecosystem
Recommendation 4 | Agriculture Innovation Pilot Program Leverage regional agricultural assets to attract clean energy, biotech, and valueadded agriculture businesses.

Key Partners
Funding
Goal 37
Section 5, Item B.

Identify and prepare EDC
location (City-owned facility)
Launch “Why Amador” + “Why
Sutter Creek” campaigns
Establish partnerships
Foundation
(0-6 months)
Activation
(6-18 months)
Growth
(2-5 years)
Implementation
Launch Entrepreneurial
Development Center (EDC)
Initiate incubator cohort programs
Roll out digital marketing campaign
(Bay Area & Sacramento)
Begin Agricultural Innovation Pilot
(site selection + partners)
Expand EDC programming and
regional reach
Scale Innovation Campus &
incubator programs
Launch Ag-Innovation Pilot
Program
Formalize regional entrepreneurial
ecosystem (Siskiyou-style model)
Expand agricultural innovation
pilots into scalable programs
Attract clean energy, ag-tech, and
biotech firms 38
Section 5, Item B.

Fiscal Impact
Fiscal Returns
● Increased business licenses and
permit revenue
● higher sales tax collection
● growth in transient occupancy tax
● increased local spending and job creation
● reduced economic leakage
● activation of vacant commercial space
Public Investment
● Utilized City Owned Facility
● Leverage State and Federal Grants
● In-House Implementation reduces
long-term costs
● Public-Private Partnerships for
Program Delivery
Economic Outputs
Entrepreneurial Development Center
● 40-75 Businesses Supported/Yr
● $500k-$600k New Investment
● $400k-$600k increased sales
Innovation Campus (Per Cohort)
● 4-5 new businesses
● 14-18 new jobs
Proven ROI
● $9 return for every $1 invested
● Generates $1M in annual economic
activity
● Builds a self-sustaining local
economy
39 Section 5, Item B.

Thank You
40 Section 5, Item B.

City Council Meeting Minutes (DRAFT)
Monday, May 04, 2026 at 6:00 PM
33 Church Street, Sutter Creek, CA 95685
The Agenda can be found on the City’s Website: www.cityofsuttercreek.org

1. Call to Order and Establish a Quorum for Regular Meeting Vice Mayor Sierk called the meeting to order at 6:00 PM.

Present: Vice Mayor Julia Sierk, and Council Members Susan Feist, Dan Riordan, and Jim Swift.

Absent: Mayor Claire Gunselman
City Treasurer: Victoria Runquist (absent)
Staff: Tom DuBois - City Manager, Derek Cole - City Attorney, Dan LaFontaine - Public Works Director, and Pam Caronongan - City Clerk

2. Pledge of Allegiance to the Flag
Vice Mayor Sierk led the Pledge of Allegiance.

3. Public Forum
One (1) public comment was received:

A. Barbara Comnes - Expressed thanks to City staff for cleaning up and making Sutter Hill Road more firesafe. She stated that Greenstone Terrace has vegetation that needs to be cleaned up, too.

4. City Manager’s Report
City Manager DuBois provided his report to the City Council. City Manager DuBois and City Attorney also provided responses to inquiries and requests for clarification from the City Council.

City Manager DuBois’ presentation can be reviewed via this link:
https://www.cityofsuttercreek.org/media/10426

5. Presentations
None.
41 Section 6, Item A.

6. Approval of Minutes
A. City Council Minutes of April 20, 2026.

Recommendation: By motion, approve minutes as presented.

Council Member Riordan provided clarification regarding his motion pertaining to the City Treasurer agenda item. City staff will modify the minutes to reflect this clarification.

Motion made by Council Member Riordan, seconded by Council Member Feist to approve the City Council Meeting Minutes of April 20, 2026 with modifications as requested by City Council.

AYES: Vice Mayor Sierk, and Council Members Feist and Riordan ABSENT: Mayor Gunselman
ABSTAIN: Council Member Swift
NOES: None
MOTION CARRIED 3-0

7. Consent Agenda
A. Sales and Use Tax Data Access Authorizations
Recommendation: Adopt Resolution No. 25-26-xx, thereby re-verifying authorizations for management staff and HdL to view Sales & Use Tax data provided by the California Department of Tax and Fee Administration.

B. Adopt Resolution No. 25-26-21 (Revised) - City Council Resolution to Adopt by Reference Amador County's 2025 Local Hazard Mitigation Plan (LHMP)
Recommendation: Adopt Resolution No. 25-26-21 (Revised), correcting administrative errors and reaffirming the City’s adoption by reference of the Amador County 2025 Updated Local Hazard Mitigation Plan (LHMP) into the Safety Element of the City of Sutter Creek General Plan.

Motion made by Council Member Swift, seconded by Council Member Riordan to approve all items listed in the Consent Agenda.

AYES: Vice Mayor Sierk, and Council Members Feist, Riordan, and Swift ABSENT: Mayor Gunselman
ABSTAIN: None
NOES: None
MOTION CARRIED 4-0

8. Ordinances and Public Hearing
None
.

9. Administrative Agenda
A. FY26-27 Budget Planning Project Priorities
Recommendation: Review the projects, priorities and use of funds, and provide feedback to staff to inform the FY26-27 budget process.
42 Section 6, Item A.

City Manager DuBois presented the report before the City Council. City Manager DuBois provided responses and clarification as requested by the City Council One (1) public comment was received from Justin Howard (a resident at Gopher Flat Road), who spoke in favor of the proposed work at Gopher Flat. He stated that the speed reduction table and re-striping estimates for the project is reasonable. He requested the City Council to move these items forward for public safety.

The City Council resumed discussion. The following topics were discussed:

1. Streets and sidewalks.

2. Facilities, specifically Monteverde Museum. It was reported that the Duck Race contribution for this effort is $10,000.

3. Parks, specifically the monument contributed by the Native Sons.

4. Creek clean-up. The City Council had consensus that there must be a healthy balance achieved between clean-up versus over-vegetation.

5. Code enforcement

6. Fire abatement

7. Public safety, specifically the surveillance camera project.

City Manager DuBois’ presentation can be accessed through this link:
https://www.cityofsuttercreek.org/media/10416
No motion was made regarding this agenda item.

B. Information Report on 2026 Swimming Pool Season
Recommendation: Review and provide comments
City Manager DuBois presented the report before the City Council. City Manager DuBois provided responses and clarification as requested by the City Council City Manager DuBois reported the following:

1. Pool season pass sign-ups started May 4, 2026.

2. Ms. Daphne Parker is the new Pool Director.

3. Pool manager and senior lifeguard recruitments ongoing.

The City Council inquired of the possibility for the pool to be open longer - whether it be in terms of hours and/or prolonging the pool season. City Manager DuBois stated that staff will explore this possibility.

No motion was made regarding this agenda item.

C. Delinquent Sewer Notice
Recommendation: Receive preliminary report from City staff regarding the current status of delinquent wastewater / sewer bills as of March 31, 2026.

City Manager DuBois presented the report before the City Council. City Manager DuBois provided responses and clarification as requested by the City Council 43 Section 6, Item A.

The City Council asked as to why some accounts had not paid since 2021. City Manager DuBois replied that some account holders would rather pay their bill through their property tax lien.

No motion was made regarding this agenda item.

10. Mayor and Council Member Reports
The City Council stated that they had nothing to report.

11. City Attorney’s Report
City Attorney Cole stated that he had nothing to report.

12. Information and Correspondence
None.

13. Closed Session
A. CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Paragraph (1) of subdivision (d) of Section 54956.9 of the Government Code) Joshua Benedict v. County of Amador et al. (and the City of Sutter Creek) U.S. District Court, Eastern Dist. Cal., Case No. 2:26-cv-00236-JAM-AC

14. Report from Closed Session
Vice Mayor Sierk stated that there was no reportable action from the Closed Session..

15. Adjournment
The next regularly scheduled meeting is May 18, 2026.

Vice Mayor Sierk adjourned the meeting at 7:54 PM.
44 Section 6, Item A.

TO: THE HONORABLE MAYOR AND CITY COUNCIL MEMBERS
MEETING DATE: MAY 18, 2026
FROM: ERIN VENTURA, PLANNING CONSULTANT
SUBJECT: GENERAL PLAN SAFETY ELEMENT AMENDMENT
RECOMMENDATION:

Staff recommends that the City Council review the amended Safety Element, hold a public hearing, and do the following:

1. Hold a public hearing to solicit public comment on the Draft Amendment to the Safety Element.

2. Find the Project is exempt from CEQA per Section 15061(b)(3); and

3. Approve, based on the Planning Commission’s recommendation, the proposed General Plan Amendment to incorporate the Local Hazard Mitigation Plan into the Safety Element as presented.

BACKGROUND:

In late 2024 and 2025 City staff worked with the County to identify hazards and potential mitigations in preparation of the drafting of a Countywide Local Hazard Mitigation Plan (LHMP). The updated LHMP is in compliance with AB2140, which enables the City to qualify for additional funding in the event of an emergency.

The Planning Commission reviewed this at their May 11, 2026 meeting and recommended the City Council adopt the revisions to the General Plan Safety Element.

DISCUSSION:

In April 2026, the City Council adopted the LHMP and in order to complete the process of adoption, it must be incorporated into the City’s General Plan Safety Element.

The meeting materials from the April 2026 City Council meeting regarding the LHMP can be reviewed here.

Any amendments to the General Plan must first be reviewed by the Planning Commission and then recommended to the City Council. This step was completed during the Planning Commission’s regular meeting on May 11, 2026.

See attached Draft Safety Element, which incorporates the Local Hazard Mitigation Plan.

CEQA:
45 Section 7, Item A.

The Sutter Creek General Plan Environmental Document was adopted in April 2011 (SCH No. 2012062034).

Staff recommends that the City Council determine that the project is exempt from CEQA under Section 15061 where the amendment is covered by the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment.

ATTACHMENTS

1. Draft Resolution 25-26-XX

2. Draft Safety Element

3. Local Hazard Mitigation Plan
46 Section 7, Item A.

RESOLUTION 25-26-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK

APPROVING TO AMEND THE SAFETY ELEMENT OF THE GENERAL PLAN TO REFLECT THE CITY OF SUTTER CREEK’S ADOPTION OF THE 2025 AMADOR

COUNTY LOCAL HAZARD MITIGATION PLAN (LHMP) INCLUDING

APPENDICES AND ANNEX E (CITY OF SUTTER CREEK ANNEX) BY REFERENCE WHEREAS, the City of Sutter Creek is committed to reducing risks from natural and human-made hazards to protect the lives, property, and economy of the community; and WHEREAS, the Federal Disaster Mitigation Act of 2000 (DMA 2000) requires a Local Hazard Mitigation Plan (LHMP) for eligibility for federal hazard mitigation grants; and WHEREAS, on April 6, 2026, the City Council adopted the LHMP via Resolution No. 25-26-21; and
WHEREAS, on May 4, 2026, the City Council adopted the revisions to Resolution No. 25-26-21 and reaffirmed its adoption of the LHMP via Resolution No. 25-26-21 (Revised); and WHEREAS, California Government Code Sections 65302 and 65302.6 (AB 2140) encourage the incorporation of the LHMP into the Safety Element of the General Plan to maximize eligibility for State funding Assistance; and
WHEREAS, the Planning Commission held a duly noticed public hearing on May 11, 2026 regarding the proposed General Plan Amendment to the Safety Element; and WHEREAS, the proposed amendment is exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15061(b)(3).

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sutter Creek hereby finds, determines, and resolves as follows:

SECTION 1. Incorporation of Recitals. The foregoing recitals are true and correct and are incorporated into this resolution.

SECTION 2. General Plan Amendment. The City Council concurs with the Planning Commission recommendation that the City Council amend the Safety Element of the City of Sutter Creek General Plan, to read as follows:
"In 2006, the state adopted Assembly Bill (AB) 2140 which added provisions specifying what is to be included in a Local Hazard Mitigation Plan (LHMP) and requiring a linkage between a local jurisdiction’s LHMP and the Safety Element of their General Plan. AB 2140 requires a jurisdiction to adopt the LHMP into the Safety Element of the General Plan in order to be fully eligible for disaster relief funding under the California Disaster Assistance Act. AB 2140 can be met by either including the LHMP language specific to AB 2140 as part of the Safety Element or to incorporate the LHMP by reference into the Safety Element of the 47 Section 7, Item A.

General Plan.

Amador County has a current LHMP which includes an assessment of the County’s risk and vulnerability related to natural and other identified hazards and a comprehensive mitigation strategy which includes actions and projects designed to mitigate or reduce the impacts of those hazards and to increase community resiliency. This LHMP has been formally adopted and incorporated by reference into the Safety Element of the General Plan.

To further meet the requirements of AB 2140, the City adopts and incorporates by reference the most current LHMP as part of this Safety Element to the General Plan which should be consulted when addressing known hazards to ensure the general health and safety of people within the City."
SECTION 3. Findings. The City Council finds that the proposed amendment to the Safety Element is internally consistent with other elements of the General Plan, including the Land Use Element, and promotes the public health, safety, and welfare of the community.

SECTION 4. Recommendation. The City Council adopts the proposed amendment to the Safety Element of the General Plan.

PASSED, APPROVED, AND ADOPTED this 18th day of May 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

Mayor Claire Gunselman - City of Sutter Creek
ATTEST
Pam Caronongan, MBA, MMC - City Clerk
48 Section 7, Item A.

C I T Y O F S U T T E R C R E E K G E N E R A L P L AN
JULY 2019MAY 2026 VOLUME I-08 SAFETY ELEMENT Page 8-1
8 Safety Element

8.1 Introduction

8.1.1 Statutory Requirements
California Government Code Section 65302(g) requires that general plans include a “safety element for the protection of the community from any unreasonable risks associated with the effects of seismically induced surface rupture, ground shaking, ground failure, tsunami, seiche, and dam failure; slope instability leading to mudslides and landslides; subsidence, liquefaction, and other seismic hazards identified pursuant to Chapter 7.8 (commencing with Section 2690) of Division 2 of the Public Resources Code, and other geologic hazards known to the legislative body; flooding; and wildland and urban fires.

The safety element shall include mapping of known seismic and other geologic hazards. It shall also address evacuation routes, military installations, peakload water supply requirements, and minimum road widths and clearances around structures, as those items relate to identified fire and geologic hazards.” The Government Code requires consultation with the State Department of Conservation, California Emergency Management Agency, and Department of Forestry and Fire Protection with respect to earthquake and geologic hazards, emergency preparedness, and State responsibility areas of fire protection.

In 2006, the state adopted Assembly Bill (AB) 2140 which added provisions specifying what is to be included in a Local Hazard Mitigation Plan (LHMP) and requiring a linkage between a local jurisdiction’s LHMP and the Safety Element of their General Plan. AB 2140 requires a jurisdiction to adopt the LHMP into the Safety Element of the General Plan in order to be fully eligible for disaster relief funding under the California Disaster Assistance Act. AB 2140 can be met by either including the LHMP language specific to AB 2140 as part of the Safety Element or to incorporate the LHMP by reference into the Safety Element of the General Plan.

8.1.2 City’s Purpose
The City’s purpose in assuring the General Plan maintains and implements an adequate General Plan Safety Element is to protect property and the health and safety of persons living in or visiting the City.

8.1.3 Format
Formatted: Indent: Left: 0"
Formatted: Font: (Default) Times New Roman, 11
pt
Formatted: Indent: Left: 0"
Formatted: Indent: Left: 0"
49 Section 7, Item A.

C I T Y O F S U T T E R C R E E K G E N E R A L P L AN
JULY 2019MAY 2026 VOLUME I-08 SAFETY ELEMENT Page 8-2
The Sutter Creek General Plan Safety Element addresses the following subjects in order:
 Earthquakes
 Other Geologic Hazards
 Dam Failure
 Flooding
 Wildland and Urban Fires
 Evacuation and Emergency Preparedness
 Hazardous Materials
 Aviation
The hazards associated with each of these subjects are assessed in General Plan Volume III, Setting and Background Reports. Section 8.2 lists goals, objectives, policies, and implementation measures that are intended to improve and/or maintain health and safety as well as the protection of private property over the 20-year planning period.

8.1.4 Recommendations for Emergency Preparedness
Recommendations regarding evacuation and emergency preparedness are:
 Prepare and practice flood and fire evacuation procedures in identified hazard areas;  Coordinate major natural disasters response with the City of Amador City, City of Jackson, and the County of Amador;
 Require emergency plans of public service providers serving the City;  Emergency water, power supplies, and communication networks should be available and ready for use;
 Establish mechanisms to call up police reserve.

8.2 Goals, Objectives, Policies, and Implementation Measures

8.2.1 Goal
Goal S-1: The goal of the City of Sutter Creek Safety Element is to improve and/or maintain services, facilities, and regulations that will ensure the long-term health and safety of persons and private property in the City.

8.2.2 Objectives, Policies, and Implementation Measures The following lists of objectives, policies, and implementation measures are intended to achieve this goal.

The lists are categorized to match the format of the preceding text.

8.2.3 Earthquakes
Objective S-1.1: To minimize possible threat to life or property due to earthquakes.

Policy S-1.1.1: State building code requirements pertaining to earthquake safety for seismic Zone 3 shall be applied to new construction and remodeling projects that require a building permit.

8.2.4 Other Geologic Hazards
50 Section 7, Item A.

C I T Y O F S U T T E R C R E E K G E N E R A L P L AN
JULY 2019MAY 2026 VOLUME I-08 SAFETY ELEMENT Page 8-3
Objective S-1.2: To minimize possible threat to life or property due to geological hazards such as soilsrelated damage or hazards and mine-related hazards.

Policy S-1.2.1: Site-specific soils investigations will be required for construction projects when and wherever there is concern for soils-related hazards.

Policy S-1.2.2: Development proposals involving the creation of more than four lots, parcels, or units shall be required to investigate the potential for mine collapse and other mine-related hazards in parts of the City known or suspected of being underlain by mine shafts, drifts, or vents.

Policy S-1.2.3: Mine hazards such as vent, drift, or shaft openings should be plugged, covered, fenced, signed, and/or otherwise managed to protect public health and safety.

Policy S-1.2.4: Site-specific soils investigations will be required to evaluate the health risk from proposed projects within or adjacent to mine waste materials. Schools, day care centers, hospitals, and residential subdivisions should not be located in areas where hazardous materials are present in mine waste materials.

Policy S-1.2.5: Records concerning mining activities within the planning area should be collected and maintained at City Hall for reference and use by the City and developers.

Implementation Measure S-1.2.5.1: The City shall maintain a record of mining activities within the city. Target date: Short-term and Ongoing.

8.2.5 Flooding and Dam Failure
Objective S-1.3: To minimize possible threat to life or property due to flooding.

Policy S-1.3.1: Building and planning permit applications proposing improvements within the FEMA/FIRM map Zones ‘A’ or ‘AE’ shall comply with the City’s flood plain management ordinance.

Policy S-1.3.2: The City of Sutter Creek and County of Amador should require new development projects within the Sutter Creek drainage area to control peak flow runoff such that post-development discharge rates are not greater than pre-development discharge rates, ensuring new development does not significantly add to flooding hazards.

Implementation Measure S-1.3.2.1: The City shall consult with the County of Amador about General Plan Policy S-1.3.2, which concerns peak flow runoff from new development within the Sutter Creek drainage area but outside of City jurisdiction. Target date: Ongoing Policy S-1.3.3: The County of Amador should give the City of Sutter Creek the opportunity to review development projects within the Sutter Creek drainage area to ensure flood hazards within the City are not increased.

Implementation Measure S-1.3.3.1: The City shall consult with the County of Amador about General Plan Policy S-1.3.3, which concerns review of development projects within the Sutter Creek drainage area. Target date: Ongoing
Policy S-1.3.4: Reduce the extent of flooding that threatens existing developed areas within the City. 51 Section 7, Item A.

C I T Y O F S U T T E R C R E E K G E N E R A L P L AN
JULY 2019MAY 2026 VOLUME I-08 SAFETY ELEMENT Page 8-4
Implementation Measure S-1.3.4.1: The City shall continue to identify flood hazards and funding to correct the hazards. Target date: Intermediate-term

8.2.6 Wildland and Urban Fires
Objective S-1.4: To minimize possible threat to life or property due to wildland and urban fires.

Policy S-1.4.1: The Sutter Creek Fire District shall be asked by the City to review development plans, land division projects, and planned developments to ensure compliance with fire suppression and prevention requirements.

Policy S-1.4.2: New development shall ensure there is sufficient water supply and facilities for fire suppression units in the event of a wildland fire.

Policy S-1.4.3: Looped water systems shall be installed within new developments, where feasible, and new water systems shall provide for adequate pressure and volumes at each hydrant installed.

Policy S-1.4.4: In new developments there shall be sufficient access for emergency vehicles and evacuation of residents. Two or more routes of access should be provided, preferably on different sides of the development.

Policy S-1.4.5: Roads in wildland fire areas shall should be well marked and homes shall should have addresses in plain view.

Policy S-1.4.6: New roadways shall comply with City standards.

Policy S-1.4.7: Vehicular access shall should be provided to within 150 feet of a structure.

Policy S-1.4.8: Buildings in urban-wildland interface areas shall comply with California Department of Forestry and Fire Protection recommendations on defensible space.

Implementation Measure S-1.4.8.1: The City, in cooperation with the Fire Protection District, shall prepare a Fire Safe Plan for the City’s consideration and adoption. Target date: Short Term Policy S-1.4.9: Property owners in the Main Street Historic District should become organized to plan for and fund a program to reduce or eliminate the threat of urban fire.

Implementation Measure S-1.4.9.1: The City and/or Fire District shall facilitate property owners in fulfillment of this objective by sponsoring educational programs as well as efforts to obtain grants, special districts formation, or other funding mechanisms. Target date: Short-term

8.2.7 Evacuation and Emergency Preparedness
Objective S-1.5: To minimize possible threat to life or property through evacuation and emergency preparedness.

Policy S-1.5.1: The County Office of Emergency Services should complete an upgrade of the County’s Emergency Management Plan making the document more usable by jurisdictions involved.

Implementation Measure S-1.5.1.1: The City should urge the County to accomplish this objective. The document should address the recommendations of General Plan Task Force #3 as listed within the 52 Section 7, Item A.

C I T Y O F S U T T E R C R E E K G E N E R A L P L AN
JULY 2019MAY 2026 VOLUME I-08 SAFETY ELEMENT Page 8-5
previous text. City departments and other public service agencies should be directed to actively cooperate and provide their own emergency plans in the effort. Target date: Short-term Policy S-1.5.2: Coordinated interagency emergency drills should be conducted on a regular basis, especially in hazard areas identified in this plan.

Implementation Measure S-1.5.2.1: Drills should be coordinated with the County Office of Emergency Services. Target date: Short-term and Ongoing.

Policy S-1.5.3: Major developments and large commercial or industrial activities should have their own emergency plans and periodic drills.

8.2.8 Hazardous Materials
Objective S-1.6: To minimize possible threat to life or property due to hazardous materials.

Policy S-1.6.1: The City of Sutter Creek adopts and incorporates by reference the Household Hazardous Waste Element prepared by the Countywide AB 939 Committee.

Policy S-1.6.2: The City shall review industrial and commercial development projects that involve the transportation, storage and/or use of hazardous materials and insure steps are taken to protect public health and safety.

Policy S-1.6.3: The City Building Inspector will screen non-residential building permits to determine the proposed use of hazardous materials and refer such proposed uses to appropriate State and local agencies as necessary.
53 Section 7, Item A.

RESOLUTION NO. 25-26-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK

ACCEPTING OFFERS OF DEDICATION FOR

VALLEY VIEW WAY AND BOWERS DRIVE
WHEREAS, Valley View Way and Bowers Drive were irrevocably offered for dedication to the City with recording of Parcel Map No. 2269 on August 5, 1988 in Book 42 of Maps and Plats at Page 97; and
WHEREAS, City Clerk certified City Council rejected said offers of Dedication on July 30, 1988; and
WHEREAS, said Valley View Way and Bowers Drive were constructed to City standards and maintained by the City; and
NOW, THEREFORE, IT IS HEREBY RESOLVED, City Council of the City of Sutter Creek hereby accepts said offers for Bowers Drive and Valley View Way limits as set forth on Parcel Map No. 2296.

THE FOREGOING RESOLUTION WAS DULY PASSED AND ADOPTED at a regular meeting of the City Council of the City of Sutter Creek on the 18th day of May 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

THE CITY OF SUTTER CREEK
____________________________________
Claire Gunselman, Mayor
ATTEST
______________________________________
Pam Caronongan, City Clerk
54 Section 7, Item B.

STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL

TOM DUBOIS, CITY MANAGER
MEETING DATE: MAY 18 , 2026
FROM: MASON PETERS, FINANCE SUPERVISOR
SUBJECT: DELINQUENT SEWER CHARGES

RECOMMENDATION

1. Open the Public Hearing and receive public input.

2. Close the Public Hearing.

3. Adopt Resolution No. 25-26-xx, thereby approving the order to place delinquent sewer charges on the tax rolls pursuant to Health and Safety Code Section 5470 et seq.

4. Direct the City Clerk to record delinquencies with the County Recorder’s Office

BACKGROUND
Section 4.28 of the City of Sutter Creek Municipal Code outlines the mechanism for the City to place delinquent sewer charges onto the property tax roll as a means for collection.

In comparison of the current delinquent sewer charges with the list from last year:
● 40 sewer accounts that are on the current list were delinquent last year. ● There are 18 new delinquent sewer accounts this year.

DISCUSSION
Attached is the list of properties with delinquent sewer bills and the amounts outstanding. The total amount delinquent with administration fee is $130,893.51 as of March 31, 2026. For comparison, the total amount delinquent last year was $78,913.63.

BUDGET IMPACT
The report or act of reporting these delinquencies has no budget impact. The delinquent balances are receivables sitting on the City’s books. It would be to the best interest of the City to collect on these delinquent accounts as soon as possible to resolve the receivable and collect the cash.

ATTACHMENTS

1. Draft Resolution No. 25-26-xx

2. List of Delinquent Accounts
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer 55 Section 8, Item A.
-
RESOLUTION 25-26-**

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK

ORDERING DELINQUENT SEWER CHARGES TO BE PLACED ON THE TAX ROLLS PURSUANT TO HEALTH AND SAFETY CODE SECTION 5470 ET SEQ.

WHEREAS, on May 4
th
, 2026, the City Clerk announced a Public Hearing would be held on May 18th, 2026 regarding the delinquent sewer report; and WHEREAS, Health and Safety Code sections 5473.1, 5473.2, and 5473.3 require a hearing to be held regarding protests and objections to the adoption of the said report; and WHEREAS, a hearing was set for the regular Council Meeting on May 18th, 2026, and notice of hearing was provided in accordance with Health and Safety Code section 5473.1; and WHEREAS, on May 18th, 2026, a hearing was held and all persons desiring to be heard, and all oral and written protests and objections, if any were fully heard and this City Council gave all persons present an opportunity to hear and be heard with respect to the adoption of said report and the placing of delinquent charges for properties identified in said report on the tax rolls; NOW THEREFORE BE IT RESOLVED, that the City Council does hereby endorse and authorize as follows:

Section 1. The owners of a majority of the separate parcels of property described in the delinquency report have failed to submit written protests or objections against the adoption of the delinquency report. Except to the extent of any changes ordered herein by the City Council, each and all oral and written protests and objections, if any, made or filed in this matter are hereby overruled and denied.

Section 2. The delinquency report is hereby adopted and the charges specified therein are hereby ordered to be placed on the tax rolls as required by law.

Section 3. The City Clerk is directed to file with the Auditor of the County of Amador a copy of the delinquency report together with a statement endorsed on the report over the City Clerk’s signature that the report has been finally adopted by the City Council. The City Clerk is further directed to file any other documents necessary to effectuate the placement of the charges on the tax rolls in order for the county auditor to enter the amounts of the charges against the respective lots or parcels of land on the current assessment roll. 56 Section 8, Item A.

Section 4. This resolution shall take effect immediately only upon adoption by the City Council.

PASSED, APPROVED, AND ADOPTED this 18th day of May 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

THE CITY OF SUTTER CREEK
______________________________
Claire Gunselman, Mayor
ATTEST:
__________________________________
Pam Caronongan, MMC, City Clerk
57 Section 8, Item A.

Parcel No. Name Last Pmt Balance w/ Admin Fee
40-200-020 STEPHEN WILSON 1/25/2025 $2,502.73
18-252-006 DANIEL LEE 5/5/2025 $1,859.83
44-020-026 BAXLEY, JERRY L $2,218.10
18-121-013 LAURIE DESANTIAGO 6/23/2025 $1,714.81
18-345-006 JOSHUA GRAVES 3/25/2024 $2,220.57
18-061-008 LEIF & WENDY LOWERY 5/25/2025 $3,644.59
18-201-021 JEANETTE POMBO 3/18/2025 $2,214.30
18-253-025 CASAY CASAGRANDE 6/14/2024 $2,215.35
18-343-004 CHURCHES, RICHARD DAVID $2,218.09
18-293-021 ANNETTE FOX 8/16/2024 $2,210.37
18-314-003 RHONDA CLARY $2,218.09
18-314-018 J GANDARA & R CLARY $2,218.09
18-151-004 Anne Galle $1,192.76
18-314-006 TOM & TAMRA EVANS 1/11/2021 $2,218.09
18-133-011 HUMES, SCOTT J & SARI $2,218.09
18-263-003 JULIA & BRIAN GIANNINI $2,218.09
18-311-008 J & R STATEN AND H & R
TIMMER
9/25/2024 $2,207.89
18-190-018 PATRICK & TARA CARNEY $2,218.09
18-331-018 KEVIN & NICOLE ALLEYN $2,218.10
18-282-011 ROBERT & JEANNETTE FULLER 5/25/2025 $1,859.83 18-152-033 LEWIS, YVONNE $2,218.09
18-122-016 LOMBARDO, FRANK $2,218.09
18-163-027 LEVY, DANIEL & JO ANN 4/9/2026 $1,492.14
18-190-002 BYRON DAMIANI & LAURA

HARDCASTLE
5/25/2025 $1,288.60
18-161-008 SUTTER CREEK THEATRE 5/25/2025 $3,644.59
40-210-032 DEBRA STEWART 2/22/2024 $2,222.30
18-122-006 ALI WARD 5/25/2025 $4,483.39
18-070-008 MELISSA CACCIA & DAMIEN
RAMER
2/12/2026 $1,871.45
18-292-007 JEFFREY & ERICA JOLLEY $2,218.09
18-063-012 JOLIE CHAIN 10/18/2023 $2,217.63
18-313-015 MELODY ANDERSON 5/25/2025 $1,859.83
18-293-033 YANE & SALLY CAMBRA 5/1/2025 $2,216.79
18-132-017 SANDRA BURNS 7/22/2024 $3,669.68
18-264-003 Michael Hunerlach 11/9/2024 $2,206.60
18-267-005 AARON DOYLE 1/7/2021 $2,218.09
18-070-013 CONRARDY, CRAIG $2,218.09
18-311-017 HUMMEL, CHARLES & HELEN $2,218.09
18-293-012 SCOTTO & DOLORES TRUST 8/12/2023 $2,217.74
18-091-001 KATHLEEN & BRIAN

RUTHERFORD
5/23/2023 $4,360.78
18-253-026 TERRI LEE GOVETTE 9/21/2021 $2,218.09
18-341-012 MARCI THOMPSON $2,218.09
40-220-068 CHARLES & BRIANA

NEUERBURG
12/7/2025 $1,996.36
18-202-011 DAMIANI, LAURA & BYRON 5/25/2025 $1,859.83
18-315-027 HELEN SNEAD 10/16/2024 $2,216.75
18-251-006 JEFF TRUSCOTT 3/10/2026 $1,391.51
18-220-027 CATHERINE OSBORNE 5/14/2025 $4,036.62
18-132-006 JEOUNGRIM SHIN & STEVEN
REED
4/23/2026 $1,212.80
18-134-001 WEISS, PHILLIP E $2,218.09
18-315-023 JOHN H & BARBARA NICHOLS
Sr.
8/4/2025 $1,779.33
40-220-076 JOANNA MARTLEW FAMILY
TRUST
7/25/2023 $2,217.79
18-343-031 PAUL BASTIAN 11/12/2025 $1,411.41
40-210-037 CASAGRANDE FAMILY TRUST 6/14/2024 $2,215.35
40-200-005 ERIK ALLAN & AMY PETERSON $2,218.09
18-080-013-501 SCHAFER, CHARLES HAROLD 1/14/2025 $2,686.84 40-210-005 CLAYTON C & MELISSA C

BUCHANAN
7/21/2025 $2,215.19
18-332-023 TIMOTHY SMITH 5/19/2025 $1,859.83
40-220-080 RICHARD & SANDY DWYER 6/17/2025 $1,714.81
018-051-002 ARMANDO NAVARRO 2/20/2025 $2,340.81
58 Section 8, Item A.
1 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer

STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY

COUNCIL
MEETING DATE: MAY 18, 2026
FROM: DEREK COLE, CITY ATTORNEY
SUBJECT: INTRODUCTION AND WAIVER OF FIRST READING OF AN

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
SUTTER CREEK ADDING CHAPTER 2.55 TO THE SUTTER

CREEK MUNICIPAL CODE PERTAINING TO SURVEILLANCE

TECHNOLOGY AND PRIVACY PROTECTIONS
Background and Analysis
The City of Sutter Creek is exploring the modernization of its public safety infrastructure.

Specifically, the Police Department identified “intelligent” cameras and Automated License Plate Readers (“ALPRs”) as critical tools for deterring crime and solving investigations.

Alongside the need to modernize its policing tools is the City’s duty to protect privacy, data security, and the civil liberties of its residents. At its April 6, 2026 regular meeting, the City Council directed staff to prepare an ordinance that mandates the development of a Surveillance Use Policy before entering into any vendor agreement for surveillance technology.

The Surveillance Use Policy (“policy”), which the City Council must adopt, will be a legally binding manual specifying authorized use of the proposed technology, data retention, access rights, and third-party sharing limits. Thereafter, the Council may approve the technology if it finds: the technology is effective for the stated purpose; the benefits to the community outweigh the costs; and there are no feasible alternatives with less privacy impacts.

The proposed ordinance also requires the Police Department to present an Annual Surveillance Report to Council, detailing: usage statistics prescribing how frequently the technology was deployed; audit results verifying that data retention schedules were followed, in accordance with the policy; and a summary of any community complaints.

Item ___
59 Section 8, Item B.
2 18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-0639 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer By adopting this ordinance, the Council ensures any future vendor agreements are subject to certain privacy requirements as binding terms—protecting the City from legal liability and contract cancellations, as seen in other jurisdictions.

Fiscal Impact
There is no financial impact associated with the adoption of the Surveillance and Privacy Protection Ordinance. Future costs will be associated with the acquisition of surveillance technology via hardware and software subscriptions.

Recommendation
The City Council should consider adopting the Surveillance and Privacy Protection Ordinance.

ATTACHMENTS:

1. Surveillance and Privacy Protection Ordinance
60 Section 8, Item B.

Page 1 of 6 ends

ORDINANCE NO. __

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SUTTER CREEK ADDING CHAPTER 2.55 TO THE SUTTER CREEK MUNICIPAL CODE

PERTAINING TO SURVEILLANCE TECHNOLOGY AND PRIVACY PROTECTIONS WHEREAS, the City has identified surveillance technology, such as intelligent cameras and automated license plate readers (“ALPRs”), as critical tools for solving criminal investigations; and
WHEREAS, the City finds surveillance technology acts as a “virtual officer” by providing realtime, objective evidence to City peace officers without having to rely on witnesses to crimes; and WHEREAS, in evaluating how to modernize its public safety infrastructure, the City finds surveillance technology has been successfully implemented in nearby jurisdictions; and WHEREAS, in seeking to incorporate surveillance technologies, the City also desires to safeguard the privacy and data security of its residents; and
WHEREAS, City staff also recommend that the City Council adopt a comprehensive “Surveillance Use Policy” prior to approval of any contract for surveillance technology; and WHEREAS, at its regular meeting on April 6, 2026, the City Council directed staff to prepare a Surveillance and Privacy Protection Ordinance that will strike the necessary balance between utilization of modern policing tools and protection of civil liberties.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SUTTER CREEK DOES ORDAIN AS FOLLOWS:

Section 1.

Chapters 2.55 is added to the Sutter Creek Municipal Code to read as follows:

CHAPTER 2.55 – SURVEILLANCE TECHNOLOGY

AND PRIVACY PROTECTIONS

2.55.010 – Council approval required for contracts, agreements, grant applications and donations involving surveillance technology.

The Council shall approve each of the following:

A. Applications for grants, acceptance of state or federal funds, or acceptance of inkind or other donations of surveillance technology; B. Notwithstanding any delegation of authority to award contracts in this code, 61 Section 8, Item B.

Page 2 of 6 ends

contracts of any type and any amount that include acquisition of new surveillance technology;
C. Use of City Council-approved surveillance technology for a purpose, in a manner, or in a location outside the scope of prior City Council approval; or D. Agreements with a non-City entity to acquire, share, or otherwise use surveillance technology or the information it provides.

2.55.020 – Council approval of surveillance use policy.

Any agreement entered into under Section 2.55.010 must conform to the City Council-approved Surveillance Use Policy. If no current Surveillance Use Policy covers an approved activity, the Council shall adopt a new policy or amend an existing policy to address the new activity before entering into a vendor agreement.

2.55.030 – Information required.

Unless it is not reasonably possible or feasible to do so, before City Council approves a new activity listed in Section 2.55.010, the City will make available to the public a surveillance evaluation and a proposed Surveillance Use Policy for the proposed activity.

2.55.040 – Determination by City Council that benefits outweigh costs and concerns.

Before approving any new activity listed in Section 2.55.010, the City Council shall assess whether the benefits of the surveillance technology outweigh its costs. The City Council shall consider all relevant factors, including financial and operational impacts; enhancements to services and programs; and impacts on privacy, civil liberties, and civil rights.

2.55.050 – Oversight following Council approval.

Beginning after the close of fiscal year 2026-27 and annually thereafter, the City shall produce and make available to the public an Annual Surveillance Report. The Annual Surveillance Report should be noticed as an informational report to the City Council. The City Council may calendar the Annual Surveillance Report or any specific technology included in the report for further discussion or action, and may direct that (a) use of the surveillance technology be modified or ended; (b) the Surveillance Use Policy be modified; or (c) other steps be taken to address Council and community concerns.

2.55.060 – Definitions.

The following definitions apply to this chapter:

A. “Annual Surveillance Report” means a written report, submitted after the close of the fiscal year and that includes the following information with respect to the prior 62 Section 8, Item B.

Page 3 of 6 ends

fiscal year:

1. A description of how each City Council-approved surveillance technology was used, including whether it captured images, sound, or information regarding members of the public who are not suspected of engaging in unlawful conduct;

2. Whether and how often data acquired through the use of the surveillance technology was shared with outside entities, the name of any recipient entity, the types of data disclosed, and the reason for the disclosure;

3. A summary of any community complaints or concerns about the surveillance technology;

4. Non-privileged and non-confidential information regarding the results of any internal audits, information about violations of the surveillance use policy, and any actions taken in response;

5. Whether the surveillance technology has been effective at achieving its identified purpose;

6. The number and nature of Public Records Act requests relating to the surveillance technology;

7. Annual costs for the surveillance technology and for compliance with this surveillance and privacy protection ordinance, including personnel and other ongoing costs, and sources of funding;

8. Other relevant information as determined by the City Manager; and

9. The Annual Surveillance Report will not include information that may compromise the integrity or limit the effectiveness of a law enforcement investigation.

B. “Surveillance evaluation” means written information, including as part of a staff report, including:

1. A description of the surveillance technology, including how it works and what information it captures;

2. Information on the proposed purpose, use and benefits of the surveillance technology;

3. The location or locations where the surveillance technology may be used; 63 Section 8, Item B.

Page 4 of 6 ends

4. Existing federal, state, and local laws and regulations applicable to the surveillance technology and the information it captures; the potential impacts on civil liberties and privacy; and proposals to mitigate and manage any impacts; and

5. The costs for the surveillance technology, including acquisition, maintenance, personnel and other costs, and current or potential sources of funding.

C. “Surveillance technology” means any device or system primarily designed and actually used or intended to be used to collect and retain audio, electronic, visual, location, or similar information constituting personally identifiable information associated with any specific individual or group of specific individuals, for the purpose of tracking, monitoring or analysis associated with that individual or group of individuals. Examples of surveillance technology include: intelligent cameras, which are video systems with software that classify objects and enable rapid footage searches; automated license plate readers (“ALPRs”), which are high-speed cameras that capture license plates and compare them against “hotlists” for stolen vehicles or warrants; drones with cameras or monitoring capabilities; biometricsidentification technology and facial-recognition technology. For the purposes of this chapter, "surveillance technology" does not include:

1. Any technology that collects information exclusively on or regarding City employees or contractors;

2. Standard word-processing software; publicly available databases; and standard message tools and equipment, such as voicemail, email, and text message tools;

3. Information security tools such as web filtering, virus detection software;

4. Audio and visual recording equipment used exclusively at open and public events, or with the consent of members of the public; and

5. Medical devices and equipment used to diagnose, treat, or prevent disease or injury.

D. “Surveillance Use Policy” means a stand-alone policy or a section in a comprehensive policy that is approved by the City Council, before entering into an agreement under Section 2.55.010, and contains:

1. The intended purpose of the surveillance technology;

2. Uses that are authorized, any conditions on uses, and uses that are prohibited;
64 Section 8, Item B.

Page 5 of 6 ends

3. The information that can be collected by the surveillance technology;

4. The safeguards that protect information from unauthorized access, including, but not limited to, encryption, access-control, and access oversight mechanisms;

5. The time period for which information collected by the surveillance technology will be routinely retained; the process by which the information is regularly deleted after that period lapses; and conditions and procedures for retaining information beyond that period;

6. If and how non-City entities can access or use the information, including conditions and rationales for sharing information, and any obligations imposed on the recipient of the information; and

7. A description of compliance procedures, including functions and roles of City officials, internal recordkeeping, measures to monitor for errors or misuse, and corrective procedures that may apply.

2.55.070 – No private right of action.

This chapter is not intended and shall not be interpreted to create a private right of action for damages or equitable relief on behalf of any person or entity against the City or any of its officers or employees.

Section 2. CEQA FINDING.

The City Council finds that the provisions of this Ordinance are exempt from the California Environmental Quality Act (“CEQA”) because the instant ordinance involves administrative activities and thus is not a project, as the Act defines, pursuant to Section 15378(b)(2) of the CEQA Guidelines. To the extent the adoption of this Ordinance constitutes a project, the City Council finds pursuant to CEQA Guideline Section 15061(b)(3) that the project is exempt from environmental review because it can be seen with certainty that the adoption of the ordinance would not have any significant impact on the environment.

Section 3. REPEAL OF INCONSISTENT ORDINANCES
Any provisions of the Sutter Creek Municipal Code inconsistent with this Ordinance are hereby repealed.

Section 4. SEVERABILITY
If any section, subsection, sentence, clause, phrase or portion of this Ordinance is for any reason deemed or held to be invalid or unconstitutional by the decision of any court of competent 65 Section 8, Item B.

Page 6 of 6 ends

jurisdiction, such decision will not affect the validity of the remaining portions of this Ordinance.

The City Council of the City of Sutter Creek hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases or other portions might subsequently be declared invalid or unconstitutional.

Section 5. PUBLICATION.

The City Clerk shall certify to the passage of this Ordinance and shall cause this Ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Sutter Creek.

PASSED, APPROVED, AND ADOPTED this ____ day of June 2026 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:

Claire Gunselman, Mayor
ATTEST:
____________________________ _________________
Pam Caronongan, City Clerk Date
66 Section 8, Item B.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer

______________________________________________________________________________

STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL MEETING DATE: MAY 18, 2026
FROM: CITY MANAGER DUBOIS
SUBJECT: ENTREPRENEURSHIP STRATEGIC PLAN FOR ECONOMIC

DEVELOPMENT
RECOMMENDATION:

Economic development in Amador county has been anemic over the last twenty years. Continuing as we are leads to a structurally imbalanced community: a beautiful retirement destination that lacks economic resilience, struggles to retain its youth, and leaves its historic Main Street completely dependent on the fluctuating whims of weekend tourism. Status quo is likely a slow downward spiral as other parts of the state are taking deliberate steps to create better futures for their residents.

In order to have a meaningful impact on economic development in our area, bold steps must be taken.

Staff is recommending the City Council take those bold steps by aggressively supporting a transformative process for the economic development of the region and pursuing significant funding to invest in the future of Sutter Creek’s and Amador County’s economy.

We are asking you to dream big on a new vision. We are presenting a strategic plan for economic development developed by Staff and our consultant, Gary Jinks. We would like your feedback on direction.

BACKGROUND:

Amador County Situation
Over the last twenty years (roughly 2006 to 2026), Amador County’s economic development has been characterized by slow, deliberate growth. Unlike the explosive, master-planned suburban sprawl seen in neighboring Central Valley regions, Amador County has cultivated a distinct, rural "silver economy"— driven heavily by retirees, tourism, and state employment.

Here is a summary of how Amador County has evolved over the past two decades:

1. Population Trends: Slow Growth via In-Migration
Amador County has experienced steady, incremental population growth. ● 2010 Population: 38,091
67 Section 10, Item A.
2 ● 2020 Population: 40,474
● 2025/2026 Estimate: 41, 778
The Growth Driver: Amador County’s growth is almost entirely driven by net in-migration rather than natural growth. The county has one of the oldest populations in California, with a median age hovering near 50 years old (compared to the state average in the late 30s). Because the mortality rate generally outpaces the birth rate, the population only grows because of a steady influx of new residents—primarily retirees and remote workers cashing out of the expensive Sacramento and Bay Area housing markets in search of a quieter, Sierra Foothills lifestyle.

2. Average Income and Wealth
As of recent 2024/2025 census data, the economic health of Amador County households is relatively strong, heavily bolstered by imported wealth and equity. ● Median Household Income: Roughly $88,044.
● Context: While this median income sits below the California state average (which is pulled up by coastal tech hubs), it is actually about 10% higher than the national average. ● Housing Market Impact: Over the last 20 years, an influx of higher-income transplants has significantly boosted the local tax base but also driven up housing costs. The median home value now sits at approximately $450,000. While this is affordable by Bay Area standards, the rising costs over the last two decades have created a growing affordability gap for local service-industry and blue-collar workers.

3. Core Economic Drivers (2006–2026)
Over the last twenty years, Amador County’s economic development has stabilized around four primary pillars rather than chasing major industrial or tech manufacturing:
● Government and Corrections: The public sector is the undisputed bedrock of Amador's economy. Mule Creek State Prison (located in Ione) is one of the county's largest economic engines, providing nearly 2,000 stable, high-paying, state-benefitted jobs. Public education and county government round out this sector.
● The "Silver" Healthcare Economy: Because over a quarter of the county's population is 65 or older, healthcare is one of the fastest-growing job sectors. Facilities like Sutter Amador Hospital in Jackson, alongside numerous assisted living and specialized geriatric care facilities, have seen substantial expansion to meet local demand.
● Viticulture and Tourism: The transformation of the Shenandoah Valley into a premier, globally recognized wine destination has been a major economic development victory over the last two decades. Paired with the historic appeal of Gold Rush towns like Sutter Creek and Jackson, this has spurred steady growth in the leisure, hospitality, and boutique retail sectors. ● Gaming and Entertainment: The Jackson Rancheria Casino Resort remains a dominant private employer in the county. Over the last 20 years, it has continually invested in its facilities— including hotels, RV parks, and event spaces—acting as a major draw for out-of-county dollars. 68 Section 10, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer Communities around us are not standing still…
Sutter Creek is uniquely positioned in Amador County. A 200-mile radius from there casts a wide net, encompassing the Greater Sacramento Area, the San Francisco Bay Area, the Central Valley, and even parts of western Nevada. Over the past couple of decades, several municipalities and counties within this footprint have experienced dramatic population and economic growth, largely driven by highly coordinated, deliberate economic development efforts.

Here are the most notable success stories within that 200-mile radius:

1. Rancho Cordova (Sacramento County)
Distance from Sutter Creek: ~35 miles northwest
Rancho Cordova is currently one of California’s most dynamic economic development success stories.

According to recent 2025/2026 state data, it ranks among the top five fastest-growing cities in California for populations over 30,000, surging while much of the state’s population remained flat or declined. ● The Strategy: The city engineered a highly aggressive, targeted business attraction strategy.

They recently launched a suite of incentives, including the Jobs and Talent Attraction Program, which offers companies $10,000 for every new job created that pays over $100,000 in target industries like advanced manufacturing, fintech, healthcare, and life sciences. In 2025– 2026, Rancho Cordova launched a major initiative to become a regional leader in AI and robotics, investing $5 million from their economic development fund to establish an "[AI & Robotics Ecosystem" in partnership with NVIDIA and the Human-Machine Collaboration Institute. ● The Results: Rancho Cordova has transformed from its legacy as a defense and aerospace hub (anchored historically by Aerojet) and home of junkyards / auto dissaembly into a modern business powerhouse. It leads the region in new home sales, issued record numbers of residential developer permits, and boasts a workforce of 65,000 across roughly 3,500 businesses.

2. San Joaquin County (Lathrop, Mountain House, and Tracy) Distance from Sutter Creek: ~60 miles southwest
San Joaquin County has capitalized perfectly on its geographic position just over the Altamont Pass from the Bay Area, transitioning from a heavy agricultural focus into a logistics, manufacturing, and residential juggernaut.
● The Strategy: Economic development leaders recognized that businesses and residents were being priced out of the Bay Area but still needed access to coastal markets. They aggressively zoned for massive distribution centers along the Interstate 5 and Interstate 205 corridors and approved highly amenitized master-planned communities.
● The Results: Lathrop and the newly incorporated Mountain House recently tied as the fastestgrowing cities in the entire state, both posting population growth rates north of 5.5% in a single year. Lathrop’s massive River Islands planned community (slated for over 15,000 homes) and its attraction of mega-manufacturing facilities (including Tesla) have completely redefined the local economy.

3. Placer County (Roseville and Rocklin)
Distance from Sutter Creek: ~45 miles northwest
69 Section 10, Item A.
4 Placer County has consistently ranked as the fastest-growing county in California by percentage growth, frequently bucking statewide trends of population decline. ● The Strategy: Placer County positioned itself as the premium destination for corporate relocations out of the Bay Area. Local governments heavily invested in high-quality infrastructure, maintained top-tier school districts, and streamlined commercial permitting to attract major employers.
● The Results: Roseville is a standout, experiencing phenomenal numeric and percentage growth.

It has become a regional hub for healthcare (Sutter Health, Kaiser Permanente) and technology, boasting robust commercial and retail sectors that keep the county's job-to-housing ratio incredibly healthy.

4. Washoe County, Nevada (Reno and Sparks)
Distance from Sutter Creek: ~130 miles northeast
Crossing the border into Nevada, the Reno-Sparks metro area executed one of the most successful economic turnarounds in the western United States following the 2008 recession. ● The Strategy: The Economic Development Authority of Western Nevada (EDAWN) deliberately shifted the region's brand away from a reliance on gaming and tourism. They preinvested heavily in infrastructure to create massive industrial space that would appeal to modern tech and logistics giants.
● The Results: The creation of the Tahoe-Reno Industrial Center (TRIC)—the largest industrial park in the world—secured the massive Tesla Gigafactory. This acted as a catalyst, pulling in massive data centers and distribution hubs for Apple, Google, Switch, and Amazon, radically diversifying the economy and driving a prolonged population boom.

5. Yuba County
Distance from Sutter Creek: ~65 miles northwest
While historically overshadowed by its southern neighbors, Yuba County has quietly emerged as one of the fastest-growing counties in California, recently posting the second-highest county growth rate in the state.
● The Strategy: Yuba County has focused on offering affordable, developable land for residential builders and commercial interests who find the immediate Sacramento suburbs too expensive or heavily regulated. They have streamlined their development pipeline to capture the outward push of the Sacramento regional footprint.
● The Results: A rapid surge in single-family housing construction has triggered a population boom, setting the stage for subsequent retail and commercial economic development as the local consumer base expands.

6. San Mateo and Santa Clara Counties (Silicon Valley)
70 Section 10, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer Distance from Sutter Creek: ~130 miles southwest While the Bay Area has always been an economic engine, the specific growth within San Mateo and Santa Clara counties over the last two decades is historically unprecedented.
● The Strategy: Economic development here is driven by ecosystem building—fostering partnerships between world-class universities (Stanford), venture capital, and local governments that zoned for massive tech campuses.
● The Results: According to recent 2026 federal data analyses, these two counties have effectively tripled their economies since 2001. San Mateo County's GDP grew by nearly 379%, and Santa Clara's by 264%. While population growth has fluctuated due to housing costs, their economic growth has dwarfed the rest of the state.

Key Takeaways for Regional Growth
If you are looking at these regions as case studies for what works, they all share three common denominators in their economic development efforts:

1. Public-Private Synergy: They utilize regional councils (like GSEC or EDAWN) rather than relying solely on underfunded municipal city staff.

2. Infrastructure Pre-Investment: They built the roads, utilities, and industrial parks before the companies agreed to move there (e.g., TRIC in Nevada).

3. Targeted Diversification: They actively recruited industries outside their historical norms to ensure they could survive economic downturns.

DISCUSSION:

Transitioning from a slow-growth path without falling into the trap of explosive, character-altering residential sprawl is the ultimate tightrope walk for historic municipalities. The "Folsom model" worked for Folsom, but it required thousands of acres of greenfield residential development to support the massive corporate campuses they attracted. We are not recommending that model! The staff's recommendation to launch an entrepreneurship center focused on the circular economy, and managed by a specialized firm like gener8tor, a highly sophisticated, "surgical" approach to economic development. It is designed to foster high-value innovation and attract industry rather than high-volume footprints.

Here is an explanation of why this strategy makes sense for Sutter Creek and how the mechanics of it work to protect your community's character:

1. The Theme: The Circular Economy
71 Section 10, Item A.
6 The traditional economy is linear: take materials, make a product, and throw it away. A circular economy focuses on eliminating waste by designing products, materials, and processes that are continually reused, refurbished, regenerated, or cleanly recycled.

Why it fits Sutter Creek: A circular economy innovation center wouldn't attract massive smokestack factories or massive logistics warehouses. Instead, it leans directly into Amador County's existing assets:
agriculture, viticulture, and forestry. It attracts "bioeconomy" and "ag-tech" startups. ● Examples in action: Startups that develop technologies to turn vineyard trimmings into sustainable packaging, companies that convert forestry clearing (biomass) into clean energy, or businesses innovating in agricultural water reclamation.

2. The Mechanism: Outsourcing to gener8tor
Building a startup ecosystem from scratch is incredibly difficult for a small city government. Municipal staff rarely have the venture capital connections or tech-sector expertise required to mentor founders.

How the partnership works: gener8tor is a globally recognized, nationally ranked venture firm and startup accelerator that specializes in partnering with local governments. (In fact, they are currently running a "BEAM Circular Accelerator" in the North San Joaquin Valley). ● Sutter Creek provides the physical facility (the center) and the foundational seed funding/sponsorship.
● gener8tor brings their proprietary curriculum, their national network of investors, and intensive 12-week coaching programs.
72 Section 10, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer ● Rather than the city trying to recruit a single large corporation, gener8tor acts as a magnet, drawing in highly motivated, innovative founders to Sutter Creek to build their businesses from the ground up. These founders can be from anywhere in the world.

3. The Outcome: High Industry, Low Sprawl
If you attract a massive corporation, you instantly need thousands of new homes, fundamentally changing the town's demographics and traffic patterns. Startup accelerators achieve the exact opposite. ● Lean Footprints: Startups consist of small, agile teams (often just 2 to 10 people in their early stages). They require co-working space, labs, and high-speed internet—not 100-acre corporate campuses.
● Targeted Job Creation: These companies create high-paying, knowledge-economy jobs (engineers, scientists, business developers) and specialized "green-collar" manufacturing jobs that elevate the local median income.
● Organic, Manageable Scaling: Instead of importing a giant company that displaces locals, you grow companies locally. Some will fail, some will stay small, and the ones that scale up will be deeply rooted in the Sutter Creek community. This allows the city to plan for infrastructure and housing growth incrementally rather than all at once.

Expounding on the Strategy: How to Ensure Success
To make this strategy a reality, city leadership will need to ensure a few foundational elements are in place alongside the gener8tor contract:
● Zoning for "Light Green" Manufacturing: If a startup successfully invents a new way to process agricultural waste in your center, they will eventually need a place to build a pilot plant.

Sutter Creek needs zoning that accommodates clean, low-impact biomanufacturing so these companies don't leave for another county once they graduate from the accelerator program. ● Enterprise Infrastructure: Tech and bio-startups cannot function without enterprise-grade, redundant fiber internet and reliable power grids.
● Local Beta-Testers: The center should be deeply tied to local industries. The vintners in the Shenandoah Valley or local forestry management teams should be brought in as partners who can act as "beta testers" for the startups' new technologies.

Ultimately, this strategy positions Sutter Creek not as a bedroom community for commuters, but as a boutique rural innovation hub. It preserves the historic charm while importing high-tier economic activity.

Complementing, Not Competing: The Innovation Center vs. Historic Main Street A common concern when introducing "tech" or "innovation" into a heritage-rich community is that it might alter the historic character or compete with existing local businesses. However, a circular economy entrepreneurship center is designed to be the perfect economic complement to Sutter Creek’s historic Main Street, functioning as a parallel engine rather than a competitor.

Here is how the two economic sectors compare and support one another:
73 Section 10, Item A.
8 ● Distinct Economic Roles:
○ Historic Main Street is the cultural and aesthetic heart of Sutter Creek. It is a "frontfacing" economy driven by retail, hospitality, and tourism. It relies heavily on seasonal fluctuations, weekend foot traffic, and regional visitors drawn to the gold rush history and nearby Shenandoah Valley wineries.
○ The Entrepreneurship Center is a "back-office," knowledge-based economy. Startups in the circular economy (ag-tech, forestry tech) operate business-to-business (B2B). They do not require retail storefronts, heavy foot traffic, or large tourist influxes to succeed.

They can operate seamlessly out of a repurposed building or secondary commercial space without altering the town's historic aesthetic.
● Fixing the "Tuesday Afternoon" Problem: Main Street businesses often thrive on weekends but face slower revenue days during the mid-week slump. The entrepreneurship center introduces a steady, year-round workforce of founders, mentors, and investors. These are high-earning professionals who buy coffee, schedule lunch meetings, and shop locally on a Tuesday afternoon, providing consistent, reliable revenue to Main Street merchants outside of peak tourist seasons. ● Preserving Charm as an Asset: Startups are highly mobile and founders can choose to build their companies anywhere. The primary reason a founder would relocate to Sutter Creek for a gener8tor cohort is the high quality of life. The charm, walkability, and preservation of Main Street are actually competitive assets used to attract these entrepreneurs. If the town's historic character is compromised, the center loses its recruiting appeal.

Ultimately, Main Street captures imported wealth (tourism dollars), while the entrepreneurship center generates local wealth (intellectual property and high-wage jobs). By linking the two, Sutter Creek can maintain its historic identity while building an economically resilient, year-round community.

The Hidden Cost of the Status Quo: The Risks of "Doing Nothing" In local government, maintaining the current trajectory often feels like the safest choice, especially for a historic town like Sutter Creek where preserving the community's character is a top priority. However, in economic development, "doing nothing" is not a neutral position—it is an active decision to accept a compounding set of long-term risks.

Choosing not to diversify Sutter Creek’s economy through initiatives like the circular economy entrepreneurship center carries several structural costs:

1. The Demographic "Brain Drain"
Amador County has a median age significantly higher than the California average, largely driven by an influx of retirees. While retirees bring imported wealth, a community cannot survive on a "silver economy" alone.
● The Cost: Without the creation of high-wage, knowledge-economy jobs, the town’s younger generations—graduates from Amador County Public Schools—will continue to export their talents to Sacramento, Reno, or the Bay Area. Doing nothing ensures that Sutter Creek remains a place where young professionals cannot afford (or find the opportunity) to build careers and raise families.
74 Section 10, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer

2. The Widening Affordability Gap
Sutter Creek is experiencing a steady rise in housing costs, driven largely by remote workers and retirees bringing equity from more expensive coastal and urban markets. ● The Cost: If housing prices continue to rise while the local job market remains anchored in the service and hospitality sectors, the affordability gap will break. The very workers needed to staff Main Street’s shops, restaurants, and local services will be completely priced out of living in or near the city. Introducing a startup ecosystem creates the high-paying local jobs necessary to keep pace with the rising cost of living.

3. Vulnerability to Economic Shocks
Currently, the "front-facing" economy of Sutter Creek relies heavily on tourism, historic sightseeing, and the Shenandoah Valley wine region.
● The Cost: The hospitality and tourism sectors are historically the most fragile during macroeconomic downturns. Furthermore, in the Sierra Foothills, these industries are highly susceptible to environmental disruptions, such as severe wildfire seasons that choke the region with smoke and immediately halt weekend tourism. Doing nothing leaves the city's tax base and local merchants completely exposed to these external shocks. An innovation center provides a recession-resistant, year-round economic anchor.

4. Municipal Fiscal Attrition
The costs of running a city—maintaining aging infrastructure, funding pensions, upgrading utilities, and providing emergency services—rise every year due to inflation and depreciation. ● The Cost: A slow-growth, residential-heavy tax base rarely generates enough new municipal revenue to cover these compounding civic costs over the long term. A specialized business sector, however, bolsters commercial property taxes and business licensing revenues without placing a heavy, disproportionate strain on city services like schools and road maintenance.

Ultimately, the cost of doing nothing is a slow transition into a structurally imbalanced community: a beautiful retirement destination that lacks economic resilience, struggles to retain its youth, and leaves its historic Main Street completely dependent on the fluctuating whims of weekend tourism. The gener8tor pilot is a low-risk, highly targeted insurance policy against that future.

The Regional Imperative: Scaling Beyond Sutter Creek's City Limits While Sutter Creek offers the ideal historic charm and quality of life to host an innovation hub, its population of roughly 2,500 residents presents a mathematical limitation. Economic development in the startup sector relies heavily on scale. For the gener8tor circular economy center to be viable, sustainable, and highly competitive for funding, it must be designed with a scope that extends far beyond the city limits—operating as a regional engine for all of Amador County and neighboring jurisdictions.

Positioning the center in Sutter Creek, while casting a multi-county net for participation, is essential for the following reasons:
75 Section 10, Item A.
10 1. Generating Sufficient "Deal Flow"
In the venture and accelerator industry, success relies on "deal flow"—having a large enough pool of applicants to consistently identify high-potential founders. ● The Reality: A town of 2,500 people cannot organically produce enough high-caliber, techdriven startups to sustain ongoing 12-week accelerator cohorts year after year. ● The Solution: By expanding the catchment area to the broader Sierra Foothills (including Calaveras, El Dorado, and Tuolumne counties) and the eastern edges of San Joaquin and Sacramento counties, the center can draw from a talent pool of hundreds of thousands. Sutter Creek becomes the destination where this regional talent converges.

2. Unlocking Federal and State "Regionalism" Grants
Major funders fundamentally do not underwrite highly localized, siloed economic development in populations under 5,000. They invest in regional transformation. ● The Strategic Advantage: Programs like the federal EDA Build to Scale and the state-level California Jobs First initiative explicitly mandate regional collaboration. By framing Sutter Creek as the anchor host for a multi-county circular economy initiative, the City's grant applications immediately move to the top of the pile. We are no longer asking for money to help one small town; we are asking for funding to build an innovation corridor across the historic Sierra Foothills.

3. Creating Cross-County Industry Synergies
The circular economy relies heavily on physical supply chains. The agricultural waste, forestry biomass, and viticulture byproducts needed to fuel these startups do not stop at the Sutter Creek city line. ● The Synergy: An Amador County-wide or multi-county scope allows the entrepreneurship center to formalize partnerships with major regional players—such as the broader Shenandoah Valley viticulture associations, the US Forest Service operating in neighboring jurisdictions, or larger agricultural producers in the Central Valley. These regional partners become the "beta testers" and first customers for the technologies developed inside the Sutter Creek center.

4. Local Benefit from Regional Reach (The "Hub" Model)
Expanding the scope of the program does not dilute the benefit to Sutter Creek; it amplifies it. ● The Benefit: By serving as the physical "hub" for a regional "spoke" network, Sutter Creek captures the concentrated economic activity. Even if a startup founder lives in Jackson, Ione, or Calaveras County, they will be commuting into Sutter Creek to utilize the center, meet with gener8tor mentors, and pitch to visiting investors. This guarantees that the daily foot traffic, the mid-week spending at local restaurants, and the prestige of hosting the region’s premiere innovation center remain firmly within our city limits. 76 Section 10, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer By thinking regionally, Sutter Creek does not lose its identity. Instead, it elevates its status, transitioning from a localized historic destination into the undisputed capital of rural innovation in the Sierra Foothills.

Funding Strategy: Financing the Circular Economy Innovation Pilot To minimize the impact on the City of Sutter Creek’s General Fund, launching an entrepreneurship center alongside an established partner like gener8tor should be financed through a "capital stack" approach— layering federal, state, and regional/private funds.

Because Sutter Creek is explicitly targeting the circular economy (ag-tech, bioeconomy, and sustainable forestry) rather than generic business services, the city is highly competitive for specialized innovation and rural development grants. Furthermore, applying for these grants with a nationally recognized accelerator like gener8tor listed as the contracted operator drastically reduces the perceived execution risk for the grantors, significantly increasing our likelihood of an award.

The City can pursue the following specific funding avenues to finance the pilot program:

1. Federal Grant Programs
● EDA Build to Scale (Venture Challenge): The U.S. Economic Development Administration’s (EDA) Build to Scale program is the premier federal grant for launching startup accelerators, distributing roughly $50 million annually to build regional tech and innovation ecosystems. ○ The Strategy: The EDA explicitly encourages local governments to partner with proven accelerator organizations as subcontractors. The Fall 2026 funding cycle is actively approaching, and Sutter Creek can position this center as a critical rural innovation hub for the Sierra Foothills.
● USDA Rural Business Development Grants (RBDG): This program is designed specifically to finance targeted technical assistance, training, and business expansion in rural communities (strictly defined as populations under 50,000).
○ The Strategy: Sutter Creek perfectly fits the demographic profile for USDA rural funds.

An RBDG grant can be utilized to directly fund the administrative costs, curriculum deployment, and expert coaching provided by gener8tor to local entrepreneurs.

2. State of California Initiatives
● California Jobs First (Catalyst and Implementation Phases): Formerly known as CERF, this massive statewide initiative is currently deploying hundreds of millions of dollars in 2026 to support "high-road" economic development, climate resilience, and equitable job creation. ○ The Strategy: A circular economy accelerator hits every core metric of California Jobs First. By framing the gener8tor pilot as a "sustainable ag-tech and bioeconomy workforce pipeline," Sutter Creek can apply for regional investment allocations explicitly designed to diversify regional economies away from traditional, linear industries. ● CalOSBA / GO-Biz Technical Assistance Grants: The California Office of the Small Business Advocate (CalOSBA) and GO-Biz routinely fund local incubators, inclusive innovation hubs (iHubs), and micro-business support programs. The City can leverage these state-level technical assistance grants to subsidize the operational overhead of the physical center space.

3. Regional and Private Capital
77 Section 10, Item A.
12 ● SSBCI 2.0 Technical Assistance Funds: The State Small Business Credit Initiative (SSBCI 2.0) has deployed nearly $10 billion nationally to support small businesses. While much of this is direct investment capital, states are actively funding Technical Assistance providers who can generate a pipeline of investment-ready companies. The gener8tor curriculum is uniquely designed to produce exactly this type of deal flow.
● Corporate Sponsorships (Industry Partners): Large regional corporations often sponsor accelerator cohorts to get early access to new innovations and bolster their community relations. ○ The Strategy: The City can solicit cohort sponsorships from entities that have a vested interest in the circular economy. For example, utilities like PG&E (interested in biomass and forestry-clearing tech for wildfire mitigation), regional waste management companies, or larger viticulture consortiums in the Shenandoah Valley could fund a 12- week gener8tor cohort in exchange for the first rights to pilot the startups' newly developed technologies.

To move this funding strategy forward, City Staff recommends executing a non-binding Memorandum of Understanding (MOU) with gener8tor. This MOU does not require immediate upfront City funding; rather, it formally establishes the public-private partnership, allowing Sutter Creek and gener8tor to seamlessly co-apply for the upcoming 2026 EDA and USDA grant cycles as a unified entity.

Long-Term Sustainability and Nonprofit Spin-Out
The strategic plan is looking at the next three years only. We will learn a lot if we proceed down that path and future plans may very well change. At this moment, if successful, we would see the ECS spinning out of the city to become a stand alone non-profit. While the City of Sutter Creek must act as the initial catalyst to launch the entrepreneurship center and secure the pilot contract with gener8tor, the long-term strategic goal is not for this to remain a permanent municipal department. City governments are uniquely positioned to ignite economic development, but they are rarely equipped to manage the day-to-day operations of a venture ecosystem indefinitely.

To ensure the center's permanent success, longevity, and financial independence, the City’s roadmap would include a planned "spin-out" phase. Following the initial pilot years, the center will be transitioned into an independent 501(c)(3) nonprofit organization.

Transitioning the innovation center to an independent nonprofit structure provides several critical advantages:

1. Unlocking Philanthropic and Private Capital
Many major philanthropic foundations, corporate social responsibility (CSR) programs, and private donors will not write grants or donation checks directly to a municipal government. ● The Advantage: By establishing a 501(c)(3), the center becomes eligible for a massive new tier of funding. It can accept tax-deductible contributions from private citizens, secure endowments, and apply for foundation grants dedicated to rural economic development and climate/circular economy initiatives. This permanently relieves the burden on the City's General Fund. 78 Section 10, Item A.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer

2. Operational Agility and Speed
The startup ecosystem moves incredibly fast. Subjecting the center's day-to-day operations to standard municipal procurement rules, public contract bidding, and city council approval cycles can stifle innovation and frustrate private-sector partners.
● The Advantage: An independent nonprofit can operate at the "speed of business." It can sign leases, hire specialized staff, execute contracts with future operators (like gener8tor), and deploy capital with the flexibility required to support fast-moving startups.

3. Political Insulation and Longevity
Municipal priorities inevitably shift with election cycles and fluctuating tax revenues. An economic downturn could force future City Councils to choose between funding essential civic services or funding the innovation center.
● The Advantage: A spin-out ensures the center's survival regardless of local political changes or municipal budget deficits. Governed by its own dedicated Board of Directors—comprised of regional business leaders, industry experts, and investors—the nonprofit's sole fiduciary duty will be to the success of the entrepreneurial ecosystem.

4. Shielding the City from Risk
The nature of the venture capital and startup world involves risk; many startups fail before they succeed. ● The Advantage: A distinct nonprofit entity creates a vital legal and financial firewall. It completely shields the City of Sutter Creek from the legal liabilities, financial risks, and market fluctuations associated with business incubation and venture investments.

The City's Future Role
Post spin-out, the City of Sutter Creek would transition from being the primary funder and operator to becoming a key strategic partner and champion. The City might retain a permanent advisory seat on the nonprofit’s Board of Directors, ensuring that the center’s overarching mission continues to align with Sutter Creek’s economic development goals, all while the organization operates entirely self-sufficiently.

RECOMMENDATION
City Staff recommends that Sutter Creek pivot from its current slow-growth trajectory by establishing a Circular Economy Entrepreneurship Center in partnership with gener8tor, a nationally ranked startup accelerator. This initiative is designed to attract high-value, "light green" industry—specifically in agtech, bioeconomy, and sustainable forestry—without triggering the explosive residential sprawl that characterizes neighboring regions.

The Strategic Imperative
While Sutter Creek’s historic charm and thriving "silver economy" are tremendous assets, relying solely on tourism and retiree-driven growth leaves the City structurally vulnerable. Maintaining the status quo carries significant hidden costs, including a persistent "brain drain" of our younger workforce, a widening housing affordability gap for local service workers, and an over-reliance on a weekend tourism sector that is highly susceptible to macroeconomic downturns and seasonal disruptions. 79 Section 10, Item A.
14 To build a resilient, year-round economy, Sutter Creek must generate local wealth rather than merely importing it. The gener8tor partnership accomplishes this through a highly targeted, "surgical" approach to economic development.

Key Benefits of the Initiative:
● Targeted Industry over Residential Sprawl: Unlike the Folsom model, which required thousands of acres of new housing to support large corporate campuses, an innovation accelerator attracts lean, agile startup teams. This fosters the creation of high-wage, knowledge-economy jobs while allowing the City to manage infrastructure and housing growth incrementally. ● Complementing Historic Main Street: This initiative is a parallel economic engine, not a competitor to local merchants. By operating as a B2B (business-to-business) enterprise, the center does not disrupt the town's historic aesthetic. Instead, it provides Main Street with a steady, yearround workforce of founders and investors who inject reliable mid-week revenue into local coffee shops, restaurants, and retail stores outside of peak tourist seasons. ● A Low-Risk, Grant-Funded Financial Model: The City will not shoulder the burden of building a startup ecosystem from scratch. By outsourcing the curriculum and network to gener8tor, Sutter Creek instantly becomes highly competitive for major federal (EDA, USDA) and state (California Jobs First) innovation grants. An initial Memorandum of Understanding (MOU) allows the City and gener8tor to co-apply for these funds, minimizing the risk to the City’s General Fund.

Conclusion & Next Steps
By leaning into the circular economy, Sutter Creek can leverage its natural and agricultural assets to become a boutique rural innovation hub. This strategy protects the community’s historic character while building the robust commercial tax base and high-paying jobs necessary to sustain the City's future.

Staff recommends moving forward with a non-binding MOU with gener8tor to formally establish this public-private partnership and begin the joint pursuit of 2026 state and federal economic development grants.

BUDGET IMPACT:

This is a major initiative over several years that requires attention from staff to seek out grant funding and help manage this, even with outsourced management of the program. Budget impacts will be indirect, mostly time invested to support this initiative.

ATTACHMENT:

1. ECS Strategic Plan

2. Press Release Beam Circular

3. Biocatalyst Conference
80 Section 10, Item A.

ENTREPRENEUR CENTER OF THE SIERRAS STRATEGIC PLAN
May 2026
81 Section 10, Item A.

Contents
Executive Summary........................................................................................................................................... 2 Recommendation ............................................................................................................................................. 3 Research and Analysis....................................................................................................................................... 4 Sierra County Demographics Summary (see Appendix 1 for more details)...........................................................4 Market Segments.....................................................................................................................................................5 SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)...........................................................................6 Strategic Conclusions...............................................................................................................................................6 Entrepreneurial Infrastructure........................................................................................................................... 8 The Innovation Ecosystem.......................................................................................................................................8 Current Ecosystem Supporters and Contributors....................................................................................................8 Startup Life Cycle .....................................................................................................................................................9 Circular Economic Principles....................................................................................................................................9 Applying Circular Principles with the Startup Model.............................................................................................10 Implement through Engagement, Education, and Mentorship.............................................................................11 Events, Classes, and Programs ........................................................................................................................11 Mentorship and Resources..............................................................................................................................11 Investors and Funding............................................................................................................................................12 ECS Operations, Organization, and Management ............................................................................................. 13 Operational Framework and Milestones...............................................................................................................13 Organizational Structure........................................................................................................................................13 Recommendation, Plan, and Financials............................................................................................................ 16 Strategic Recommendation ...................................................................................................................................16 Why Partner with Gener8tor?.........................................................................................................................16 Financial Projections and Sustainability.................................................................................................................18 APPENDICES..................................................................................................................................................................20 Appendix 1 Current Demographics by County......................................................................................................20 Alpine County ..................................................................................................................................................20 Amador County ...............................................................................................................................................21 Calaveras County.............................................................................................................................................22 Inyo County .....................................................................................................................................................24 Mariposa County .............................................................................................................................................25 Mono County...................................................................................................................................................27 Tuolumne County ............................................................................................................................................28 Appendix 2 Circular Economy – Biomass Market .................................................................................................31 Key Biomass Streams Relevant to Agriculture, Logging & Cattle....................................................................31 Types of Circular-Economy Companies Active in California............................................................................31 How These Industries Support Rural Communities ........................................................................................32 Top Circular-Economy Champions in Central & Northern California..............................................................32 82 Section 10, Item A.

Executive Summary
The Challenges of Rural California
Amador County, like many rural regions across California, faces persistent structural challenges: limited business opportunity, difficulty attracting and retaining young talent, and uneven access to technology and essential services that urban communities take for granted. These conditions are mirrored across all seven Sierra Nevada counties. While some benefit from major destinations such as Lake Tahoe and Mammoth, their economies remain heavily seasonal and vulnerable to fluctuations in tourism. Even these high-profile areas would benefit from strategies that generate year-round, good-paying jobs and strengthen long-term economic resilience.

Vision
Amador County will achieve sustainable economic growth and diversification by establishing an entrepreneurial infrastructure that supports the organic development of local businesses while accelerating the adoption of innovative technologies and circular economic practices. The resulting framework will be designed for replication across the Sierra counties and adaptable to rural regions worldwide.

Mission
To strengthen the economic and social vitality of Amador County and the broader Sierra region by expanding opportunities, supporting existing businesses, and building a resilient entrepreneurial ecosystem. This ecosystem will serve as a repeatable model of rural innovation that empowers communities across California.

The Opportunity
The seven Sierra Nevada counties collectively represent approximately 192,000 residents and generate roughly $11.6 billion in GDP. Tuolumne, Amador, and Mono counties contribute the largest shares. Despite modest populations, these counties consistently outperform expectations due to strong tourism, government, and healthcare sectors. This region offers an ideal environment for piloting an entrepreneurial ecosystem integrated with circular economic principles. The scale of the population, the commonality of business types, and the manageable technology infrastructure reduce complexity and risk, creating a practical proving ground for a new model of rural development.

Existing Businesses and Services
While focused on innovation and startups the Entrepreneur Center of the Sierras (ECS) will serve everyone, including existing businesses. We will extend to existing business to help them with their business needs, questions, technology, and challenges. The ECS will operate under the Startup Model, applying proven processes and methodologies to nurture ideas from concept to launch. This model also applies to existing business such as releasing a new product, contemplating a fresh marketing approach, and moving into a new market.

At the center of this initiative is the Entrepreneur Center of the Sierras (ECS), which will serve as the region’s entrepreneurial and innovation hub. ECS will anchor the creation, testing, and launch of innovative ideas, enterprises, and solutions tailored to Amador County’s and the broader region’s needs. Sutter Creek has an underused facility, its historic Sutter Creek Grammar School at 121 Cole Street, which can be the physical location of the Entrepreneur Center.

Purpose of This Plan
The primary objective of this plan is to develop and document the feasibility and most effective approach for building a regional entrepreneurial infrastructure and ecosystem that can be implemented and scaled. This document represents the foundational step in establishing an integrated, sustainable development pathway for Amador County’s long-term economic and community resilience. 83 Section 10, Item A.

This is a multi-year journey that will require distinct phases of execution and collaboration across multiple counties to ensure the pathway is designed to work for the entire region. We expect to learn, adapt, and continuously refine the model to maximize impact for Amador County and the broader Sierra region.

Objectives
Business Growth & Development
● Support the creation of at least 10 new businesses by 2030. ● Provide direct assistance to 25 existing businesses in adopting sustainable practices.

Job Creation & Retention
● Generate 50 new local jobs.
● Improve retention of young adults through workforce and entrepreneurial opportunities.

Entrepreneurial Infrastructure
● Establish the Entrepreneur Center of the Sierras (ECS) as a fully operational hub for innovation, mentorship, and training.

Technology Access & Adoption
● Expand access to digital tools and technology infrastructure. ● Engage 100 people and businesses in training or transition programs.

Circular Economy Integration
● Implement at least three community-scale circular economy projects (e.g., waste-to-value, renewable resource use, resource-sharing systems)
Community Engagement
● Establish 200 people for workshops, events, and collaborative initiatives that build a culture of entrepreneurship and sustainability.

Regional Framework
● Document a scalable framework that enables successful strategies to be expanded across the region.

Recommendation
A primary consideration of this plan is whether to develop the ECS in-house or partner with a specialized firm.

Gener8tor is a leader in this field, establishing innovation centers across rural America. As a venture capital firm, they recognize that sustainable change requires building a complete ecosystem of entrepreneurs, investors, and corporate partners.

We recommend a three-year pilot (20262029) in Sutter Creek to validate this integrated framework. After analyzing both models, we believe outsourcing to Gener8tor offers the highest probability of success by leveraging their established network and expertise to accelerate regional growth. 84 Section 10, Item A.

Research and Analysis
We aim to future-proof economic growth in Amador County by leveraging local resources and our proximity to Sacramento. By combining a startup model with circular economy principles and emerging technology, we will build long-term regional resilience.

Our strategy focuses on three primary objectives:

1. Developing Entrepreneurial Infrastructure: Establishing a foundation for education and formal support systems.

2. Supporting New Ventures: Encouraging the creation of emerging businesses and new revenue models.

3. Modernizing Existing Businesses: Helping local companies become more efficient, resilient, and futureready.

Ongoing research and market analysis will guide our efforts and measure impact. Initial discovery will focus on the following key questions:
● Is there sufficient demand to ensure long-term sustainability? ● Who are our target demographics and how should we reach them? ● What are the most critical Key Performance Indicators (KPIs)? ● What is the optimal business structure—for-profit or nonprofit? To address these questions, we are benchmarking several key segments:

1. Innovation Hubs: Analyzing lessons learned and operational challenges from other centers.

2. Regional Needs: Identifying local pain points, growth barriers, and modernization opportunities.

3. Local Demographics: Mapping educational, financial, and institutional resources.

4. Community Dynamics: Understanding social engagement and non-business challenges.

Understanding these potential economic and social dynamics is essential for ensuring community involvement and adoption.

Sierra County Demographics Summary (see Appendix 1 for more details) Alpine County is a tiny, rural county with a unique demographic profile—older, small population, strong Native American presence, and high incomes. Its economy is anchored by government, healthcare, and tourism, with ski resorts and outdoor recreation providing seasonal boosts. Agriculture and forestry remain modest but historically important.
● Population: ~1,200 (2020 Census), making it California’s smallest county. ● Density: ~2.3 people per square mile.

Amador County is a small, rural county with an older population, modest incomes, and strong homeownership. Its economy is government-heavy, with healthcare and retail as major anchors, while tourism (wine, casinos, recreation) provides cultural and seasonal vitality. Agriculture and forestry remain modest but historically important.
● Population: ~41,029 (2023)
● Density: ~69 people per square mile
85 Section 10, Item A.

Calaveras County is a rural, aging community with modest income levels and a growing Hispanic population. Its economy is service-oriented, with healthcare and government leading, but tourism, construction, and agriculture remain vital. For rural development planning, Calaveras illustrates the challenge of balancing local services for an older population with economic diversification through tourism, wine, and recreation industries. ● Population: ~45,995 (2023)
● Density: ~45 people per square mile (rural, spread across 1,020 sq. miles) Inyo County is a small, aging population, with high reliance on tourism and government employment, and limited private land ownership. Its economy is modest but stable, with healthcare, agriculture, and hospitality forming the backbone of local jobs. The county’s unique geography — from Mount Whitney to Death Valley — makes tourism not just an industry, but a lifeline.
● Population: ~18,803 (2023 estimate)
● Density: ~1.9 people per square mile (extremely rural; second-largest county in California by land area).

Mariposa County Mariposa County is a small, rural county with an older population, modest incomes, and high reliance on tourism. Its economy is service-heavy, with Yosemite National Park driving hospitality, retail, and recreation. Government and healthcare provide stability, while agriculture and forestry remain modest but historically important.
● Population: ~17,060 (2023)
● Density: ~11.8 people per square mile (very rural)
Mono County Mono County is a small, rural county with a young-to-middle-aged population, modest incomes, and high reliance on tourism. Its economy is service-heavy, with Mammoth Lakes and outdoor recreation as the backbone. Government and healthcare provide stability, while agriculture and forestry remain modest contributors.
● Population: ~12,991 (2024 estimate)
● Density: ~4.3 people per square mile (very sparsely populated across 3,132 sq. miles) Tuolumne County is a rural, aging community with modest incomes and strong reliance on healthcare, government, and tourism. Its economy is anchored by service industries and correctional institutions, while outdoor recreation and forestry provide seasonal and resource-based employment. ● Population: ~54,873 (2023)
● Density: ~24.7 people per square mile across 2,220 sq. miles The combined population of the Sierra Counties is approximately 192,000 people. Together, these seven Sierra Nevada counties generate about $11.6 billion in GDP, with Tuolumne, Amador, and Mono contributing the largest shares. The list below are the Key industries across the 7 Sierra Counties ranked by size and commonality across all counties.

Key industries

1. Government

2. Healthcare

3. Tourism/Hospitality/Recreation

4. Retail

5. Construction

6. Education

7. Agriculture/Forestry

8. Casinos/Tribal Enterprises
86 Section 10, Item A.

9. Correctional Institutions

10. Manufacturing/Resource Processing
Market Segments
The following categories define our primary market segments. Each represents a distinct track, though they often overlap in practice.
● Startups: Innovative ideas or technologies entering untested markets. Needs: Education, research, and validation.
● New Traditional Businesses: Retail, service, or product ventures in established markets. Needs: Ideation, validation, and business planning.
● Established Businesses: Existing companies with steady revenue. Needs: Efficiency, modernization, and growth control.

Broad vs. Deep Support Strategy
We balance our approach between reaching many people and providing intensive help where it matters most:
● Broad Support: Engages diverse stakeholders to build community visibility and cross-sector collaboration. ● Deep Support: Provides focused investment and mentoring for segments with high scalability or critical economic impact.

Success requires a situational SWOT analysis to identify how to best apply these strategies.

SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) Amador County’s rural nature provides a unique environment for economic testing. Its manageable scale reduces complexity, making it an ideal pilot location.

Strengths
● Manageable scale and community engagement potential.
● Strong local identity and collaborative spirit.

Weaknesses
● Rural distances and limited connectivity.
● Small population and skills gap.
● Cultural resistance to rapid change.

Opportunities
● Modernization and economic diversification.
● New business creation and innovation acceleration.
● Integration of circular economy and sustainability models. ● Available real estate
Threats
● External economic fluctuations.
● Slow adoption of modern technologies.
87 Section 10, Item A.
● Competition for talent and investment.

Strategic Conclusions
Our research confirms that the Sierra region is ready for a collaborative economic framework:
● Economic Capacity: Strong regional GDP provides a solid foundation, though community adoption must be managed carefully.
● Regional Commonalities: Similar demographics across counties make shared infrastructure and services highly feasible.
● Need for Scale: No single county can achieve sustainable mass alone; coordinated regional action is essential.
● Technology as a Catalyst: Tools like AI have increased awareness of the need for proactive planning and resilience.

This evidence supports moving forward with an integrated infrastructure to strengthen local autonomy while preserving regional character.
88 Section 10, Item A.

Entrepreneurial Infrastructure
The ECS will be the regional hub for innovation. By combining local expertise with a global network, we provide founders with world-class resources tailored to rural needs.

The Innovation Ecosystem
We utilize a structured, repeatable pathway for turning ideas into real-world solutions through a simple sequence:

Idea → Validate → Execute.

This ecosystem is a collaborative network of entrepreneurs, investors, and government partners working together to support founders and accelerate new ventures.

● Yellow-circle contributors represent the essential elements required for core operations—education, mentorship, access, and foundational support.
● Additional contributors expand capacity, improve efficiency, increase deal flow, and bring world-class expertise and perspective into the region.

Our role is straightforward but powerful: Ensure the right ideas reach the right people at the right time so innovation can take root and make a meaningful difference.

Current Ecosystem Supporters and Contributors
Investors
● Sacramento Angels; the longest tenured investors in the Sacramento region. ● CleanStart; a 501(c)3 nonprofit that exists to empower entrepreneurs with the knowledge, capital, and connections that are critical to creating a successful new business. ● Impact Ventures Capital since 2016 they have been investing in and connecting startups to corporate partners.

Advisors, Resources
● Gener8tor; experience and network in rural startup model execution 89 Section 10, Item A.
● Beam Circular; industry leader and champion for curricular economy.

Universities
● Sacramento State, Carlsen Center; sponsor, resources, and collaboration. ● Columbia College; regional leader.

Government
● Sutter Creek
● Amador County
Startup Life Cycle
We will focus our efforts on the Planning and Validation stages for startups and the Growth stage for established businesses. While each initiative enters the pipeline at a different point, every new idea begins with some form of Preparation, and advances through a structured process from there.

By applying the Startup Model, we provide a disciplined, repeatable pathway for transforming ideas into viable companies, products, or services. At the same time, we recognize that innovation in rural regions requires more than a single methodology. To build a resilient and future-ready economy, we must also integrate forward-thinking frameworks such as the Circular Economy, particularly as rural biomass conversion evolves into a modern, scalable, and increasingly mature industry.

Circular Economic Principles
Common Definition of circular economy is an economic system designed to minimize waste and maximize the use of resources. Unlike the traditional linear economy—which follows a “take–make–dispose” model—a circular economy focuses on closing the loop by reusing, repairing, refurbishing, and recycling materials and products. Its goal is to create a sustainable system where economic activity regenerates rather than depleting resources, benefiting both the environment and the economy.

At the core of our strategy is utilizing the startup model to identify and solve local challenges such as waste management, water treatment, energy efficiency, and resource optimization—issues common across rural regions. 90 Section 10, Item A.

Local communities will play an essential role in shaping, validating, and refining solutions, ensuring they are practical, scalable, and aligned with real-world needs. This creates a win–win–win for startups, investors, and the broader community.

Biomass Conversion & Circular Economy in California
Biomass conversion is the most common application of circular economics as agriculture, logging and ranching all produce biomass waste. It is also an easy-to-understand example. However, it is not the only circular application; energy generation, water management and any waste are recognized candidates.

Why Biomass & Circular Systems Matter in Rural California ● California produces ~50 million tons of residue biomass annually from agriculture, forestry, and municipal sources.
● Rural regions—Central Valley, Sierra foothills, North State—are the primary biomass producers and stand to benefit most from circular-economy industries.
● California research shows circular bioeconomy systems can:
● Create new rural jobs in biomass collection, processing, and transport. ● Reduce wildfire risk by monetizing forest waste.
● Improve water quality by reducing nitrate contamination from ag and livestock operations. ● Increase farm and ranch profitability through waste-to-value systems. ● Support carbon-neutrality goals by replacing fossil fuels with renewable biomass-based fuels. ● Existing major Circular-Economy Initiatives in Central & Northern California (Statewide, strong Northern CA presence) enable borrowing of best ideas
Applying Circular Principles with the Startup Model
Our strategy is grounded in practical, purposeful action tailored to the unique needs and opportunities of Amador County. Instead of relying on abstract theory, we apply startup model methodology with circular economic principles to identify locally rooted opportunities that deliver economic impact and embrace technology. Although the circular economy helps us identify opportunities and engage local communities it is not the holy grail, simply a piece of the formula. The startup model and Entrepreneurs are still the driving forces for creating new businesses and growth.

Leveraging the Startup Model with local communities to accelerate innovation and adoption.

1. Generate ideas that address local or regional challenges.

2. Validate concepts with businesses and communities.

3. Develop solutions informed by data and feedback.

4. Validate solution Test with real users to ensure practicality and impact.

5. Launch and scale business.
91 Section 10, Item A.

Goals
Through this approach, we aim to:
● Leverage local expertise and emerging talent to cultivate new startups and ventures. ● Empower existing businesses to participate in the process, innovate, strengthen resilience, and unlock new revenue streams.

Impact
By combining local expertise, customer insights, and community engagement, we can rapidly validate ideas and deliver solutions directly to users. This process not only creates new revenue opportunities but also accelerates the adoption of emerging technologies and strengthens Amador County’s entrepreneurial and innovative ecosystem.

The key is mobilizing local experts, diverse customer groups, and community networks. This ensures the right ideas are validated quickly and solutions reach real users faster generating new revenue streams, driving the transition to emerging technologies, and delivering lasting value for startups, businesses, and the community at large.

Implement through Engagement, Education, and Mentorship To get started we recommend partnering with an established accelerator—such as Gener8tor—to operate programs within the ECS. Leveraging a proven organization provides operational stability, reduces risk, and increases the likelihood of strong outcomes, especially during the pilot period. Their methodologies align well with our principles and allow us to implement programs that are already evaluated, refined, and effective.

In general, the Entrepreneur Center of the Sierras (ECS) will offer a full suite of workshops, events, classes, and programs focused on ideation, validation, planning, business creation, operations, and growth. To enrich these programs, we will bring in both industry leaders and local subject-matter experts who can provide practical, realworld insights.

We recognize that early-stage ventures and established businesses have unique needs. ECS programming is intentionally structured to support both—helping new founders validate ideas while enabling existing businesses to strengthen operations, pursue growth, and adopt innovative practices.

We will run a pilot with gener8tor to determine long term viability and assess in-house versus outsourced operations.

Events, Classes, and Programs
The ECS will follow the same proven approach whether programs are operated by gener8tor or by the City. The ECS model includes a full spectrum of support: informal networking, 30-minute panels, hands-on workshops, multiweek programs, and 1-on-1 mentoring. If gener8tor operates the core ECS programs, the City will complement that 92 Section 10, Item A.
work with locally focused events, services, and community-driven support. This ensures a consistent, high-quality experience while allowing the City to tailor additional offerings to local needs.

Track 1: Startups - Focusing on innovation and business, ideation, validation, product development, and launch.

Track 2: Established Businesses - Focusing on business efficiency, staffing, day-to-day problems; marketing, sales, supply chain, leadership, compliance, and technology adoption.

Mentorship and Resources
Mentorship is the cornerstone of the ECS. We will collaborate with local specialists who understand the region and its unique challenges. However, we will also connect with non-local experts and mentors to ensure participants have access to the best possible resources and guidance. Below is an example of a standard early-stage program tailored from 1-hour online seminars to 6 - 12-week extensive programs or cohorts. You will notice a shift from classroom to 1on1 as time and expectations increase. This classroom and 1 on 1 approach also apply to nonstructured webinars as well. This program is designed to build a knowledgeable, cohesive team and a sustainable business. The framework can be scaled with more detail, engagement, and expectations.

Scalable Program for Early-Stage Companies/Entrepreneurs – Example Investors and Funding
The ECS is not a funding or banking entity and does not directly invest in or finance startups. All funding relationships occur between entrepreneurs and individual investors, independent of the ECS. Our role is to create an environment—through programming, connections, and collaboration—where those conversations can happen naturally and productively.
93 Section 10, Item A.

ECS Operations, Organization, and Management
The following sections outline the operational framework, strategic milestones, and organizational models designed to ensure the Entrepreneur Center of the Sierras (ECS) achieves long-term sustainability and regional impact.

Operational Framework and Milestones
Key Assumptions
● ECS role: ECS is a central hub that provides access to services, resources, events, and programs, both paid and free.
● Primary conduit, not owner: The ECS will function as the primary conduit and catalyst for support; ultimate responsibility for execution and outcomes rests with the entrepreneur, startup, or business. ● Learn-and-apply approach: This is an iterative learn-and-apply process aimed at developing a sustainable rural economic model.
● Iterative discovery: We do not have all the answers today; a structured learning and testing phase will be used to validate assumptions and refine the model.

Implementation Stages
● Stage 1 — Discovery and design
o Validate user needs, map existing resources, and design initial service offerings. o Run small experiments to evaluate demand and delivery assumptions. ● Stage 2 — Pilot and learn.
o Launch limited pilots with selected entrepreneurs or cohorts. o Collect qualitative and quantitative feedback; iterate on program design and delivery. ● Stage 3 — Scale and optimize.
o Expand successful pilots, standardize processes, and build partnerships. o Introduce revenue mechanisms and measure economic viability. ● Stage 4 — Sustain and evolve.
o Transition to a self-sustaining operating model with diversified funding and clear governance. o Continue continuous improvement through ongoing testing, community feedback, and new offerings.

Success Criteria

● Clear ownership: Define responsibilities for the ECS and for entrepreneurs. ● Measurable outcomes: Track adoption, engagement, revenue, and impact metrics. ● Feedback loops: Embed regular review cycles to surface learnings and adjust strategy. 94 Section 10, Item A.

Organizational Structure
Two operational models are under consideration: a City-run model and an outsourced accelerator model. While both share a fundamental governance structure, the primary difference lies in staffing for day-to-day operations, mentorship, and program execution. An outsourced model offers accelerated delivery through established networks, while a City-managed approach focuses on building local capacity over time.

Staffing and Resourcing Strategy
● Facilities, Resources: Sutter Creek will provide meeting space and on demand resources; there are no fixed public office hours currently.
● On-demand operations: Core activities will be delivered using existing Sutter Creek staff, local subjectmatter experts, and contracted specialists as needed. ● Cost control: Hire or open facilities only when utilization and revenue projections support the expense. ● Scale with demand: Move from ad-hoc support to part-time roles, then to full-time operations as programs and revenue mature.

Current Status (May 2026)
● Activity focus: The ECS is currently operated by the city on an as-needed basis, concentrating on monthly events, analysis, data collection, networking, and creation of this plan. ● Early engagement: We have launched a series of free events and workshops to build awareness and visibility.
● We have formed strategic relationships and began filling our ecosystem with resources and experts.

Purpose and Scope
The ECS exists to manage the local entrepreneurial ecosystem—coordinating facilities, programming, events, and community engagement. ECS curates and connects entrepreneurs to experts, resources, and service providers who deliver classes, programs, education, funding, and support.

Governance and Policies
● Business policies: establish finance, procurement, and contract policies appropriate for a for-profit entity. ● Operational procedures: Define intake, program delivery, partner onboarding, and quality assurance processes.
● Performance monitoring: utilization, participant outcomes, revenue/cost, and other KPI’s.

Transition to Full Capacity
Below are notional organizational charts from now to full-time operations. Today Tom Dubois Sutter Creek City Manager is leading the effort.

Current
95 Section 10, Item A.

Sutter Creek Fully Self-Operated
The transition from our current operating model to full, year-round operations will be driven by demonstrated demand and strategic direction. Except for the ECS Director, who will be working full-time from day one, the roles listed represent functions, not immediate or necessarily full-time positions. These responsibilities will initially be covered by existing city staff or contracted consultants until workload and utilization justify dedicated hires. If the ECS continues to be operated by ECS then the city staff will be scaled, and potentially a full-time Director will be added. In the current financial model, there is no Director if ECS is operated by gener8tor.

For planning purposes, full-time staffing for these additional roles is projected to begin in January 2029. 96 Section 10, Item A.

Recommendation, Plan, and Financials
While the entrepreneurial business model offers significant potential, a rural region cannot achieve its full potential for long-term sustainability by relying solely on accelerating startups. Therefore, we advocate for a hybrid, layered approach that supports both new ventures and existing businesses.

We champion an integrated mindset that not only cultivates new companies but also revitalizes established businesses through modern services, technology integration, and the identification of new revenue opportunities.

The strategies outlined below represent this comprehensive vision for regional economic resilience.

Strategic Recommendation
We recommend launching an outsourced pilot with an established accelerator partner, such as gener8tor, to rapidly validate demand, benchmark performance, and reduce operational risk. This approach allows the City to evaluate measurable results and financial viability before committing to full-time staffing or long-term contracts.

Why Partner with Gener8tor?
Gener8tor brings a turn-key, nationally proven model for entrepreneurial development. Their approach ensures seamless execution and alignment with local goals, backed by experience in communities ranging from Anchorage to Charlotte. Their value is amplified by a global network of mentors, investors, and corporate partners. As of February 2026, their network provides access to:
● 6,052 Investors
● 6,406 Mentors
● 3,403 Corporate Connections
Performance Snapshot (as of February 2026):

Performance Snapshot (as of February 2026)
● 14 years of investment history
● 2,100+ companies supported.
● 14,000+ jobs were created.
● $2.9B+ in cumulative funding raised
Pilot Program: gALPHA
97 Section 10, Item A.

The gALPHA pilot will serve as the initial testing ground under City oversight. By utilizing outsourced operators, we leverage repeatable processes and industry-standard KPIs to accelerate learning while minimizing initial capital risk.
● Why: Outsourced operators bring repeatable processes, established playbooks, and measurable KPIs. This enables benchmarking against industry standards and accelerates learning while minimizing risk. ● If the pilot demonstrates strong utilization and positive economics, the ECS can transition toward a hybrid or City-run model by gradually building internal capacity.

Pilot Execution Plan
● Scope: 5-week cohort operated by gener8tor, tailored to Amador County’s entrepreneurial landscape. ● City Role: Oversight, local coordination, facilities, and stakeholder engagement. ● Core Activities:
o Cohort recruitment
o Curriculum delivery
o Mentor network activation.
o Local partner integration
o Investor outreach
● Deliverables:
● Cohort outcomes report
● Recommended long-term operating model.
● Transition plan (if applicable)
Decision Criteria and Key Performance Indicators (KPIs) ● Utilization: Enrollment rate vs. baselines
● Retention & Outcomes: Cohort completion; number of startups advancing to the next stage. ● Economic Viability: Revenue per participant; cost per participant; break-even timeline ● Impact: Jobs created; follow-on investment; local supplier engagement ● Benchmarking: Comparison to accelerator industry standards to inform scale-up or sunset decisions Following the initial cohort, selected startups will advance to Phase Two: "Planning and Execution." If the partnership is retained, this will transition into the gBETA program to provide continued support for emerging businesses.
98 Section 10, Item A.

Financial Projections and Sustainability
We have developed a foundational budget based on traditional economic methods to launch and sustain the initial phases of the ECS. Our long-term objective is to integrate forward-looking strategies that provide the county with greater economic control and ensure sustainable growth for local businesses and the community. A final decision on whether the ECS will operate as a nonprofit or for-profit entity is pending the outcomes of the early validation Pilot. This Pilot is projected to occur in early 2027, after which we will conduct a detailed assessment of KPIs to determine our next steps.

The primary differentiator between the two proposed models lies in the scope and speed of growth. While a Citymanaged approach focuses on organic local development, partnering with gener8tor provides immediate access to an extensive national network of experts and significant funding resources. This established ecosystem can move companies to the next level far faster than the City could achieve independently in the short term. The Pilot results will ultimately reveal which path offers the most effective unit economics and strategic value for the region.

SUMMARY TABLES

DETAILED EXPENSE PRO-FORMAS
With gener8tor
99 Section 10, Item A.

W/O gener8tor
100
Section 10, Item A.
101
Section 10, Item A.

APPENDICES
Appendix 1 Current Demographics by County
Alpine County
Alpine County is the least populous county in the state, with about 1,200 residents. Its demographics skew older, majority White and Native American, with high household incomes. The county’s economy is dominated by government, healthcare, tourism/recreation, and agriculture/forestry, with ski resorts and outdoor recreation being major drivers.

Demographics
Population Metrics
● Population: ~1,200 (2020 Census)
● Density: ~2.3 people per square mile
● Median Age: 41.1 years
o 59% White
o 25% Native American (Washoe Tribe presence is significant) o 15% Hispanic
o Very small percentages of other groups.

Economic Metrics
● Median Household Income: $110,781
o Median household income: $110,781 (higher than California’s $96,334). o Per capita income: $53,247.
● Poverty Rate: ~12.3%
● GDP: ~$128 million (2023)
Key Industries
Alpine County’s economy is small but distinctive, shaped by geography and federal land ownership (96% of land is federally managed).

Major Employment Sectors
Major Employment Sectors
● Healthcare & Social Assistance (11.6%) – Local clinics and tribal health services. ● Arts, Entertainment & Recreation (10.7%) – Ski resorts (Bear Valley, Kirkwood), outdoor tourism, and cultural activities.
102
Section 10, Item A.
● Administrative/Support Services (10.2%) – Seasonal and service-related work. ● Transportation & Construction (9–8%) – Supporting infrastructure in a rural, mountainous area. ● Agriculture, Forestry, Fishing & Hunting (7.3%) – Small-scale ranching, logging, and resource management.
● Professional/Scientific/Technical Services (6.5%) – Consulting, environmental services, and specialized contractors.

Economic Context
● Tourism & Recreation: Ski resorts, hiking, fishing, and hot springs are central to Alpine’s economy. ● Federal Land Management: With three national forests (Eldorado, Stanislaus, Humboldt–Toiyabe), forestry and conservation jobs are significant.
● Agriculture: Limited but present, mostly ranching, and small-scale farming. ● GDP: About $128 million (2023), reflecting its small but service-oriented economy.

Amador County
Amador County has about 41,000 residents, a median age of 49.9 (older than the state average), and is 74% White with a Hispanic population of ~15%. Its economy is anchored by government, healthcare, retail, construction, education, and tourism (wine, casinos, outdoor recreation), with forestry and agriculture also contributing.

Demographics
Population Metrics
● Population: ~41,029 (2023)
● Density: ~69 people per square mile
● Median Age: 49.9 years
o 73.7% White (non-Hispanic)
o ~15.5% Hispanic (mixed categories)
o ~2% Black, ~1% Native American, ~1% Asian
Economic Metrics
● Median Household Income: $81,526
● Poverty Rate: ~7.8%
o Median household income: $81,526
103
Section 10, Item A.
o Per capita income: $42,602
● GDP: ~$1.92 billion (2022)
● Poverty Rate: ~7.8% (lower than California’s 12%)
● Commute: Average 32.6 minutes, higher than state average Key Industries
Amador County’s economy blends public sector employment, healthcare, retail, and tourism, reflecting its rural character and cultural assets.

Major Employment Sectors
Major Employment Sectors
● Healthcare & Social Assistance (11%) – Sutter Amador Hospital, clinics, elder care. ● Retail Trade (9.7%) – Local shops, Walmart, Safeway, Raley’s. ● Education (9.4%) – Amador Unified School District, local schools. ● Construction (7.4%) – Residential and infrastructure projects. ● Hospitality & Entertainment (6.8%) – Jackson Rancheria Casino Resort, Harrah’s Northern California, wineries, restaurants.
● Professional/Scientific/Technical Services (6.5%) – Consulting, engineering, specialized contractors. ● Manufacturing & Forestry (6.5%) – Sierra Pacific Industries, Timber Products Co. ● Agriculture (2–3%) – Vineyards, ranching, small-scale farming.

Major Employers
● Jackson Rancheria Casino Resort
● Harrah’s Northern California Casino
● Mule Creek State Prison
● Sutter Amador Hospital
● Sierra Pacific Industries (lumber)
● Amador County Unified School District
● Volcano Communications Group (telecom)
● Walmart, Safeway, Raley’s (retail)
104
Section 10, Item A.

Economic Context
● GDP: ~$1.92 billion (2022)
● Sector Contributions: 21% goods-producing, 54% service-providing, 25% government. ● Labor Force: ~14,500 workers, unemployment ~5.5% (2024). ● Tourism: Wineries (Amador is part of the Sierra Foothills AVA), casinos, historic towns (Sutter Creek, Jackson), and outdoor recreation drive seasonal employment.

Calaveras County
Calaveras County has about 46,000 residents, a median age of 52 (older than the state average), and is 77% White with a growing Hispanic population (~14%). Its economy is driven by healthcare, government, construction, retail, and tourism/recreation, with agriculture and forestry also playing a role.

Demographics
Population Metrics
● Population: ~45,995 (2023)
● Density: ~45 people per square mile
● Median Age: 52 years
o 77% White (non-Hispanic)
o ~14% Hispanic (fastest-growing group)
o ~2% Asian, ~1% Black, ~1% Native American
Economic Metrics
● Median Household Income: $79,877
● Poverty Rate: ~13.4%
o Median household income: $79,877 (below California’s $96,334, but near U.S. average) o Per capita income: $41,078
● GDP: ~$1.85 billion (2023)
● Poverty Rate: ~13.4% (slightly higher than state average of 12%) Key Industries
Calaveras County’s economy reflects its rural character, tourism appeal, and service needs.

Major Employment Sectors
105
Section 10, Item A.

Major Employment Sectors
● Government (11.5%) – Local administration, schools, and state/federal agencies. ● Construction (11.3%) – Residential and infrastructure projects. ● Retail Trade (8.5%) – Local shops, services, and tourism-related retail. ● Education (8.4%) – Schools and educational services.
● Manufacturing (6.8%) – Small-scale, often tied to local resources. ● Professional/Scientific/Technical Services (6.0%) – Consulting, engineering, and specialized services. ● Hospitality & Entertainment (5.5%) – Tourism, recreation, arts, and events (including the famous Calaveras County Fair & Jumping Frog Jubilee).
● Agriculture, Forestry, Fishing & Hunting (4.5%) – Vineyards, ranching, timber. ● Transportation & Warehousing (3.5%) – Supporting rural logistics.

Economic Context
● Tourism: Outdoor recreation, wineries, historic towns (Murphys, Angels Camp), and events drive seasonal employment.
● Agriculture: Vineyards and cattle ranching remain important, though not dominant. ● GDP: About $1.85 billion (2023).
● Labor Market: Commute times average 34 minutes, with many residents working outside the county.

Inyo County
Inyo County has about 18,800 residents, a median age of 45.6, and is 59% White, 24% Hispanic/Latino, and 8% Native American. Its economy is shaped by government, healthcare, tourism/recreation, agriculture/forestry, and retail, with outdoor tourism (Death Valley, Mount Whitney, Eastern Sierra) playing a dominant role.

Demographics
Population Metrics
● Population: ~18,803 (2023)
● Density: ~1.9 people per square mile
● Median Age: 45.6 years
o 59% White (non-Hispanic)
106
Section 10, Item A.
o 24.8% Hispanic/Latino (fastest-growing group, up from 19% in 2010) o 8.1% American Indian/Alaska Native (non-Hispanic)
o ~2–3% multiracial, Asian, or other groups
Economic Metrics
● Median Household Income: $72,432
● Poverty Rate: ~10.5%
o Median household income: $72,432
o Per capita income: ~$36,000
● GDP: ~$1.42 billion (2023)
● Poverty Rate: ~10.5%.
● Age Trends: The 65+ population grew 30% between 2010–2022, now making up nearly 25% of residents.

Key Industries
Inyo County’s economy reflects its remote geography, federal land ownership (92% of land), and tourism appeal.

Major Employment Sectors
Major Employment Sectors
● Government (13.1%) – County administration, schools, and federal land management (BLM, National Park Service).
● Retail Trade (12.7%) – Local shops, tourism-related retail. ● Hospitality & Entertainment (10.3%) – Hotels, restaurants, outdoor recreation services. ● Education (7.4%) – Schools and training programs.
● Construction (6.1%) – Residential and infrastructure projects. ● Agriculture, Forestry, Fishing & Hunting (5.9%) – Ranching, small-scale farming, resource management. ● Professional/Scientific/Technical Services (4.7%) – Environmental consulting, engineering, specialized contractors.
● Transportation & Warehousing (3.5%) – Rural logistics and supply chains.

Economic Context
● Tourism: Death Valley National Park, Mount Whitney, Eastern Sierra, and outdoor recreation (hiking, climbing, fishing) are central to the economy.
107
Section 10, Item A.
● Federal Land Management: 92% of land is federally owned, shaping employment and limiting private development.
● Agriculture: Limited but present—cattle ranching, alfalfa, and small-scale farming. ● GDP: ~$1.42 billion (2023).
● Labor Force: ~8,500 employed, unemployment ~5–6%.

Mariposa County
Mariposa County has about 17,000 residents, a median age of 51.6 (much older than the state average), and is 76% White with ~14% Hispanic. Its economy is dominated by government, healthcare, retail, education, and tourism/hospitality, with Yosemite National Park as the central driver. Agriculture, forestry, and small-scale manufacturing also contribute.

Demographics
Population Metrics
● Population: ~17,060 (2023)
● Density: ~11.8 people per square mile
● Median Age: 51.6 years
o 76% White (non-Hispanic)
o ~14% Hispanic (mixed categories)
o ~2% Native American
o ~2% Asian
o ~1% Black
o ~4% multiracial
Economic Metrics
● Median Household Income: $65,378
● Poverty Rate: ~13.9%
o Median household income: $65,378 (below California’s $96,334) o Per capita income: ~$39,798
● GDP: ~$1.1 billion (2023 estimate)
● Poverty Rate: ~13.9% (slightly higher than state average of 12%) ● Commute: Average 33.7 minutes
108
Section 10, Item A.

Key Industries
Mariposa County’s economy is shaped by its proximity to Yosemite National Park, rural character, and service needs.

Major Employment Sectors
Major Employment Sectors
● Government (12.4%) – County offices, schools, and federal land management ● Retail Trade (11.3%) – Local shops and tourism-related retail ● Education (9.9%) – Schools and training programs
● Healthcare & Social Assistance (9.6%) – Clinics, elder care, and rural health services ● Administrative/Support Services (5.8%) – Seasonal and service-related work ● Construction (4.7%) – Residential and infrastructure projects ● Entertainment/Arts/Recreation (4.5%) – Cultural and recreational activities ● Agriculture, Forestry, Fishing & Hunting (4.5%) – Ranching, small-scale farming, and forestry ● Professional/Scientific/Technical Services (4.4%) – Consulting, environmental services Major Employers
● Yosemite National Park concessions (Delaware North, Aramark, Tenaya Lodge, Majestic Yosemite Hotel) ● John C. Fremont Healthcare District (hospital and clinics) ● Mariposa County Unified School District
● Jackson Rancheria Casino Resort (regional employer, though outside county) ● Sierra National Forest & California Dept. of Forestry Economic Context
● Tourism: Yosemite National Park is the backbone of the local economy, drawing millions of visitors annually.
● Agriculture: Small-scale ranching, vineyards, and forestry. ● Business Climate: No business license requirement, supportive community, and rural charm attract entrepreneurs.
● GDP: ~$1.1 billion (2023 estimate).
109
Section 10, Item A.

Mono County
Mono County has about 13,000 residents, a median age of 40.3, and is 66% White with ~27% Hispanic. Its economy is dominated by hospitality/tourism, government, healthcare, construction, and retail, with Mammoth Lakes ski resort and outdoor recreation as the primary drivers.

Demographics
Population Metrics
● Population: ~12,991 (2024)
● Density: ~4.3 people per square mile
● Median Age: 40.3 years
o 65.5% White (non-Hispanic)
o 26.7% Hispanic (various categories)
o ~2% Native American
o ~2% Asian
o ~4% multiracial
Economic Metrics
● Median Household Income: $86,953
● Poverty Rate: ~11%
o Median household income: $86,953 (slightly below California’s $96,334) o Per capita income: $49,271
● GDP: ~$1.31 billion (2022)
● Poverty Rate: ~11% (slightly below California’s 12%)
● Commute: Average 17.5 minutes (shorter than state average of 29 minutes) Key Industries
Mono County’s economy is shaped by its tourism-heavy base, federal land ownership, and small population.

Major Employment Sectors
Major Employment Sectors
● Government (10.4%) – County administration, schools, and federal land management ● Healthcare & Social Assistance (8.5%) – Clinics and rural health services 110
Section 10, Item A.
● Construction (7.9%) – Residential and infrastructure projects ● Retail Trade (7.8%) – Local shops and tourism-related retail ● Education (7.6%) – Schools and training programs
● Entertainment/Arts/Recreation (7.2%) – Cultural and recreational activities ● Agriculture, Forestry, Fishing & Hunting (7.1%) – Ranching, small-scale farming, and resource management
● Professional/Scientific/Technical Services (5.6%) – Environmental consulting, engineering, specialized contractors
Economic Context
● GDP: ~$1.31 billion (2022), with GDP per capita ~$99,232, higher than state average ● Sector Contributions: 71.2% service-providing, 19.3% government, 9.5% goods-producing. ● Labor Force: ~9,057 workers, unemployment ~4.1% (2024) ● Tourism: Mammoth Lakes is the only incorporated town and the economic hub, with ski resorts, outdoor recreation, and seasonal tourism dominating.
● Agriculture: Limited but present—cattle ranching, alfalfa, and small-scale farming.

Tuolumne County
Tuolumne County has about 54,900 residents, a median age of 48.8 (older than the state average), and is 79% White with ~13% Hispanic. Its economy is driven by healthcare, government, construction, retail, education, and tourism/recreation, with Sierra Nevada outdoor tourism and correctional institutions as major anchors.

Demographics
Population Metrics
● Population: ~54,873 (2023)
● Density: ~24.7 people per square mile
● Median Age: 48.8 years
o 78.6% White (non-Hispanic)
o ~13.2% Hispanic (fastest-growing group)
o ~2% Black, ~1% Native American, ~1% Asian
Economic Metrics
● Median Household Income: $72,259
111
Section 10, Item A.
● Poverty Rate: ~10.7%
o Median household income: $72,259
o Per capita income: $41,372
● GDP: ~$3.28 billion (2023)
● Poverty Rate: ~10.7% (lower than California’s 12%)
● Age Trends: 65+ population grew from 20.6% in 2010 to 28.1% in 2022.

Key Industries
Tuolumne County’s economy reflects its rural character, tourism appeal, and reliance on public sector employment.

Major Employment Sectors
Major Employment Sectors
● Government (11.2%) – County offices, schools, and correctional institutions. ● Construction (9.4%) – Residential and infrastructure projects. ● Retail Trade (9.1%) – Local shops and tourism-related retail. ● Education (7.6%) – Columbia College, school districts. ● Hospitality & Entertainment (7.1%) – Lodging, restaurants, recreation. ● Professional/Scientific/Technical Services (6.8%) – Consulting, engineering, specialized contractors. ● Administrative/Support Services (6.3%) – Seasonal and service-related work. ● Manufacturing (4.9%) – Small-scale, often tied to local resources. ● Agriculture, Forestry, Fishing & Hunting (4.5%) – Ranching, timber, resource management.

Major Employers
● Adventist Health Sonora (hospital)
● Sierra Conservation Center (state prison)
● Columbia College (community college)
● Chicken Ranch Casino (tribal gaming)
● Dodge Ridge Mountain Resort (skiing)
● Sierra Pacific Industries (lumber)
112
Section 10, Item A.
● Hetch Hetchy Water & Power (utilities)
● Walmart, Safeway, Save Mart, Lowe’s, Kohl’s (retail)
● Tuolumne County Sheriff & Social Services (government) ● U.S. Forest Service (federal land management)
Economic Context
● GDP: ~$3.28 billion (2023)
● Sector Contributions: Service-heavy, with healthcare, government, and tourism leading. ● Tourism: Yosemite gateway towns, Dodge Ridge ski area, and Sierra Nevada recreation are central. ● Agriculture/Forestry: Timber and ranching remain modest but historically important. 113
Section 10, Item A.

Appendix 2 Circular Economy – Biomass Market
Key Biomass Streams Relevant to Agriculture, Logging & Cattle A. Agricultural Biomass
● Orchard pruning’s, vineyard waste, nut shells, crop residues. ● Can be converted into biochar, biogas, bio-oil, and soil amendments. ● Help reduce groundwater contamination from fertilizers by improving soil carbon and nutrient retention.

B. Logging & Forest Residue
● Forest thinning, sawmill waste, dead trees, undergrowth. ● Critical for wildfire prevention and rural job creation. ● Forest waste is a major feedstock for pyrolysis and biorefineries.

C. Cattle & Livestock Biomass
● Manure is a major source of methane but also a high-value circular input. ● Livestock systems “upcycle” non-edible ag byproducts into food and produce manure that becomes fertilizer or biogas.

Manure-to-energy systems (anaerobic digesters) are expanding across California dairies and cattle operations.

D. Water Treatment
● Limited and aging infrastructure
● Considerations - low-cost technology upgrades, better operations & monitoring, funding & capacity building,
Types of Circular-Economy Companies Active in California Below are the main categories of companies operating in this space.

1. Biomass-to-Energy Companies
Convert agricultural and forest waste into:
● Biogas / Renewable Natural Gas (RNG)
● Bio-oil
● Biochar
● Electricity & heat
These companies often partner with:
● Logging contractors
● Cattle operations
● Almond, walnut, and vineyard growers

2. Pyrolysis & Biochar Producers
● Use forest and agricultural residues to produce biochar for soil carbon storage and water retention. ● Biochar is highlighted as a major carbon-negative pathway in California.

3. Anaerobic Digester & Manure-to-Energy Companies
114
Section 10, Item A.
● Works with cattle and dairy operations to convert manure into RNG. ● Support circular nutrient loops by returning digestate to fields as fertilizer.

4. Biorefineries
● Convert mixed biomass (forest, ag, urban) into fuels and chemicals. ● Identified as a major opportunity for rural economic development.

5. Circular Agriculture & Soil-Health Companies
● Focus on composting, nutrient recycling, and regenerative ag inputs. ● Often integrate livestock manure, crop residues, and biochar.

How These Industries Support Rural Communities
California research shows circular bioeconomy systems can:
● Create new rural jobs in biomass collection, processing, and transport. ● Reduce wildfire risk by monetizing forest waste.
● Improve water quality by reducing nitrate contamination from ag and livestock operations. ● Increase farm and ranch profitability through waste-to-value systems. ● Support carbon-neutrality goals by replacing fossil fuels with renewable biomass-based fuels.

Top Circular-Economy Champions in Central & Northern California

1. State Government Leaders Driving Circular Policy
● CalRecycle – Statewide Circular Economy Lead
o CalRecycle is California’s primary government driver of circular-economy policy, reuse systems, and waste-to-value initiatives. They explicitly champion the shift from a “disposable economy” to a circular one.

2. Regional Circular-Economy Coalitions
BEAM Circular (Modesto / North San Joaquin Valley)
One of the strongest circular-bioeconomy organizations in California.

They work on:
● Orchard waste
● Nut shells
● Food waste
● Livestock manure
● Forest residues
They build public-private partnerships and help rural communities develop biomass-to-value industries.

This is the closest thing California has to a circular-bioeconomy accelerator.

3. Who Champions Circular Principles in Rural Northern California? Sierra Nevada Conservancy (SNC)
● Supports forest-residue utilization, biomass facilities, and wildfire-risk reduction. ● Funds for rural circular-economy projects tied to forest health. ● Active in Amador, Calaveras, El Dorado, Placer, Nevada, and beyond 115
Section 10, Item A.

Rural County Representatives of California (RCRC)
● Represents 40 rural counties.
● Runs the Golden State Natural Resources project (GSNR) to convert forest biomass into pellets. ● Strong advocate for rural circular-economy and forest-residue utilization UC Agriculture & Natural Resources (UC ANR)
● Research and extension programs on manure-to-energy, biochar, composting, and regenerative ag. ● Works directly with farmers, ranchers, and rural counties

4. Businesses & Nonprofits Supporting Circular Biomass Systems Biochar & Pyrolysis Companies (Northern & Central CA)
● Convert orchard waste, vineyard pruning’s, and forest residues into biochar. ● Support soil carbon, water retention, and wildfire-fuel reduction Examples include:
● Pacific Biochar (North Coast)
● Sonoma Biochar Initiative
Manure-to-Energy / RNG Developers (Central Valley)
● Works with dairies and cattle operations.
● Build digesters and nutrient-recycling systems
Examples:
● California Bioenergy (CalBio)
● Brightmark
● Aemetis Biogas (Stanislaus/Merced)
Forest-Residue & Biomass Utilization Firms
● Logging residue processors
● Small-scale biomass energy developers
● Wood-products innovators
Examples:
● GSNR (RCRC)
● North Fork Community Power (Sierra foothills)
● Mendocino Forest Products

5. Who Are the Most Relevant for Amador / Sierra Foothills?

1. Sierra Nevada Conservancy (SNC)
Supports forest-biomass and rural circular-economy projects.

2. RCRC / GSNR
Major forest-residue circular-economy initiative with strong foothill presence.

3. CalRecycle
Statewide programs that fund rural circular infrastructure.

4. BEAM Circular
Closest major circular-bioeconomy hub (North San Joaquin Valley).

5. UC ANR
Local advisors for agriculture, cattle, and biomass reuse. 116
Section 10, Item A.
manufacture multiple downstream products at cost parity with mainstream synthetic alternatives. The platform runs on conventional corn sugar and sugarcane, and is also compatible with a broad range of upcycled sidestreams, including agricultural residues, crude glycerol, and dairy waste streams. Ruby Bio’s product portfolio spans surfactants, food emulsifiers, drop-in oleochemical replacements, polyol sweeteners, and polymer performance additives, serving consumer care, food, and industrial markets.

Supercarb — Supercarb produces plastic-free performance fibers from upcycled biomass that are inherently flame-retardant, anti-odor, and fast-drying—eliminating the need for toxic finishing chemicals like PFAS, silver, and phosphorus. By embedding performance at the fiber level, Supercarb helps brands avoid costly chemical treatments and wastewater processing, unlocking up to $13B in savings. The technology leverages abundant waste feedstocks, including seaweed and agricultural peel waste, positioning Supercarb to scale sustainably across the textile market.

Tastee Tape — Tastee Tape develops a biodegradable, food-safe, and cost-competitive flexible packaging film that enables food CPG brands to eliminate PFAS and comply with rapidly evolving sustainability regulations. Its patent-pending technology delivers equivalent performance at up to 4x lower cost than alternative bioplastics, removing a key barrier to adoption. The company has gained strong market validation with national exposure including The Tonight Show with Jimmy Fallon, CNN, NBC, and TIME’s Best Inventions, signaling broad commercial and consumer interest.

About BEAM Circular
BEAM Circular is a nonprofit organization that serves as a hub for circular bioeconomy innovation, workforce development, and industry growth in California’s agricultural heartland. BEAM Circular works with multi-sector partners across the Central Valley and beyond to develop bio-based solutions that transform waste into valuable products while creating local economic opportunities and addressing environmental challenges. For more information, visit www.beamcircular.org.

About gener8tor
gener8tor fosters innovation ecosystems through its accelerator programs, venture capital funds, and skillsbased workforce initiatives. With a strong track record of supporting high-growth companies, gener8tor has expanded across the U.S. and internationally, building partnerships with governments, corporations, universities, and economic development organizations to drive entrepreneurship and economic impact. gener8tor operates accelerators across 45 cities, 25 states and 3 countries, working with more than 300 startups per year. To date, gener8tor has worked with more than 2,100 startups that have cumulatively gone on to raise more than $2.9B in financing and employ more than 11,000 people.

Source
gener8tor, press release, 2026-03-11.

Supplier
BEAM CIRCULAR - BioCircular Valley
Fermeate
gener8tor
Krokos Bio
Ruby Bio
5/11/26, 10:18 AM BEAM Circular Accelerator Powered by gener8tor Announces Second Cohort of Startups Advancing Circular Bioeconomy Innovati… https://renewable-carbon.eu/news/beam-circular-accelerator-powered-by-gener8tor-announces-second-cohort-of-startups-advancing-circular-bioecono… 3/6 117
Section 10, Item A.

CURA and Grand Forks Concrete Partner to
Decarbonize Cement with First-of-Kind
Commercial Plant
Atomic ratio tuning in catalysts controls
carbon nanofiber production from CO2
Supercarb
Tastee Tape
Share
Renewable Carbon News – Daily Newsletter
Subscribe to our daily email newsletter – the world's leading newsletter on renewable materials and chemicals

SUBSCRIBE
More news
Follow us on Twitter
Subscribe to our daily
email newsletter
Subscribe to our
RSS feed

B O O K Y O U R

B A N N E R
NOW
   



5/11/26, 10:18 AM BEAM Circular Accelerator Powered by gener8tor Announces Second Cohort of Startups Advancing Circular Bioeconomy Innovati… https://renewable-carbon.eu/news/beam-circular-accelerator-powered-by-gener8tor-announces-second-cohort-of-startups-advancing-circular-bioecono… 4/6 118
Section 10, Item A.

Events
5/11/26, 10:18 AM BEAM Circular Accelerator Powered by gener8tor Announces Second Cohort of Startups Advancing Circular Bioeconomy Innovati… https://renewable-carbon.eu/news/beam-circular-accelerator-powered-by-gener8tor-announces-second-cohort-of-startups-advancing-circular-bioecono… 5/6 119
Section 10, Item A.
© 2026 nova-Institut GmbH
contact@novainstitut.de
www.nova-institute.eu
nova-Institut GmbH
Leyboldstraße 16
50354 Hürth / Germany
Renewable Carbon
Events
Publications
Graphics
News
Business Directory
Newsletter
nova-Institute
Contact & Imprint
General terms and
conditions
Data protection
regulation
5/11/26, 10:18 AM BEAM Circular Accelerator Powered by gener8tor Announces Second Cohort of Startups Advancing Circular Bioeconomy Innovati… https://renewable-carbon.eu/news/beam-circular-accelerator-powered-by-gener8tor-announces-second-cohort-of-startups-advancing-circular-bioecono… 6/6 120
Section 10, Item A.

Main Page 2025 Highlights
Get Involved Pricing
Venue & Accommodations Speakers
Event Agenda
Register Now
May 21, 2026
8:00 AM-6:00 PM
Appellation Lodi - Wine
& Roses Resort and Spa
2505 W. Turner Road
Lodi, CA 95242
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 1/7 121
Section 10, Item A.

Join innovators, investors, and industry leaders from
across food, agriculture, and biomanufacturing for a
deep dive into market trends and emerging
opportunities shaping the rapidly-growing circular
bioeconomy sector.

The full-day BioCatalyst program will include panel discussions, networking opportunities, demonstrations, and expert speakers discussing:

Strategies for unlocking investment and deal flow in the bioeconomy De-risking tech through shared infrastructure and public-private partnerships
Growing demand for circular feedstocks and bio-based materials, chemicals, and ingredients
BioCatalyst will also showcase the 2026 BEAM Circular Accelerator Cohort in a live pitch session designed to connect startups with investors and industry partners.

Check out the 2025 Highlights Page to get a glimpse of last year's BioCatalyst!
Register Now
Already registered?
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 2/7 122
Section 10, Item A.

Want to expand your time in Lodi and make deeper connections? Join us the day before the main event for
BioCatalyst: The Reserve Experience
Enjoy an intimate, elevated journey through Lodi Wine Country. This one-of-a-kind experience is designed to facilitate meaningful conversation and highlight sustainable practices in the region.

Included:

Private transportation departing from and returning to Appellation Lodi Farm-to-table lunch
Four on-site wine tastings
Behind-the-scenes facility tours
Exclusive networking opportunities
Paella dinner and paired drinks
Live taping of Manufacturing Happy Hour Podcast featuring local manufacturing stakeholders including John Schneider of Stanislaus Food Products and Darin Miller of The Wine Group
Limited capacity - get your tickets today!
The Reserve Experience can be added to your conference registration at checkout.

Guests MUST be 21+
Date: May 20, 2026
Price: $275
CBIO Collaborative Members receive 25% off.

Not able to come to BioCatalyst, but want to come to The Reserve Experience? Purchase tickets separately here.

Register Now
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 3/7 123
Section 10, Item A.

Meet the 2026 Accelerator Cohort
Don't miss their live pitch session on May 21st!
Fermeate is a precision fermentation
technology company using lightcontrolled optogenetic gene circuits to deliver software-like
programmability of microbial
metabolism. Its platform enables
rapid, precise control of gene
expression, improving yields,
efficiency, and production
economics across food, nutrition,
chemicals, and fuels. Fermeate is
actively partnering with
multinational companies to
enhance existing fermentation
processes and unlock new value
through the upcycling of
underutilized feedstocks, including
dairy side streams.

Krokos Bio is a biotechnology
company developing a nextgeneration biomanufacturing
platform for high-value botanical
ingredients using plant cell culture
and low-value agricultural side
streams. By growing real plant
cells in controlled bioreactors,
Krokos Bio delivers consistent,
year-round production with fullspectrum bioactivity—without dependence on farmland,
seasonal harvests, or climate
conditions. The company targets
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 4/7 124
Section 10, Item A.
botanicals that are expensive, lowyield, and exposed to climate and geopolitical risk, offering a
scalable solution to chronic supply
chain volatility in the global
botanical ingredients market.

Ruby Bio is a biomanufacturing
company that uses naturally
occurring yeast to convert lowcost and upcycled feedstocks into high-value, biodegradable, and
non-toxic molecules. Its
proprietary biosynthesis platform
operates as a flexible biorefinery,
valorizing a single fermentation
process into multiple downstream
products while achieving cost
parity with mainstream synthetic
ingredients and chemicals. The
platform runs on conventional
corn sugar and sugarcane, and is
fully compatible with a broad
range of upcycled sidestreams,
including agricultural residues,
crude glycerol, and food
processing waste. Ruby Bio’s
product portfolio spans
surfactants, food emulsifiers, dropin oleochemical replacements, polyol sweeteners, and polymer
performance additives, serving
consumer care, food, and
industrial markets.
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 5/7 125
Section 10, Item A.

Supercarb is a materials startup
producing plastic-free performance
fibers from upcycled biomass that are
inherently flame-retardant, anti-odor,
and fast-drying—eliminating the need
for toxic finishing chemicals like PFAS,
silver, and phosphorus. By embedding
performance at the fiber level,
Supercarb helps brands avoid costly
chemical treatments and wastewater
processing, unlocking up to $13B in
savings. The technology leverages
abundant waste feedstocks, including
seaweed and agricultural peel waste,
positioning Supercarb to scale
sustainably across the textile market.

Tastee Tape is a packaging materials
startup that has developed a
biodegradable, food-safe, and costcompetitive flexible packaging film that enables food CPG brands to
eliminate PFAS and comply with
rapidly evolving sustainability
regulations. Its patent-pending
technology delivers equivalent
performance at up to 5× lower cost
than alternative bioplastics, removing
a key barrier to adoption. The
company has gained strong market
validation with national exposure
including The Tonight Show with
Jimmy Fallon, CNN, NBC, and TIME’s
Best Inventions, signaling broad
commercial and consumer interest.

Follow us on:
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 6/7 126
Section 10, Item A.

Event Management Software Mobile Event Apps Event Registration Software Webinar Platform
Privacy Policy
5/11/26, 10:20 AM Main Page - BioCatalyst: Industry & Innovation Exchange https://web.cvent.com/event/c61b0fc9-62b2-401c-90ec-8d53eaff73f2/websitePage:23ac4213-89de-4408-b812-30ff1fadba96 7/7 127
Section 10, Item A.

Page 1 of 2 ends

TO: THE HONORABLE MAYOR AND CITY COUNCIL

TOM DUBOIS, CITY MANAGER
MEETING DATE: MAY 18, 2026
FROM: PAM CARONONGAN, CITY CLERK
SUBJECT CITY CLERK’S OFFICE - APRIL 2026 MONTHLY REPORT

AREAS OF RESPONSIBILITY
City Clerk
● Agendas and/or meeting cancellation notices and minutes created for City Council, Planning Commission, Design Review Committee, Amador County Regional Sanitation Authority (ARSA), and an administrative hearing.
● Provided filer assistance and coordinated efforts with FPPC. April 1, 2026 filing deadline completed with 100% compliance.
● Worked with staff at the Daily Ledger regarding the publication of notices. ● Ongoing work on edits / updates for the City website. ● 2 Meetings - City Council
● 6 Public Records Act (PRA) requests completed. 1 PRA requests currently open.

Human Resources
● Accepted applications for lifeguards for Summer Pool Season. 128
Section 12, Item A.

Page 2 of 2 ends

Risk Management
● 1 active Workers Compensation claim.
● Continued communications with Central San Joaquin Valley Risk Management Authority (CSJVRMA). Appointed by City Manager as Alternate representative for the City.

Worked on two annual reports for the RMA with the Finance Supervisor for submission. ● Continued communications with PACE. Appointed by City Manager as representative / board member representing the City. Attended Board Meeting wherein PACE statistics for the previous quarter was shared with the Board and the General Membership.

Economic Development
● Continued brainstorming efforts with the City Manager regarding the City’s current and possible future economic development efforts.
● Met with the City Manager and consultant regarding ECS. ● Met with the City Manager, consultant, and Sunstone/USC Team regarding the team's economic development strategic plan.

Code Enforcement
● Accepted Code Enforcement-related communications/complaints. Addressed 1 complaint with the City Manager.

Marketing / Social Media / City Website
● Reviewed monthly content calendar.
● Met with City Manager and consultant regarding City’s marketing and social media efforts. ● Performed ongoing updates to City website.
● Worked with City Manager and Finance Supervisor in identifying bugs in the new City website prior to official release.
129
Section 12, Item A.

City of Sutter Creek
City Treasurer's Report
April 2026
Receipts & Disbursements Report
City's Checking Account
Receipts
Deposits ($ 445,414 )
Reversal of Bank Charges ( -)
Total ($ 445,414 )
Disbursements
Accounts Payable ($ 230,098 )
Payroll & Benefits ( 126,224)
Bank Charges ( 53)
Total ($ 356,375 )
Net Amount of Investment Transfers ($ -)
Recap of City Treasury
Investments on Hand April 30, 2026
Market or
Withdrawal
Value Rate of Return
Bank of Marin Checking ($ 1,427,084 ) 0.01%
Bank of Marin Money Market ($ 12,554 ) 3.87%
Bank of Marin Money Market #2 ($ 2,057,201 ) 3.87%
* California State Treasurer's LAIF ($ 1,810,181 ) 3.98.% Total ($ 5,307,020 )
Total this month last year ($ 5,220,329 )
* LAIF 1 ($ 66,559 )
LAIF 2 ($ 1,743,622 )
The investment information provided in this report reflects the City's ability to meet expenditure requirements for the next six months. The investment portfolio is in compliance with the City's investment policy. Victoria Runquist 05/08/26 130
Section 12, Item B.
1 Staff Report
To: The Honorable Mayor and Members of City Council
Tom DuBois, City Manager
Meeting Date: May 18, 2026
From: Frank Whitmore, PE City Engineer
Subject: April 2026 Monthly Report
The following is a status update of all projects WGA is currently working on:

1. Building Inspections/Plan Check – Continuing building inspections on Tuesdays and Thursdays or as needed. Building plan check is being performed on a continual basis as plans are submitted.

For April 2026:
2 Plan checks were completed
22 Inspections were completed

2. Encroachment Permit Review – Encroachment permits are reviewed as needed when requested by the City’s Account Clerk, Holly Boehme. For April 2026:
3 Permit reviews were completed
0 Inspection was completed
A. Central Valley Independent Network (CVIN) – The applicants representatives met with the City of Sutter Creek and Amador City to discuss bid prices they received for the project. The bid prices were much higher than originally anticipated and the applicant’s representatives are checking with their bidders on alternative construction methods. If the alternative construction methods can reduce the construction costs significantly, the applicant will request an exception to the City Standards. It is unknown if or when work will start in Sutter Creek.

3. Site Plan Review – WGA received updated project plans for Valley View Commons Apartment Complex and will return comments to applicant the week of May 4th. Applicant has indicated that for funding purposes, work must commence by June 2026.

4. Sutter Hill Road Asphalt Concrete Overlay Project – Preliminary design is 100% completed.

Project was advertised to bid on May 1, 2026 and the bid opening is scheduled for June 2, 2026. 131
Section 12, Item C.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer ____________________________________________________________________________ TO: TOM DUBOIS, CITY MANAGER
MEETING DATE: MAY 18, 2026
FROM: MASON PETERS, FINANCE SUPERVISOR
SUBJECT: FINANCE DEPT. MAY 2026 REPORT

CITY HALL/FINANCE DEPARTMENT UPDATE
● Our office is working full force in preparation for the sale of pool passes. Onboarding lifeguards, getting paperwork created, establishing processes for intake of forms and applications, among other preparations. The whole city staff is working to make sure this pool season goes smoothly.
● We finalized our implementation of AP Automation in mid-April. Tyler Technologies will reach out to vendors on our behalf, and if the vendor is interested, they can enroll in EFT payments instead of physical checks, which makes the payment process nearly instantaneous and less subject to the risk of fraud. This campaigning effort will hopefully speed up our payment process and ensure checks clear more timely. ● The City held some great events in April - the Days of 49 Wagon Train and the Duck Race! Both events were a success, and we are looking forward to the events season to continue strong over the next few months with the Farmers Market, Trash to Treasures, Italian Picnic Parade, and more!
● I am continuing to work with Schneider Electric and Ridgeline as we keep moving forward with strategizing for the wastewater plant funding campaign. We are compiling historical data and collaborating to estimate growth factors as we create a long term forecast for the growth of our wastewater enterprise funds. ● I completed the Governmental Compensation in California report for 2025 this month - it is a state report that reports earnings for each position for a calendar year. I also completed our quarterly tax filings for payroll in April. ● We met with the Sierra Business Council to go over progress with the Entrepreneurship grant. We reviewed our grant budget and we discussed potential adjustments to best fit how we are utilizing the funds to encourage business growth and job opportunities within our community.
132
Section 12, Item D.

ACCOUNTS PAYABLE ACTIVITY
In April 2026, 79 warrants were issued, totaling $230,098.19. For comparison, in April 2025, all warrants totaled $317,358.21. Notably, we paid our 4th Quarter Workers Compensation payment to CSJVRMA and our annual property tax administration fees to the County.

ACCOUNTS RECEIVABLE ACTIVITY
In April 2026, we received:
● Building Permits:
o In April 2026, we issued 8 building permits, totaling $8,483.47. Compared to April 2025, we issued 15 permits and total revenue generated at that time was $8,411.73. Some notable permits for April 2026 include a solar panel system installation, an ADU, and a pool.
● Facility Rentals
o Auditorium - 3 renters, totalling $1,615
o Community Center - 3 renters, totalling $555
o Historic Grammar School - 5 renters, totalling $1,312.50 o Snack Shack - 0 renters
● Sewer Billing
o Auto Pay Customers
▪ Currently we are at 371 autopay customers. We are seeing consistent enrollment in the system each month. We continue to encourage customers to sign up for this service to speed up cashiering and minimize late payment penalties.
● Transient Occupancy Tax
o For payments received in April 2026 (for March rentals), we received $26,328.20.

For comparison, in April 2025 (for March 2025 rental activity), we received $27,536.39.
133
Section 12, Item D.
5/8/2026 8:50:53 AM Page 1 of 21
Detail vs Budget Report
Account Summary
Date Range: 04/01/2026 - 04/30/2026
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Department: 000 - NonDepartmental
Fund: 001 - GeneralFund
Revenue
001-000-70000 SecuredPropertytaxes -725,000.00 -382,134.41 0.00 -382,134.41 -342,865.59 -47.29% 001-000-70001 UnsecuredPropertytaxes -15,000.00 -11,162.63 0.00 -11,162.63 -3,837.37 -25.58% 001-000-70002 PropTax-CurrSupple(Co -17,000.00 -10,912.18 0.00 -10,912.18 -6,087.82 -35.81% 001-000-70003 PropertyTaxinLieuofM -326,000.00 -160,617.50 0.00 -160,617.50 -165,382.50 -50.73% 001-000-70004 UnsecuredSupplemental 0.00 -381.03 0.00 -381.03 381.03 0.00% 001-000-70006 Propertytaxes-Prior 0.00 -185.06 0.00 -185.06 185.06 0.00% 001-000-70008 DELINQUENTSUPPLEMENTAL -2,100.00 -5,277.39 0.00 -5,277.39 3,177.39 151.30% 001-000-70009 DelinqtUnsecuredSupplem 0.00 -53.83 0.00 -53.83 53.83 0.00% 001-000-70100 UtilityUserstax 0.00 -890.68 -96.63 -987.31 987.31 0.00% 001-000-70300 TransientLodgingTaxes -316,854.00 -229,926.58 -31,328.45 -261,255.03 -55,598.97 -17.55% 001-000-70400 Tax-Gen'lRetailSales -484,654.00 -299,737.56 -33,454.62 -333,192.18 -151,461.82 -31.25% 001-000-70410 SalesTax-PublicSafety -16,000.00 -10,636.61 -963.95 -11,600.56 -4,399.44 -27.50% 001-000-70420 Measure P Sales Tax -484,654.00 -343,252.24 -34,206.30 -377,458.54 -107,195.46 -22.12% 001-000-71000 Tax,Franchise-Republic Waste -69,987.00 -47,405.54 -6,257.78 -53,663.32 -16,323.68 -23.32% 001-000-71100 Tax,Franchise-Comcast -27,000.00 -18,806.18 0.00 -18,806.18 -8,193.82 -30.35% 001-000-71200 Tax,Franchise-PG&E -68,000.00 0.00 -62,484.85 -62,484.85 -5,515.15 -8.11% 001-000-71300 Tax,Transfer-RealProp -20,000.00 -7,734.93 -3,282.69 -11,017.62 -8,982.38 -44.91% 001-000-72000 License-Business -55,000.00 -60,587.00 -728.00 -61,315.00 6,315.00 11.48% 001-000-72105 Permit-Encroachments -6,000.00 -14,262.50 -977.50 -15,240.00 9,240.00 154.00% 001-000-72110 Permit-Banner -150.00 -100.00 -250.00 -350.00 200.00 133.33% 001-000-72115 Permit-GarageSale -50.00 -15.00 0.00 -15.00 -35.00 -70.00% 001-000-72120 Permit/Licenses-Other -2,300.00 -1,485.00 -500.00 -1,985.00 -315.00 -13.70% 001-000-72125 SignPermits -1,000.00 -505.20 -13.00 -518.20 -481.80 -48.18% 001-000-72200 PlanningFees -67,000.00 -45,557.91 -827.11 -46,385.02 -20,614.98 -30.77% 001-000-72205 ZoningApplicationFees -150.00 0.00 0.00 0.00 -150.00 -100.00% 001-000-72210 Subdivisionfees -5,500.00 0.00 0.00 0.00 -5,500.00 -100.00% 001-000-72215 Variance&ConditionalUs -37,000.00 -14,755.64 0.00 -14,755.64 -22,244.36 -60.12% 001-000-72220 SitePlans -37,000.00 -9,769.33 -4,000.00 -13,769.33 -23,230.67 -62.79% 001-000-72225 BuildingPermitFees -120,000.00 -81,198.89 -4,559.60 -85,758.49 -34,241.51 -28.53% 001-000-73000 VehicleCodeFines -5,000.00 -1,412.96 -70.84 -1,483.80 -3,516.20 -70.32% 001-000-74120 LeaseRevenue-CingularWi -41,000.00 -38,574.32 -1,172.50 -39,746.82 -1,253.18 -3.06% 001-000-74200 Fees-PDServices -350.00 -393.90 -53.00 -446.90 96.90 27.69% 001-000-74215 PoliceReport -500.00 -465.00 -15.00 -480.00 -20.00 -4.00% 001-000-74225 CONCEALEDWEAPON -400.00 -250.00 0.00 -250.00 -150.00 -37.50% 001-000-74230 P.D.&Legalrestitution -1,200.00 0.00 0.00 0.00 -1,200.00 -100.00% 134
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 2 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 001-000-74235 SpecialPoliceServices -1,800.00 -1,600.00 -100.00 -1,700.00 -100.00 -5.56% 001-000-74400 CemeteryRevenues -1,000.00 0.00 0.00 0.00 -1,000.00 -100.00% 001-000-74415 HistoricalGrammerSchool -17,000.00 -9,507.50 -1,387.50 -10,895.00 -6,105.00 -35.91% 001-000-74420 CribbsField/SnackShack 0.00 -180.00 0.00 -180.00 180.00 0.00% 001-000-74425 Cribbs/SnackUtilities -300.00 -50.00 0.00 -50.00 -250.00 -83.33% 001-000-74430 Fees-CommunityCtrUtil -2,400.00 -2,375.00 -125.00 -2,500.00 100.00 4.17% 001-000-74435 Fees-CommunityCenter -6,000.00 -6,640.00 -120.00 -6,760.00 760.00 12.67% 001-000-74440 Fees-AuditoriumUse -8,000.00 -6,110.00 0.00 -6,110.00 -1,890.00 -23.63% 001-000-74445 Fees-AuditoriumUtilitie -2,450.00 -2,250.00 0.00 -2,250.00 -200.00 -8.16% 001-000-74450 Fees-JazzerciseRentalIn -10,350.00 -7,590.00 -900.00 -8,490.00 -1,860.00 -17.97% 001-000-74460 Basketball League Revenues 0.00 0.00 -5,382.60 -5,382.60 5,382.60 0.00% 001-000-75000 InterestEarnings -25,000.00 -122,549.34 -24,026.15 -146,575.49 121,575.49 486.30% 001-000-75125 HomeownersPropertyTaxR -5,250.00 -3,061.64 0.00 -3,061.64 -2,188.36 -41.68% 001-000-75135 OtherGrants 0.00 0.00 -7,219.30 -7,219.30 7,219.30 0.00% 001-000-75200 StateCopsGrant -165,000.00 -188,081.95 -13,454.66 -201,536.61 36,536.61 22.14% 001-000-75205 ABC Police Grant 0.00 -782.04 0.00 -782.04 782.04 0.00% 001-000-77135 Income-Donations,Priva -1,500.00 -1,145.38 0.00 -1,145.38 -354.62 -23.64% Revenue Totals: -3,197,899.00 -2,150,369.85 -237,957.03 -2,388,326.88 -809,572.12 -25.32% Expense
001-000-40061 PERSUnfunded-NonDepartment 303,211.00 302,744.00 0.00 302,744.00 467.00 0.15% Expense Totals: 303,211.00 302,744.00 0.00 302,744.00 467.00 0.15% 001 - GeneralFund Totals: -2,894,688.00 -1,847,625.85 -237,957.03 -2,085,582.88 -809,105.12 Fund: 003 - Streets/Sidewal
Revenue
003-000-75100 VehicleLicenseFee -5,000.00 -4,042.20 0.00 -4,042.20 -957.80 -19.16% 003-000-75120 Grants-County,local,m 0.00 -1,000.00 0.00 -1,000.00 1,000.00 0.00% 003-000-75320 2107HighwayUserTax -46,500.00 -35,132.30 -3,289.04 -38,421.34 -8,078.66 -17.37% 003-000-75321 2105HighwayUserTax -16,500.00 -12,163.06 -1,248.35 -13,411.41 -3,088.59 -18.72% 003-000-75322 2106HighwayUserTax -16,500.00 -12,927.65 -1,336.08 -14,263.73 -2,236.27 -13.55% 003-000-75323 2107-5HighwayUserTax -1,000.00 -1,000.00 0.00 -1,000.00 0.00 0.00% 003-000-75325 RoadMaintenance&Rehabi -71,000.00 -54,660.37 -5,804.09 -60,464.46 -10,535.54 -14.84% Revenue Totals: -156,500.00 -120,925.58 -11,677.56 -132,603.14 -23,896.86 -15.27% 003 - Streets/Sidewal Totals: -156,500.00 -120,925.58 -11,677.56 -132,603.14 -23,896.86 -15.27% Fund: 004 - CrestviewLgt/D
Revenue
004-000-74330 StreetLightingCharges -2,650.00 0.00 -5,035.00 -5,035.00 2,385.00 90.00% Revenue Totals: -2,650.00 0.00 -5,035.00 -5,035.00 2,385.00 90.00% 004 - CrestviewLgt/D Totals: -2,650.00 0.00 -5,035.00 -5,035.00 2,385.00 90.00% Fund: 010 - SewerM&O
Revenue
010-000-74500 SewerServiceCharges -2,967,587.00 -2,236,733.53 -246,738.25 -2,483,471.78 -484,115.22 -16.31% 135
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 3 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 010-000-74505 SepticDumpingFee -50,000.00 -36,625.99 -2,267.99 -38,893.98 -11,106.02 -22.21% 010-000-74510 ContractSewerRevAWA& -223,120.00 -195,542.64 -10,708.00 -206,250.64 -16,869.36 -7.56% 010-000-75000 InterestEarnings -16,000.00 0.00 0.00 0.00 -16,000.00 -100.00% 010-000-77115 EffluentDisposal -156,068.00 -142,883.98 -12,511.99 -155,395.97 -672.03 -0.43% 010-000-77130 LateCharges -40,000.00 -31,950.21 -6,950.68 -38,900.89 -1,099.11 -2.75% 010-000-78999 OperatingTransfersIn -830,000.00 0.00 0.00 0.00 -830,000.00 -100.00% Revenue Totals: -4,282,775.00 -2,643,736.35 -279,176.91 -2,922,913.26 -1,359,861.74 -31.75% 010 - SewerM&O Totals: -4,282,775.00 -2,643,736.35 -279,176.91 -2,922,913.26 -1,359,861.74 -31.75% Fund: 011 - SewerWWTP
Revenue
011-000-75000 InterestEarnings -7,000.00 0.00 0.00 0.00 -7,000.00 -100.00% 011-000-77115 SewerConnectionCharges 0.00 -82,995.12 0.00 -82,995.12 82,995.12 0.00% Revenue Totals: -7,000.00 -82,995.12 0.00 -82,995.12 75,995.12 1,085.64% 011 - SewerWWTP Totals: -7,000.00 -82,995.12 0.00 -82,995.12 75,995.12 1,085.64% Fund: 012 - SewerLineRep.

Revenue
012-000-75000 InterestEarnings -7,000.00 0.00 0.00 0.00 -7,000.00 -100.00% Revenue Totals: -7,000.00 0.00 0.00 0.00 -7,000.00 -100.00% 012 - SewerLineRep. Totals: -7,000.00 0.00 0.00 0.00 -7,000.00 -100.00% Fund: 014 - SewerCapRes
Revenue
014-000-75000 InterestEarnings -11,000.00 0.00 0.00 0.00 -11,000.00 -100.00% Revenue Totals: -11,000.00 0.00 0.00 0.00 -11,000.00 -100.00% 014 - SewerCapRes Totals: -11,000.00 0.00 0.00 0.00 -11,000.00 -100.00% Fund: 035 - TM-General
Revenue
035-000-74355 TrafficMitigationfee 0.00 -7,289.60 0.00 -7,289.60 7,289.60 0.00% Revenue Totals: 0.00 -7,289.60 0.00 -7,289.60 7,289.60 0.00% 035 - TM-General Totals: 0.00 -7,289.60 0.00 -7,289.60 7,289.60 0.00% Fund: 042 - AB1600
Revenue
042-000-74345 GENERALDEVELOPERIMPACT -7,720.00 -10,073.54 0.00 -10,073.54 2,353.54 30.49% 042-000-75000 Income-InterestEarning -1,000.00 0.00 0.00 0.00 -1,000.00 -100.00% Revenue Totals: -8,720.00 -10,073.54 0.00 -10,073.54 1,353.54 15.52% 042 - AB1600 Totals: -8,720.00 -10,073.54 0.00 -10,073.54 1,353.54 15.52% Fund: 073 - ParkImpactFee
Revenue
073-000-74360 PARKSREGIONALIMPACTFEE -13,701.00 -51,950.06 0.00 -51,950.06 38,249.06 279.17% 073-000-75120 Grants - Local, Other 0.00 -112,500.00 -10,000.00 -122,500.00 122,500.00 0.00% 136
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 4 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Revenue Totals: -13,701.00 -164,450.06 -10,000.00 -174,450.06 160,749.06 1,173.27% 073 - ParkImpactFee Totals: -13,701.00 -164,450.06 -10,000.00 -174,450.06 160,749.06 1,173.27% 000 - NonDepartmental Totals: -7,384,034.00 -4,877,096.10 -543,846.50 -5,420,942.60 -1,963,091.40 Department: 001 - NonDepartmental1
Fund: 001 - GeneralFund
Revenue
001-001-75200 Rents,Royalties&Commis -3,900.00 -3,243.75 -361.25 -3,605.00 -295.00 -7.56% Revenue Totals: -3,900.00 -3,243.75 -361.25 -3,605.00 -295.00 -7.56% 001 - GeneralFund Totals: -3,900.00 -3,243.75 -361.25 -3,605.00 -295.00 -7.56% Fund: 010 - SewerM&O
Revenue
010-001-74500 SewerSvcChrgesAmadorC -48,871.00 -21,337.75 -3,097.75 -24,435.50 -24,435.50 -50.00% Revenue Totals: -48,871.00 -21,337.75 -3,097.75 -24,435.50 -24,435.50 -50.00% 010 - SewerM&O Totals: -48,871.00 -21,337.75 -3,097.75 -24,435.50 -24,435.50 -50.00% 001 - NonDepartmental1 Totals: -52,771.00 -24,581.50 -3,459.00 -28,040.50 -24,730.50 -46.86% Department: 101 - CityCouncil
Fund: 001 - GeneralFund
Expense
001-101-40006 Sal/Wages-Elect-CityCouncil 15,120.00 10,533.60 1,260.00 11,793.60 3,326.40 22.00% 001-101-40050 FICA-CityCouncil 940.00 653.08 78.12 731.20 208.80 22.21% 001-101-40051 Medicare-CityCouncil 220.00 152.74 18.27 171.01 48.99 22.27% 001-101-40055 SUI-CityCouncil 250.00 8.45 0.00 8.45 241.55 96.62% 001-101-42015 Gen.Supplies-CityCouncil 150.00 51.72 0.00 51.72 98.28 65.52% 001-101-42756 Membership/Dues-CityCouncil 2,150.00 2,197.00 0.00 2,197.00 -47.00 -2.19% Expense Totals: 18,830.00 13,596.59 1,356.39 14,952.98 3,877.02 20.59% 001 - GeneralFund Totals: 18,830.00 13,596.59 1,356.39 14,952.98 3,877.02 20.59% Fund: 088 - CityCouncil
Expense
088-101-42760 Travel & Training - Council Contingency 0.00 1,145.92 0.00 1,145.92 -1,145.92 0.00% Expense Totals: 0.00 1,145.92 0.00 1,145.92 -1,145.92 0.00% 088 - CityCouncil Totals: 0.00 1,145.92 0.00 1,145.92 -1,145.92 0.00% 101 - CityCouncil Totals: 18,830.00 14,742.51 1,356.39 16,098.90 2,731.10 14.50% Department: 102 - CityClerk
Fund: 001 - GeneralFund
Expense
001-102-40000 Salaries-CityClerk 39,975.00 27,286.67 3,728.38 31,015.05 8,959.95 22.41% 001-102-40015 VacationPayout-CityClerk 1,500.00 0.00 0.00 0.00 1,500.00 100.00% 001-102-40050 FICA-CityClerk 2,478.00 2,099.93 220.61 2,320.54 157.46 6.35% 001-102-40051 Medicare-CityClerk 580.00 488.64 51.59 540.23 39.77 6.86% 137
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 5 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 001-102-40055 SUI-CityClerk 126.00 141.67 0.00 141.67 -15.67 -12.44% 001-102-40060 PERS-CityClerk 3,182.00 4,160.80 611.09 4,771.89 -1,589.89 -49.97% 001-102-40065 Health/LifeIns-CityClerk 14,939.00 13,878.14 1,421.75 15,299.89 -360.89 -2.42% 001-102-40070 WorkersComp.-CityClerk 3,612.00 2,823.00 941.00 3,764.00 -152.00 -4.21% 001-102-42015 Gen.Supplies-CityClerk 600.00 52.91 0.00 52.91 547.09 91.18% 001-102-42445 MUNICODEWEB-CityClerk 4,200.00 3,399.75 0.00 3,399.75 800.25 19.05% 001-102-42760 Travel,Conf,Trg-CityClerk 900.00 163.90 0.00 163.90 736.10 81.79% 001-102-42805 WaterUtilities-CityClerk 480.00 76.45 9.89 86.34 393.66 82.01% 001-102-42810 PG&EUtilities-CityClerk 720.00 275.18 73.13 348.31 371.69 51.62% 001-102-43650 Contracts-Other-CityClerk 600.00 0.00 0.00 0.00 600.00 100.00% Expense Totals: 73,892.00 54,847.04 7,057.44 61,904.48 11,987.52 16.22% 001 - GeneralFund Totals: 73,892.00 54,847.04 7,057.44 61,904.48 11,987.52 16.22% Fund: 003 - Streets/Sidewal
Expense
003-102-42805 WaterUtilities-CityClerk 0.00 1.80 1.98 3.78 -3.78 0.00% Expense Totals: 0.00 1.80 1.98 3.78 -3.78 0.00%
003 - Streets/Sidewal Totals: 0.00 1.80 1.98 3.78 -3.78 0.00% Fund: 010 - SewerM&O
Expense
010-102-40000 Salaries-CityClerk 16,656.00 12,199.87 1,275.56 13,475.43 3,180.57 19.10% 010-102-40015 VacationPayout-CityClerk 625.00 0.00 0.00 0.00 625.00 100.00% 010-102-40050 FICA-CityClerk 1,033.00 528.82 75.48 604.30 428.70 41.50% 010-102-40051 Medicare-CityClerk 242.00 123.73 17.67 141.40 100.60 41.57% 010-102-40055 SUI-CityClerk 53.00 71.59 0.00 71.59 -18.59 -35.08% 010-102-40060 PERS-CityClerk 1,326.00 1,046.44 209.08 1,255.52 70.48 5.32% 010-102-40065 Health/LifeIns-CityClerk 6,225.00 3,734.62 486.45 4,221.07 2,003.93 32.19% 010-102-40070 WorkersComp.-CityClerk 1,505.00 1,176.00 392.00 1,568.00 -63.00 -4.19% 010-102-42015 Gen.Supplies-CityClerk 250.00 16.38 0.00 16.38 233.62 93.45% 010-102-42445 MUNICODEWEB-CityClerk 1,750.00 0.00 0.00 0.00 1,750.00 100.00% 010-102-42760 Travel,Conf,Trg-CityClerk 375.00 54.63 0.00 54.63 320.37 85.43% 010-102-42805 WaterUtilities-CityClerk 200.00 40.27 3.95 44.22 155.78 77.89% 010-102-42810 PG&EUtilities-CityClerk 300.00 44.76 8.60 53.36 246.64 82.21% 010-102-43650 City Clerk - Contracts 250.00 0.00 0.00 0.00 250.00 100.00% Expense Totals: 30,790.00 19,037.11 2,468.79 21,505.90 9,284.10 30.15% 010 - SewerM&O Totals: 30,790.00 19,037.11 2,468.79 21,505.90 9,284.10 30.15% Fund: 080 - EffluentDisp.

Expense
080-102-40000 Salaries-CityClerk 9,994.00 8,994.84 765.31 9,760.15 233.85 2.34% 080-102-40015 VacationPayout-CityClerk 375.00 0.00 0.00 0.00 375.00 100.00% 080-102-40050 FICA-CityClerk 620.00 333.90 45.29 379.19 240.81 38.84% 080-102-40051 Medicare-CityClerk 145.00 78.08 10.58 88.66 56.34 38.86% 080-102-40055 SUI-CityClerk 32.00 43.24 0.00 43.24 -11.24 -35.13% 138
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 6 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 080-102-40060 PERS-CityClerk 796.00 664.88 125.41 790.29 5.71 0.72% 080-102-40065 EmployeeBenefi-CityClerk 3,735.00 2,045.94 291.80 2,337.74 1,397.26 37.41% 080-102-40070 WorkersComp.-CityClerk 903.00 705.00 235.00 940.00 -37.00 -4.10% 080-102-42015 Gen.Supplies-CityClerk 150.00 16.38 0.00 16.38 133.62 89.08% 080-102-42445 MuniCodeWeb-CityClerk 1,050.00 0.00 0.00 0.00 1,050.00 100.00% 080-102-42760 City Clerk - Travel/Conferences/Training 225.00 54.63 0.00 54.63 170.37 75.72% 080-102-42805 WaterUtilities-CityClerk 120.00 30.85 3.95 34.80 85.20 71.00% 080-102-42810 PG&EUtilities-CityClerk 180.00 22.37 4.30 26.67 153.33 85.18% 080-102-43650 City Clerk - Contract Services 150.00 0.00 0.00 0.00 150.00 100.00% Expense Totals: 18,475.00 12,990.11 1,481.64 14,471.75 4,003.25 21.67% 080 - EffluentDisp. Totals: 18,475.00 12,990.11 1,481.64 14,471.75 4,003.25 21.67% 102 - CityClerk Totals: 123,157.00 86,876.06 11,009.85 97,885.91 25,271.09 20.52% Department: 103 - CityTreasurer
Fund: 001 - GeneralFund
Expense
001-103-40005 Sal/Wages-Elect-CityTreasurer 2,250.00 1,567.50 187.50 1,755.00 495.00 22.00% 001-103-40050 FICA-CityTreasurer 140.00 97.22 11.63 108.85 31.15 22.25% 001-103-40051 Medicare-CityTreasurer 33.00 22.74 2.72 25.46 7.54 22.85% 001-103-40055 SUI-CityTreasurer 47.00 0.00 0.00 0.00 47.00 100.00% Expense Totals: 2,470.00 1,687.46 201.85 1,889.31 580.69 23.51% 001 - GeneralFund Totals: 2,470.00 1,687.46 201.85 1,889.31 580.69 23.51% 103 - CityTreasurer Totals: 2,470.00 1,687.46 201.85 1,889.31 580.69 23.51% Department: 104 - CityManager
Fund: 001 - GeneralFund
Expense
001-104-40000 Salaries-CityManager 89,976.00 75,276.65 7,052.54 82,329.19 7,646.81 8.50% 001-104-40015 VacationPayout-CityManager 3,325.00 0.00 0.00 0.00 3,325.00 100.00% 001-104-40050 FICA-CITYMANAGER 5,579.00 4,394.54 427.35 4,821.89 757.11 13.57% 001-104-40051 Medicare-CITYMANAGER 1,305.00 1,363.28 99.93 1,463.21 -158.21 -12.12% 001-104-40055 SUI-CITYMANAGER 147.00 201.58 0.00 201.58 -54.58 -37.13% 001-104-40060 PERS-CITYMANAGER 6,091.00 5,536.08 551.84 6,087.92 3.08 0.05% 001-104-40065 Health/LifeIns-CITYMANAGER 17,429.00 17,889.73 1,542.91 19,432.64 -2,003.64 -11.50% 001-104-40070 WorkersComp.-CITYMANAGER 4,214.00 3,294.00 1,098.00 4,392.00 -178.00 -4.22% 001-104-42015 Gen.Supplies-CityManager 350.00 221.10 0.00 221.10 128.90 36.83% 001-104-42760 Travel,Conf,Trg-CityManager 875.00 814.50 698.06 1,512.56 -637.56 -72.86% 001-104-42805 WaterUtilities-CityManager 208.00 66.91 9.89 76.80 131.20 63.08% 001-104-42810 PG&EUtilities-CityManager 420.00 223.74 43.01 266.75 153.25 36.49% 001-104-42995 CONTINGENCY-CityManager 7,000.00 2,069.69 0.00 2,069.69 4,930.31 70.43% 001-104-43600 ProfServices-CityManager 2,625.00 10,837.16 3,068.75 13,905.91 -11,280.91 -429.75% Expense Totals: 139,544.00 122,188.96 14,592.28 136,781.24 2,762.76 1.98% 001 - GeneralFund Totals: 139,544.00 122,188.96 14,592.28 136,781.24 2,762.76 1.98% 139
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 7 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Fund: 003 - Streets/Sidewal
Expense
003-104-40000 Salaries-CITYMANAGER 12,854.00 701.94 0.00 701.94 12,152.06 94.54% 003-104-40015 VACATIONPAYOUT-CITYMANAGER 475.00 0.00 0.00 0.00 475.00 100.00% 003-104-40050 FICA-CityManager 797.00 43.52 0.00 43.52 753.48 94.54% 003-104-40051 Medicare-CITYMANAGER 186.00 10.18 0.00 10.18 175.82 94.53% 003-104-40055 SUI-CityManager 21.00 0.00 0.00 0.00 21.00 100.00% 003-104-40060 PERS-CITYMANAGER 870.00 129.87 0.00 129.87 740.13 85.07% 003-104-40065 EmployeeBenefi-CityManager 2,490.00 2,490.00 62.50 2,552.50 -62.50 -2.51% 003-104-40070 WorkersComp.-CITYMANAGER 602.00 471.00 157.00 628.00 -26.00 -4.32% 003-104-42015 Gen.Supplies-CITYMANAGER 50.00 33.49 0.00 33.49 16.51 33.02% 003-104-42760 Travel,Conf,Trg-CityManager 125.00 141.09 134.61 275.70 -150.70 -120.56% 003-104-42805 WaterUtilities-CityManager 30.00 14.01 1.98 15.99 14.01 46.70% 003-104-42810 PG&EUtilities-CityManager 60.00 44.75 8.59 53.34 6.66 11.10% 003-104-42995 CONTINGENCY-CityManager 1,000.00 49.40 0.00 49.40 950.60 95.06% 003-104-43600 ProfServices-CityManager 375.00 282.93 10.00 292.93 82.07 21.89% Expense Totals: 19,935.00 4,412.18 374.68 4,786.86 15,148.14 75.99% 003 - Streets/Sidewal Totals: 19,935.00 4,412.18 374.68 4,786.86 15,148.14 75.99% Fund: 010 - SewerM&O
Expense
010-104-40000 Salaries-CITYMANAGER 89,976.00 57,784.52 4,605.70 62,390.22 27,585.78 30.66% 010-104-40015 VacationPayout-CityManager 3,325.00 0.00 0.00 0.00 3,325.00 100.00% 010-104-40050 FICA-CityManager 5,579.00 3,918.74 277.43 4,196.17 1,382.83 24.79% 010-104-40051 Medicare-CITYMANAGER 1,305.00 678.35 64.88 743.23 561.77 43.05% 010-104-40055 SUI-CityManager 147.00 101.55 0.00 101.55 45.45 30.92% 010-104-40060 PERS-CITYMANAGER 6,091.00 4,182.62 358.25 4,540.87 1,550.13 25.45% 010-104-40065 Health/LifeIns-CITYMANAGER 17,429.00 17,429.00 1,155.16 18,584.16 -1,155.16 -6.63% 010-104-40070 WorkersComp.-CityManager 4,214.00 3,294.00 1,098.00 4,392.00 -178.00 -4.22% 010-104-42015 Gen.Supplies-CityManager 350.00 66.98 0.00 66.98 283.02 80.86% 010-104-42760 Travel,Conf,Trg-CityManager 875.00 412.86 294.22 707.08 167.92 19.19% 010-104-42805 WaterUtilities-CityManager 208.00 30.80 3.95 34.75 173.25 83.29% 010-104-42810 PG&EUtilities-CityManager 420.00 89.51 17.21 106.72 313.28 74.59% 010-104-42995 CONTINGENCY-CityManager 7,000.00 426.80 0.00 426.80 6,573.20 93.90% 010-104-43600 ProfServices-CityManager 2,625.00 4,565.87 20.00 4,585.87 -1,960.87 -74.70% Expense Totals: 139,544.00 92,981.60 7,894.80 100,876.40 38,667.60 27.71% 010 - SewerM&O Totals: 139,544.00 92,981.60 7,894.80 100,876.40 38,667.60 27.71% Fund: 080 - EffluentDisp.

Expense
080-104-40000 Salaries-CityManager 64,269.00 40,192.58 3,160.16 43,352.74 20,916.26 32.54% 080-104-40015 VacationPayout-CityManager 2,375.00 0.00 0.00 0.00 2,375.00 100.00% 080-104-40050 FICA-CityManager 3,985.00 1,724.99 190.18 1,915.17 2,069.83 51.94% 080-104-40051 Medicare-CityManager 932.00 428.58 44.49 473.07 458.93 49.24% 140
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 8 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 080-104-40055 SUI-CityManager 105.00 64.61 0.00 64.61 40.39 38.47% 080-104-40060 PERS-CityManager 4,351.00 1,956.26 245.57 2,201.83 2,149.17 49.39% 080-104-40065 EmployeeBenefi-CityManager 12,449.00 12,449.00 804.43 13,253.43 -804.43 -6.46% 080-104-40070 WorkersComp.-CityManager 3,010.00 2,352.00 784.00 3,136.00 -126.00 -4.19% 080-104-42015 Gen.Supplies-CityManager 250.00 66.98 0.00 66.98 183.02 73.21% 080-104-42760 Travel,Conf,Trg-CITYMANAGER 625.00 267.75 269.22 536.97 88.03 14.08% 080-104-42805 WaterUtilities-CityManager 149.00 29.87 3.95 33.82 115.18 77.30% 080-104-42810 PG&EUtilities-CityManager 300.00 89.51 17.21 106.72 193.28 64.43% 080-104-42995 CONTINGENCY-CityManager 5,000.00 246.99 0.00 246.99 4,753.01 95.06% 080-104-43600 ProfServices-CityManager 1,875.00 565.87 20.00 585.87 1,289.13 68.75% Expense Totals: 99,675.00 60,434.99 5,539.21 65,974.20 33,700.80 33.81% 080 - EffluentDisp. Totals: 99,675.00 60,434.99 5,539.21 65,974.20 33,700.80 33.81% 104 - CityManager Totals: 398,698.00 280,017.73 28,400.97 308,418.70 90,279.30 22.64% Department: 105 - Finance
Fund: 001 - GeneralFund
Expense
001-105-40000 Salaries-Finance 78,186.00 56,932.56 8,317.19 65,249.75 12,936.25 16.55% 001-105-40015 VACATIONPAYOUT-Finance 1,860.00 0.00 0.00 0.00 1,860.00 100.00% 001-105-40050 FICA-Finance 4,848.00 2,942.49 469.92 3,412.41 1,435.59 29.61% 001-105-40051 Medicare-Finance 1,134.00 1,037.50 109.91 1,147.41 -13.41 -1.18% 001-105-40055 SUI-Finance 307.00 387.79 61.49 449.28 -142.28 -46.35% 001-105-40060 PERS-Finance 4,868.00 2,845.46 458.08 3,303.54 1,564.46 32.14% 001-105-40065 Health/LifeIns-Finance 18,183.00 18,183.00 2,395.26 20,578.26 -2,395.26 -13.17% 001-105-40070 WorkersComp.-Finance 8,792.00 7,716.00 2,572.00 10,288.00 -1,496.00 -17.02% 001-105-42015 Gen.Supplies-Finance 9,129.00 3,623.93 313.36 3,937.29 5,191.71 56.87% 001-105-42435 NetworkSvcsCo-Finance 23,083.00 20,393.62 178.50 20,572.12 2,510.88 10.88% 001-105-42760 Travel,Conf,Trg-Finance 548.00 0.00 122.76 122.76 425.24 77.60% 001-105-42805 WaterUtilities-Finance 219.00 219.00 18.74 237.74 -18.74 -8.56% 001-105-42810 PG&EUtilities-Finance 2,373.00 2,515.67 0.00 2,515.67 -142.67 -6.01% 001-105-42955 PayChex&Bank-Finance 2,921.00 1,081.58 23.23 1,104.81 1,816.19 62.18% 001-105-43100 Audit&Acctg-Finance 14,788.00 7,455.50 0.00 7,455.50 7,332.50 49.58% 001-105-43600 ProfServices-Finance 1,826.00 0.00 0.00 0.00 1,826.00 100.00% 001-105-43650 Contracts-Other-Finance 730.00 900.00 150.00 1,050.00 -320.00 -43.84% 001-105-69400 O&MEquipment-Finance 1,826.00 0.00 0.00 0.00 1,826.00 100.00% Expense Totals: 175,621.00 126,234.10 15,190.44 141,424.54 34,196.46 19.47% 001 - GeneralFund Totals: 175,621.00 126,234.10 15,190.44 141,424.54 34,196.46 19.47% Fund: 003 - Streets/Sidewal
Expense
003-105-40000 Salaries-Finance 13,327.00 11,455.07 668.87 12,123.94 1,203.06 9.03% 003-105-40015 VACATIONPAYOUT-Finance 317.00 0.00 0.00 0.00 317.00 100.00% 003-105-40050 FICA-Finance 826.00 398.83 40.70 439.53 386.47 46.79% 003-105-40051 Medicare-Finance 193.00 93.33 9.51 102.84 90.16 46.72% 141
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 9 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 003-105-40055 SUI-Finance 52.00 16.36 0.00 16.36 35.64 68.54% 003-105-40060 PERS-Finance 830.00 513.88 53.24 567.12 262.88 31.67% 003-105-40065 EmployeeBenefi-Finance 3,099.00 2,197.64 203.51 2,401.15 697.85 22.52% 003-105-40070 WorkersComp.-Finance 1,499.00 1,128.00 376.00 1,504.00 -5.00 -0.33% 003-105-42015 Gen.Supplies-Finance 1,556.00 576.35 56.70 633.05 922.95 59.32% 003-105-42435 NetworkSvcsCo-Finance 3,923.00 3,752.83 31.50 3,784.33 138.67 3.53% 003-105-42760 Travel,Conf,Trg-Finance 93.00 0.00 14.44 14.44 78.56 84.47% 003-105-42805 WaterUtilities-Finance 37.00 37.00 3.31 40.31 -3.31 -8.95% 003-105-42810 PG&EUtilities-Finance 405.00 425.39 0.00 425.39 -20.39 -5.03% 003-105-42955 PayChex&Bank-Finance 498.00 123.24 1.06 124.30 373.70 75.04% 003-105-43100 Audit&Acctg-Finance 2,521.00 1,209.00 0.00 1,209.00 1,312.00 52.04% 003-105-43600 ProfServices-Finance 311.00 0.00 0.00 0.00 311.00 100.00% 003-105-43650 Contracts-Other-Finance 124.00 0.00 100.00 100.00 24.00 19.35% 003-105-69400 O&MEquipment-Finance 311.00 0.00 0.00 0.00 311.00 100.00% Expense Totals: 29,922.00 21,926.92 1,558.84 23,485.76 6,436.24 21.51% 003 - Streets/Sidewal Totals: 29,922.00 21,926.92 1,558.84 23,485.76 6,436.24 21.51% Fund: 004 - CrestviewLgt/D
Expense
004-105-40000 Salaries-Finance 10,662.00 1,449.87 238.62 1,688.49 8,973.51 84.16% 004-105-40015 VacationPayout-Finance 254.00 0.00 0.00 0.00 254.00 100.00% 004-105-40050 FICA-Finance 661.00 89.36 14.52 103.88 557.12 84.28% 004-105-40051 Medicare-Finance 155.00 20.95 3.40 24.35 130.65 84.29% 004-105-40055 SUI-Finance 42.00 9.54 0.00 9.54 32.46 77.29% 004-105-40060 PERS-Finance 664.00 115.50 19.00 134.50 529.50 79.74% 004-105-40065 EmployeeBenefi-Finance 2,479.00 2,409.71 72.60 2,482.31 -3.31 -0.13% 004-105-40070 WorkersComp.-Finance 1,199.00 0.00 0.00 0.00 1,199.00 100.00% 004-105-42015 Gen.Supplies-Finance 1,245.00 436.39 0.00 436.39 808.61 64.95% 004-105-42435 NetworkSvcsCo-Finance 2,739.00 2,739.00 0.00 2,739.00 0.00 0.00% 004-105-42760 Travel,Conf,Trg-Finance 75.00 0.00 0.00 0.00 75.00 100.00% 004-105-42805 WaterUtilities-Finance 30.00 24.22 0.00 24.22 5.78 19.27% 004-105-42810 PG&EUtilities-Finance 324.00 0.00 0.00 0.00 324.00 100.00% 004-105-42955 PayChex&Bank-Finance 398.00 0.00 0.00 0.00 398.00 100.00% 004-105-43100 Audit&Acctg-Finance 2,017.00 1,007.50 0.00 1,007.50 1,009.50 50.05% 004-105-43600 ProfServices-Finance 249.00 0.00 0.00 0.00 249.00 100.00% 004-105-43650 Contracts-Other-Finance 100.00 0.00 0.00 0.00 100.00 100.00% 004-105-69400 O&MEquipment-Finance 249.00 0.00 0.00 0.00 249.00 100.00% Expense Totals: 23,542.00 8,302.04 348.14 8,650.18 14,891.82 63.26% 004 - CrestviewLgt/D Totals: 23,542.00 8,302.04 348.14 8,650.18 14,891.82 63.26% Fund: 010 - SewerM&O
Expense
010-105-40000 Salaries-Finance 87,071.00 57,515.39 4,638.60 62,153.99 24,917.01 28.62% 010-105-40015 VacationPayout-Finance 2,071.00 0.00 0.00 0.00 2,071.00 100.00% 142
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 10 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 010-105-40050 FICA-Finance 5,398.00 4,044.52 269.48 4,314.00 1,084.00 20.08% 010-105-40051 Medicare-Finance 1,263.00 598.26 63.02 661.28 601.72 47.64% 010-105-40055 SUI-Finance 342.00 160.13 16.39 176.52 165.48 48.39% 010-105-40060 PERS-Finance 5,421.00 4,430.65 314.90 4,745.55 675.45 12.46% 010-105-40065 Health/LifeIns-Finance 20,249.00 19,493.47 1,421.76 20,915.23 -666.23 -3.29% 010-105-40070 WorkersComp.-Finance 9,791.00 7,716.00 2,572.00 10,288.00 -497.00 -5.08% 010-105-42015 Gen.Supplies-Finance 10,166.00 10,306.46 0.00 10,306.46 -140.46 -1.38% 010-105-42435 NetworkSvcsCo-Finance 24,365.00 26,644.04 0.00 26,644.04 -2,279.04 -9.35% 010-105-42450 MOMonlinefees-Finance 11,000.00 9,355.84 2,226.69 11,582.53 -582.53 -5.30% 010-105-42760 Travel,Conf,Trg-Finance 610.00 0.00 79.43 79.43 530.57 86.98% 010-105-42805 WaterUtilities-Finance 244.00 181.30 11.76 193.06 50.94 20.88% 010-105-42810 PG&EUtilities-Finance 2,643.00 1,551.09 387.73 1,938.82 704.18 26.64% 010-105-42955 PayChex&Bank-Finance 3,253.00 741.00 22.18 763.18 2,489.82 76.54% 010-105-43100 Audit&Acctg-Finance 16,469.00 8,261.50 0.00 8,261.50 8,207.50 49.84% 010-105-43600 ProfServices-Finance 2,033.00 0.00 0.00 0.00 2,033.00 100.00% 010-105-43650 Contracts-Other-Finance 813.00 0.00 150.00 150.00 663.00 81.55% 010-105-69400 O&MEquipment-Finance 2,033.00 0.00 0.00 0.00 2,033.00 100.00% Expense Totals: 205,235.00 150,999.65 12,173.94 163,173.59 42,061.41 20.49% 010 - SewerM&O Totals: 205,235.00 150,999.65 12,173.94 163,173.59 42,061.41 20.49% Fund: 080 - EffluentDisp.

Expense
080-105-40000 Salaries-Finance 24,877.00 6,503.37 1,008.73 7,512.10 17,364.90 69.80% 080-105-40015 VACATIONPAYOUT-Finance 592.00 0.00 0.00 0.00 592.00 100.00% 080-105-40050 FICA-Finance 1,542.00 401.49 61.36 462.85 1,079.15 69.98% 080-105-40051 Medicare-Finance 361.00 93.88 14.35 108.23 252.77 70.02% 080-105-40055 SUI-Finance 98.00 19.92 0.00 19.92 78.08 79.67% 080-105-40060 PERS-Finance 1,549.00 564.51 80.27 644.78 904.22 58.37% 080-105-40065 EmployeeBenefi-Finance 5,785.00 5,374.99 306.87 5,681.86 103.14 1.78% 080-105-40070 WorkersComp.-Finance 2,797.00 2,259.00 753.00 3,012.00 -215.00 -7.69% 080-105-42015 Gen.Supplies-Finance 2,905.00 1,623.15 286.58 1,909.73 995.27 34.26% 080-105-42435 NetworkSvcsCo-Finance 6,390.00 6,195.51 140.00 6,335.51 54.49 0.85% 080-105-42760 Travel,Conf,Trg-Finance 174.00 0.00 24.07 24.07 149.93 86.17% 080-105-42805 WaterUtilities-Finance 70.00 70.00 2.94 72.94 -2.94 -4.20% 080-105-42810 PG&EUtilities-Finance 755.00 339.44 33.72 373.16 381.84 50.57% 080-105-42955 PayChex&Bank-Finance 929.00 135.90 6.33 142.23 786.77 84.69% 080-105-43100 Audit&Acctg-Finance 4,705.00 2,216.50 0.00 2,216.50 2,488.50 52.89% 080-105-43600 ProfServices-Finance 581.00 0.00 0.00 0.00 581.00 100.00% 080-105-43650 Contracts-Other-Finance 232.00 0.00 100.00 100.00 132.00 56.90% 080-105-69400 O&MEquipment-Finance 581.00 0.00 0.00 0.00 581.00 100.00% Expense Totals: 54,923.00 25,797.66 2,818.22 28,615.88 26,307.12 47.90% 080 - EffluentDisp. Totals: 54,923.00 25,797.66 2,818.22 28,615.88 26,307.12 47.90% 105 - Finance Totals: 489,243.00 333,260.37 32,089.58 365,349.95 123,893.05 25.32% 143
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 11 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Department: 106 - Police
Fund: 001 - GeneralFund
Expense
001-106-40000 Salaries-PoliceDept 465,700.00 334,186.47 45,940.50 380,126.97 85,573.03 18.38% 001-106-40006 Overtime-PoliceDept 60,000.00 53,967.47 3,785.20 57,752.67 2,247.33 3.75% 001-106-40015 VacationPayout-PoliceDept 14,243.00 2,810.40 0.00 2,810.40 11,432.60 80.27% 001-106-40050 FICA-PoliceDept 30,981.00 24,177.48 3,043.16 27,220.64 3,760.36 12.14% 001-106-40051 Medicare-PoliceDept 7,246.00 5,659.68 711.72 6,371.40 874.60 12.07% 001-106-40055 SUI-PoliceDept 1,260.00 1,139.67 0.00 1,139.67 120.33 9.55% 001-106-40060 PERS-PoliceDept 85,542.00 53,110.05 7,358.76 60,468.81 25,073.19 29.31% 001-106-40065 Health/LifeIns-PoliceDept 113,880.00 71,685.40 9,900.12 81,585.52 32,294.48 28.36% 001-106-40070 WorkersComp.-PoliceDept 36,117.00 28,225.00 9,409.00 37,634.00 -1,517.00 -4.20% 001-106-42015 Gen.Supplies-PoliceDept 2,000.00 2,482.14 0.00 2,482.14 -482.14 -24.11% 001-106-42020 FUEL-PoliceDept 27,000.00 16,198.37 2,957.89 19,156.26 7,843.74 29.05% 001-106-42045 SpecialDepart-PoliceDept 1,750.00 1,947.48 0.00 1,947.48 -197.48 -11.28% 001-106-42095 Clothing-PoliceDept 2,000.00 1,108.86 0.00 1,108.86 891.14 44.56% 001-106-42096 SafetyEquip-PoliceDept 2,000.00 2,433.59 1,026.38 3,459.97 -1,459.97 -73.00% 001-106-42435 NetworkSvcsCo-PoliceDept 6,000.00 1,369.00 0.00 1,369.00 4,631.00 77.18% 001-106-42710 Communications-PoliceDept 5,000.00 4,177.51 594.66 4,772.17 227.83 4.56% 001-106-42760 Travel,Conf,Trg-PoliceDept 8,000.00 3,133.59 61.50 3,195.09 4,804.91 60.06% 001-106-42805 WaterUtilities-PoliceDept 500.00 454.56 36.74 491.30 8.70 1.74% 001-106-42810 PG&EUtilities-PoliceDept 7,000.00 4,726.35 421.44 5,147.79 1,852.21 26.46% 001-106-42850 VehicleMaintna-PoliceDept 18,000.00 11,172.44 0.00 11,172.44 6,827.56 37.93% 001-106-42930 AnimalControl-PoliceDept 34,000.00 18,104.94 862.14 18,967.08 15,032.92 44.21% 001-106-42935 Misc-Bookings-PoliceDept 150.00 150.00 0.00 150.00 0.00 0.00% 001-106-42940 Misc-Court/Invs-PoliceDept 100.00 0.00 0.00 0.00 100.00 100.00% 001-106-43700 Dispatching-PoliceDept 175,000.00 80,027.00 0.00 80,027.00 94,973.00 54.27% Expense Totals: 1,103,469.00 722,447.45 86,109.21 808,556.66 294,912.34 26.73% 001 - GeneralFund Totals: 1,103,469.00 722,447.45 86,109.21 808,556.66 294,912.34 26.73% Fund: 028 - PublicSafety
Expense
028-106-42015 Wellness Grant Supply Expenses 0.00 7,921.63 0.00 7,921.63 -7,921.63 0.00% 028-106-42760 Travel,Conf,Trg-PoliceDept 0.00 4,276.26 0.00 4,276.26 -4,276.26 0.00% Expense Totals: 0.00 12,197.89 0.00 12,197.89 -12,197.89 0.00% 028 - PublicSafety Totals: 0.00 12,197.89 0.00 12,197.89 -12,197.89 0.00% Fund: 042 - AB1600
Expense
042-106-69701 Machinery&-PoliceDept 47,031.00 10,653.37 0.00 10,653.37 36,377.63 77.35% Expense Totals: 47,031.00 10,653.37 0.00 10,653.37 36,377.63 77.35% 042 - AB1600 Totals: 47,031.00 10,653.37 0.00 10,653.37 36,377.63 77.35% 106 - Police Totals: 1,150,500.00 745,298.71 86,109.21 831,407.92 319,092.08 27.74% 144
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 12 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Department: 109 - Planning
Fund: 001 - GeneralFund
Expense
001-109-40000 Salaries-Planning 0.00 112.50 112.50 225.00 -225.00 0.00% 001-109-40005 Sal/Wages-Elect-Planning 6,750.00 4,477.50 450.00 4,927.50 1,822.50 27.00% 001-109-40050 FICA-Planning 425.00 284.74 34.90 319.64 105.36 24.79% 001-109-40051 Medicare-Planning 100.00 66.50 8.15 74.65 25.35 25.35% 001-109-40055 SUI-Planning 130.00 3.73 0.00 3.73 126.27 97.13% 001-109-42015 Gen.Supplies-Planning 200.00 43.10 0.00 43.10 156.90 78.45% 001-109-42510 LAFCOExpense-Planning 6,000.00 5,732.00 0.00 5,732.00 268.00 4.47% 001-109-42750 PHNOTICES-Planning 3,000.00 1,213.88 373.56 1,587.44 1,412.56 47.09% 001-109-43450 Planner-Planning 30,000.00 21,486.00 0.00 21,486.00 8,514.00 28.38% 001-109-43650 Contracts-Other-Planning 7,996.00 7,996.00 0.00 7,996.00 0.00 0.00% Expense Totals: 54,601.00 41,415.95 979.11 42,395.06 12,205.94 22.35% 001 - GeneralFund Totals: 54,601.00 41,415.95 979.11 42,395.06 12,205.94 22.35% 109 - Planning Totals: 54,601.00 41,415.95 979.11 42,395.06 12,205.94 22.35% Department: 110 - Building
Fund: 001 - GeneralFund
Expense
001-110-42300 E&PReimbEngr.-BuildingDEPT 2,500.00 0.00 0.00 0.00 2,500.00 100.00% 001-110-43250 Engineering-BuildingRegula 2,000.00 0.00 0.00 0.00 2,000.00 100.00% 001-110-43300 PlanChk&Insp-BuildingDEPT 42,000.00 24,024.90 2,329.63 26,354.53 15,645.47 37.25% Expense Totals: 46,500.00 24,024.90 2,329.63 26,354.53 20,145.47 43.32% 001 - GeneralFund Totals: 46,500.00 24,024.90 2,329.63 26,354.53 20,145.47 43.32% 110 - Building Totals: 46,500.00 24,024.90 2,329.63 26,354.53 20,145.47 43.32% Department: 111 - Engineering
Fund: 001 - GeneralFund
Expense
001-111-42300 E&PReimbEngr.-Engineering 80,000.00 39,001.15 17,999.75 57,000.90 22,999.10 28.75% 001-111-43250 Engineering-Engineering 60,000.00 58,599.42 3,810.10 62,409.52 -2,409.52 -4.02% 001-111-43300 PlanChk&Insp-Engineering 4,000.00 4,535.70 391.35 4,927.05 -927.05 -23.18% Expense Totals: 144,000.00 102,136.27 22,201.20 124,337.47 19,662.53 13.65% 001 - GeneralFund Totals: 144,000.00 102,136.27 22,201.20 124,337.47 19,662.53 13.65% Fund: 010 - SewerM&O
Expense
010-111-42300 E&PReimbEngr.-Engineering 0.00 3,645.00 0.00 3,645.00 -3,645.00 0.00% Expense Totals: 0.00 3,645.00 0.00 3,645.00 -3,645.00 0.00% 010 - SewerM&O Totals: 0.00 3,645.00 0.00 3,645.00 -3,645.00 0.00% 111 - Engineering Totals: 144,000.00 105,781.27 22,201.20 127,982.47 16,017.53 11.12% Department: 112 - Streets/Roads
145
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 13 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Fund: 003 - Streets/Sidewal
Expense
003-112-40000 Salaries-Streets/Roads 59,862.00 50,575.11 9,133.74 59,708.85 153.15 0.26% 003-112-40006 Overtime-Streets/Roads 0.00 216.73 7.68 224.41 -224.41 0.00% 003-112-40015 VACATIONPAYOUT-Streets/Roads 2,091.00 179.50 0.00 179.50 1,911.50 91.42% 003-112-40050 FICA-Streets/Roads 3,711.00 3,058.45 523.00 3,581.45 129.55 3.49% 003-112-40051 Medicare-Streets/Roads 868.00 715.68 122.31 837.99 30.01 3.46% 003-112-40055 SUI-Streets/Roads 173.00 159.65 0.00 159.65 13.35 7.72% 003-112-40060 PERS-Streets/Roads 7,297.00 5,038.11 1,061.89 6,100.00 1,197.00 16.40% 003-112-40065 Health/LifeIns-Streets/Roads 17,617.00 19,500.31 3,552.28 23,052.59 -5,435.59 -30.85% 003-112-40070 WorkersComp.-Streets/Roads 4,969.00 3,882.00 1,294.00 5,176.00 -207.00 -4.17% 003-112-42015 Gen.Supplies-Streets/Roads 1,500.00 605.54 561.76 1,167.30 332.70 22.18% 003-112-42020 FUEL-Streets/Roads 5,000.00 2,524.46 319.05 2,843.51 2,156.49 43.13% 003-112-42095 Clothing-Streets/Roads 750.00 1,129.23 0.00 1,129.23 -379.23 -50.56% 003-112-42200 Patching-Streets/Roads 7,500.00 1,880.83 0.00 1,880.83 5,619.17 74.92% 003-112-42400 Signs-Streets/Roads 250.00 423.24 0.00 423.24 -173.24 -69.30% 003-112-42405 FloodControl-Streets/Roads 1,000.00 575.00 0.00 575.00 425.00 42.50% 003-112-42410 WeedControl-Streets/Roads 4,000.00 4,149.66 0.00 4,149.66 -149.66 -3.74% 003-112-42810 PG&EUtilities-Streets/Roads 0.00 404.79 0.00 404.79 -404.79 0.00% 003-112-42815 StreetLights-Streets/Roads 42,000.00 28,892.29 3,157.80 32,050.09 9,949.91 23.69% 003-112-42850 VehicleMaintna-Streets/Roads 2,000.00 2,213.98 0.00 2,213.98 -213.98 -10.70% 003-112-42860 Street/Drain Repairs 19,500.00 71.14 637.28 708.42 18,791.58 96.37% 003-112-43650 Contracts-Other-Streets/Roads 0.00 4,800.00 0.00 4,800.00 -4,800.00 0.00% 003-112-69400 O&MEquipment-Streets/Roads 1,000.00 0.00 0.00 0.00 1,000.00 100.00% 003-112-69600 Improvements-Streets/Roads 42,500.00 2,395.44 0.00 2,395.44 40,104.56 94.36% Expense Totals: 223,588.00 133,391.14 20,370.79 153,761.93 69,826.07 31.23% 003 - Streets/Sidewal Totals: 223,588.00 133,391.14 20,370.79 153,761.93 69,826.07 31.23% 112 - Streets/Roads Totals: 223,588.00 133,391.14 20,370.79 153,761.93 69,826.07 31.23% Department: 113 - Parks&Recreation
Fund: 001 - GeneralFund
Expense
001-113-40000 Salaries-Parks&Recreat 130,807.00 98,641.78 11,084.30 109,726.08 21,080.92 16.12% 001-113-40006 Overtime-Parks&Recreat 0.00 0.00 7.68 7.68 -7.68 0.00% 001-113-40015 VacationPayout-Parks&Recreat 4,458.00 286.27 0.00 286.27 4,171.73 93.58% 001-113-40050 FICA-Parks&Recreat 7,912.00 5,997.50 671.82 6,669.32 1,242.68 15.71% 001-113-40051 Medicare-Parks&Recreat 1,850.00 1,400.06 157.13 1,557.19 292.81 15.83% 001-113-40055 SUI-Parks&Recreat 370.00 386.29 37.05 423.34 -53.34 -14.42% 001-113-40060 PERS-Parks&Recreat 15,557.00 7,929.70 899.97 8,829.67 6,727.33 43.24% 001-113-40065 Health/LifeIns-Parks&Recreat 37,556.00 31,466.53 3,587.99 35,054.52 2,501.48 6.66% 001-113-40070 WorkersComp.-Parks&Recreat 10,593.00 8,280.00 2,760.00 11,040.00 -447.00 -4.22% 001-113-42015 Gen.Supplies-Parks&Recreat 1,580.00 1,402.52 5.86 1,408.38 171.62 10.86% 001-113-42020 FUEL-Parks&Recreat 7,000.00 5,675.47 1,594.37 7,269.84 -269.84 -3.85% 001-113-42030 Repair/Maint-Parks&Recreat 37,000.00 29,963.04 2,547.44 32,510.48 4,489.52 12.13% 146
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 14 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 001-113-42057 Beautification-Parks&Recreat 4,000.00 2,973.61 1,005.56 3,979.17 20.83 0.52% 001-113-42095 Clothing-Parks&Recreat 750.00 909.18 0.00 909.18 -159.18 -21.22% 001-113-42205 Lease-Prkglot-Parks&Recreat 47,000.00 34,174.14 3,790.46 37,964.60 9,035.40 19.22% 001-113-42400 Signs-Parks & Recreat 250.00 423.24 0.00 423.24 -173.24 -69.30% 001-113-42410 WeedControl-Parks&Recreat 5,000.00 7,316.27 0.00 7,316.27 -2,316.27 -46.33% 001-113-42415 Restrooms-Parks&Recreat 500.00 121.66 0.00 121.66 378.34 75.67% 001-113-42425 Taxes/Fees/Lics-Parks&Recreat 500.00 185.77 0.00 185.77 314.23 62.85% 001-113-42435 NetworkSvcsCo-Parks&Recreat 1,000.00 595.60 153.90 749.50 250.50 25.05% 001-113-42436 Internet Services - Parks & Rec 0.00 461.70 0.00 461.70 -461.70 0.00% 001-113-42805 WaterUtilities-Parks&Recreat 26,000.00 28,105.05 1,843.15 29,948.20 -3,948.20 -15.19% 001-113-42810 PG&EUtilities-Parks&Recreat 42,000.00 41,020.74 3,242.14 44,262.88 -2,262.88 -5.39% 001-113-42850 VehicleMaintna-Parks&Recreat 1,500.00 1,395.10 270.11 1,665.21 -165.21 -11.01% 001-113-42860 O&MBlg/Structu-Parks&Recreat 5,000.00 6,180.50 0.00 6,180.50 -1,180.50 -23.61% 001-113-42865 Janitorial-Parks&Recreat 4,500.00 4,252.37 0.00 4,252.37 247.63 5.50% 001-113-43650 Basketball League Expenses 19,500.00 980.00 1,868.24 2,848.24 16,651.76 85.39% 001-113-44000 SmallEquipment-Parks&Recreat 0.00 0.00 0.00 0.00 0.00 0.00% Expense Totals: 412,183.00 320,524.09 35,527.17 356,051.26 56,131.74 13.62% 001 - GeneralFund Totals: 412,183.00 320,524.09 35,527.17 356,051.26 56,131.74 13.62% Fund: 042 - AB1600
Expense
042-113-69701 Machinery&-Parks&Recreat 25,360.00 0.00 0.00 0.00 25,360.00 100.00% Expense Totals: 25,360.00 0.00 0.00 0.00 25,360.00 100.00% 042 - AB1600 Totals: 25,360.00 0.00 0.00 0.00 25,360.00 100.00% Fund: 059 - BuildingFacili
Expense
059-113-42810 PG&EUtilities-Parks&Recreat 0.00 1,714.01 0.00 1,714.01 -1,714.01 0.00% Expense Totals: 0.00 1,714.01 0.00 1,714.01 -1,714.01 0.00% 059 - BuildingFacili Totals: 0.00 1,714.01 0.00 1,714.01 -1,714.01 0.00% Fund: 073 - ParkImpactFee
Expense
073-113-69600 Improvements-Parks&Recreat 172,000.00 100,006.69 6,691.72 106,698.41 65,301.59 37.97% Expense Totals: 172,000.00 100,006.69 6,691.72 106,698.41 65,301.59 37.97% 073 - ParkImpactFee Totals: 172,000.00 100,006.69 6,691.72 106,698.41 65,301.59 37.97% 113 - Parks&Recreation Totals: 609,543.00 422,244.79 42,218.89 464,463.68 145,079.32 23.80% Department: 114 - SwimmingPool
Fund: 001 - GeneralFund
Expense
001-114-40000 Salaries-SwimmingPool 0.00 0.00 676.96 676.96 -676.96 0.00% 001-114-40050 FICA-SwimmingPool 0.00 0.00 39.85 39.85 -39.85 0.00% 001-114-40051 Medicare-SwimmingPool 0.00 0.00 9.31 9.31 -9.31 0.00% 001-114-40060 PERS-SwimmingPool 0.00 0.00 88.01 88.01 -88.01 0.00% 147
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 15 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 001-114-40065 HealthBenefits-SwimmingPool 0.00 0.00 200.35 200.35 -200.35 0.00% 001-114-42015 Gen.Supplies-SwimmingPool 250.00 308.02 0.00 308.02 -58.02 -23.21% 001-114-42025 Supplies-Chem-SwimmingPool 6,000.00 414.59 5,430.78 5,845.37 154.63 2.58% 001-114-42425 Taxes/Fees/Lics-SwimmingPool 1,000.00 439.00 0.00 439.00 561.00 56.10% 001-114-42860 O&MBlg/Structu-SwimmingPool 4,000.00 1,921.60 0.00 1,921.60 2,078.40 51.96% 001-114-43650 Contracts-Other-SwimmingPool 40,500.00 10,543.86 0.00 10,543.86 29,956.14 73.97% 001-114-69400 O&MEquipment-SwimmingPool 0.00 146.82 0.00 146.82 -146.82 0.00% Expense Totals: 51,750.00 13,773.89 6,445.26 20,219.15 31,530.85 60.93% 001 - GeneralFund Totals: 51,750.00 13,773.89 6,445.26 20,219.15 31,530.85 60.93% 114 - SwimmingPool Totals: 51,750.00 13,773.89 6,445.26 20,219.15 31,530.85 60.93% Department: 115 - Marketing
Fund: 001 - GeneralFund
Expense
001-115-42055 CommunityProm-Promotions 7,500.00 7,425.00 0.00 7,425.00 75.00 1.00% 001-115-42436 InternetServic-Promotions 8,600.00 3,500.00 1,000.00 4,500.00 4,100.00 47.67% 001-115-42745 Advertising-Promotions 1,000.00 1,337.89 150.00 1,487.89 -487.89 -48.79% 001-115-42756 Membership/Dues-Promotions 125.00 150.00 0.00 150.00 -25.00 -20.00% Expense Totals: 17,225.00 12,412.89 1,150.00 13,562.89 3,662.11 21.26% 001 - GeneralFund Totals: 17,225.00 12,412.89 1,150.00 13,562.89 3,662.11 21.26% 115 - Marketing Totals: 17,225.00 12,412.89 1,150.00 13,562.89 3,662.11 21.26% Department: 140 - Cemetery
Fund: 001 - GeneralFund
Expense
001-140-40000 Salaries-Cementery 0.00 464.42 428.72 893.14 -893.14 0.00% 001-140-40050 FICA-Cemetery 0.00 28.80 24.21 53.01 -53.01 0.00% 001-140-40051 Medicare-Cemetery 0.00 6.73 5.66 12.39 -12.39 0.00% 001-140-40060 PERS-Cemetery 0.00 57.45 57.64 115.09 -115.09 0.00% 001-140-40065 EmployeeBenefi-Cemetery 0.00 188.94 136.87 325.81 -325.81 0.00% 001-140-42030 REP/MAINT-FAC-Cemetery 0.00 735.30 0.00 735.30 -735.30 0.00% 001-140-42805 WaterUtilities-Cemetery 0.00 76.96 0.00 76.96 -76.96 0.00% Expense Totals: 0.00 1,558.60 653.10 2,211.70 -2,211.70 0.00% 001 - GeneralFund Totals: 0.00 1,558.60 653.10 2,211.70 -2,211.70 0.00% 140 - Cemetery Totals: 0.00 1,558.60 653.10 2,211.70 -2,211.70 0.00% Department: 145 - CrestViewLgt
Fund: 004 - CrestviewLgt/D
Expense
004-145-42815 StreetLights-CrestViewLgt 2,650.00 979.20 114.76 1,093.96 1,556.04 58.72% Expense Totals: 2,650.00 979.20 114.76 1,093.96 1,556.04 58.72% 004 - CrestviewLgt/D Totals: 2,650.00 979.20 114.76 1,093.96 1,556.04 58.72% 145 - CrestViewLgt Totals: 2,650.00 979.20 114.76 1,093.96 1,556.04 58.72% 148
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 16 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Department: 151 - SewerTreatment
Fund: 010 - SewerM&O
Expense
010-151-40000 Salaries-SewerTreatment 111,421.00 83,371.25 7,353.93 90,725.18 20,695.82 18.57% 010-151-40006 Overtime-SewerTreatment 10,000.00 7,707.66 107.56 7,815.22 2,184.78 21.85% 010-151-40015 VacationPayout-SewerTreatment 3,892.00 909.26 0.00 909.26 2,982.74 76.64% 010-151-40050 FICA-SewerTreatment 6,908.00 5,343.33 426.10 5,769.43 1,138.57 16.48% 010-151-40051 Medicare-SewerTreatment 1,616.00 1,251.32 99.68 1,351.00 265.00 16.40% 010-151-40055 SUI-SewerTreatment 323.00 227.76 0.00 227.76 95.24 29.49% 010-151-40060 PERS-SewerTreatment 13,583.00 10,670.72 1,024.98 11,695.70 1,887.30 13.89% 010-151-40061 PERSUnfunded-SewerTreatment 66,423.00 66,423.00 0.00 66,423.00 0.00 0.00% 010-151-40065 Health/LifeIns-SewerTreatment 32,790.00 28,161.15 2,456.37 30,617.52 2,172.48 6.63% 010-151-40070 WorkersComp.-SewerTreatment 9,249.00 7,227.00 2,409.00 9,636.00 -387.00 -4.18% 010-151-42015 Supplies-Lab-SewerTreatment 9,500.00 9,025.39 1,662.31 10,687.70 -1,187.70 -12.50% 010-151-42020 FUEL-SewerTreatment 6,000.00 3,412.55 610.42 4,022.97 1,977.03 32.95% 010-151-42025 Supplies-Chem-SewerTreatment 115,000.00 150,712.17 0.00 150,712.17 -35,712.17 -31.05% 010-151-42031 EquipmtMaint.-SewerTreatment 36,000.00 12,702.17 748.15 13,450.32 22,549.68 62.64% 010-151-42045 Sludge-SewerTreatment 60,000.00 38,890.33 1,738.84 40,629.17 19,370.83 32.28% 010-151-42095 Clothing-SewerTreatment 750.00 877.95 0.00 877.95 -127.95 -17.06% 010-151-42215 Rentals-Mach/Eq-SewerTreatment 15,000.00 31,218.59 0.00 31,218.59 -16,218.59 -108.12% 010-151-42425 Taxes/Fees/Lics-SewerTreatment 37,000.00 32,195.70 0.00 32,195.70 4,804.30 12.98% 010-151-42435 NetworkSvcsCo-SewerTreatment 3,000.00 0.00 32.04 32.04 2,967.96 98.93% 010-151-42436 InternetServic-SewerTreatment 1,000.00 506.91 0.00 506.91 493.09 49.31% 010-151-42710 Communications-SewerTreatment 500.00 439.03 0.00 439.03 60.97 12.19% 010-151-42756 Membership/Dues-SewerTreatment 900.00 821.00 0.00 821.00 79.00 8.78% 010-151-42760 Travel,Conf,Trg-SewerTreatment 2,000.00 2,005.99 1,568.13 3,574.12 -1,574.12 -78.71% 010-151-42805 WaterUtilities-SewerTreatment 12,000.00 13,002.75 1,180.99 14,183.74 -2,183.74 -18.20% 010-151-42810 PG&EUtilities-SewerTreatment 36,000.00 28,977.57 2,021.45 30,999.02 5,000.98 13.89% 010-151-42830 O&M-SewerPlt-SewerTreatment 25,000.00 24,072.89 600.05 24,672.94 327.06 1.31% 010-151-42850 VehicleMaintna-SewerTreatment 5,500.00 3,646.98 3,241.99 6,888.97 -1,388.97 -25.25% 010-151-43250 Engineering-SewerTreatment 50,000.00 80,154.75 2,805.00 82,959.75 -32,959.75 -65.92% 010-151-45100 PrincipalPymt-SewerTreatment 26,000.00 0.00 0.00 0.00 26,000.00 100.00% 010-151-45200 InterestExpens-SewerTreatment 18,300.00 9,135.00 0.00 9,135.00 9,165.00 50.08% 010-151-69600 Improvements-SewerTreatment 110,000.00 26,521.75 0.00 26,521.75 83,478.25 75.89% 010-151-69701 Machinery&-SewerTreatment 10,000.00 10,391.06 0.00 10,391.06 -391.06 -3.91% Expense Totals: 835,655.00 690,002.98 30,086.99 720,089.97 115,565.03 13.83% 010 - SewerM&O Totals: 835,655.00 690,002.98 30,086.99 720,089.97 115,565.03 13.83% Fund: 014 - SewerCapRes
Expense
014-151-69400 Equipment - Sewer Capital Reserve 0.00 200,000.00 4,133.75 204,133.75 -204,133.75 0.00% Expense Totals: 0.00 200,000.00 4,133.75 204,133.75 -204,133.75 0.00% 014 - SewerCapRes Totals: 0.00 200,000.00 4,133.75 204,133.75 -204,133.75 0.00% 149
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 17 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 151 - SewerTreatment Totals: 835,655.00 890,002.98 34,220.74 924,223.72 -88,568.72 -10.60% Department: 152 - SewerCollection
Fund: 010 - SewerM&O
Expense
010-152-40000 Salaries-SewerCollectio 101,208.00 60,196.99 3,999.40 64,196.39 37,011.61 36.57% 010-152-40015 VacationPayout-SewerCollectio 3,535.00 649.97 0.00 649.97 2,885.03 81.61% 010-152-40050 FICA-SewerCollectio 6,275.00 3,703.26 220.99 3,924.25 2,350.75 37.46% 010-152-40051 Medicare-SewerCollectio 1,468.00 866.34 51.69 918.03 549.97 37.46% 010-152-40055 SUI-SewerCollectio 293.00 148.42 0.00 148.42 144.58 49.34% 010-152-40060 PERS-SewerCollectio 12,338.00 6,712.65 453.94 7,166.59 5,171.41 41.91% 010-152-40061 PERSUnfunded-SewerCollectio 66,423.00 66,423.00 0.00 66,423.00 0.00 0.00% 010-152-40065 Health/LifeIns-SewerCollectio 29,784.00 19,312.78 1,214.12 20,526.90 9,257.10 31.08% 010-152-40070 WorkersComp.-SewerCollectio 8,401.00 6,566.00 2,188.00 8,754.00 -353.00 -4.20% 010-152-42015 Gen.Supplies-SewerCollectio 2,000.00 565.00 0.00 565.00 1,435.00 71.75% 010-152-42095 Clothing-SewerCollectio 750.00 989.02 0.00 989.02 -239.02 -31.87% 010-152-42215 Rentals-Mach/Eq-SewerCollectio 0.00 3,380.00 0.00 3,380.00 -3,380.00 0.00% 010-152-42425 Taxes/Fees/Lics-SewerCollectio 4,500.00 3,945.00 0.00 3,945.00 555.00 12.33% 010-152-42455 ComputerMaint.-SewerCollectio 8,000.00 16,037.00 0.00 16,037.00 -8,037.00 -100.46% 010-152-42830 O&M-SewerPlt-SewerCollectio 2,000.00 625.47 1,511.14 2,136.61 -136.61 -6.83% 010-152-42850 VehicleMaintna-SewerCollectio 2,500.00 2,094.46 240.19 2,334.65 165.35 6.61% 010-152-42860 O&MBlg/Structu-SewerCollectio 3,000.00 3,314.83 0.00 3,314.83 -314.83 -10.49% 010-152-43250 Engineering-SewerCollectio 16,000.00 20,707.50 0.00 20,707.50 -4,707.50 -29.42% 010-152-69400 O&MEquipment-SewerCollectio 2,000.00 6,982.95 0.00 6,982.95 -4,982.95 -249.15% 010-152-69600 Improvements-SewerCollectio 770,631.00 737,611.22 8,428.56 746,039.78 24,591.22 3.19% 010-152-69701 Machinery&-SewerCollectio 0.00 6,160.28 0.00 6,160.28 -6,160.28 0.00% Expense Totals: 1,041,106.00 966,992.14 18,308.03 985,300.17 55,805.83 5.36% 010 - SewerM&O Totals: 1,041,106.00 966,992.14 18,308.03 985,300.17 55,805.83 5.36% 152 - SewerCollection Totals: 1,041,106.00 966,992.14 18,308.03 985,300.17 55,805.83 5.36% Department: 160 - Effluent
Fund: 080 - EffluentDisp.

Expense
080-160-40000 Salaries-SewerARSA 107,519.00 85,086.58 6,089.54 91,176.12 16,342.88 15.20% 080-160-40006 Overtime-SewerARSA 10,000.00 12,118.24 30.74 12,148.98 -2,148.98 -21.49% 080-160-40015 VacationPayout-Effluent 3,756.00 415.34 0.00 415.34 3,340.66 88.94% 080-160-40050 FICA-SewerARSA 6,666.00 5,638.49 340.46 5,978.95 687.05 10.31% 080-160-40051 Medicare-SewerARSA 1,559.00 1,318.38 79.62 1,398.00 161.00 10.33% 080-160-40055 SUI-SewerARSA 311.00 216.79 0.00 216.79 94.21 30.29% 080-160-40060 PERS-SewerARSA 13,107.00 12,142.28 953.70 13,095.98 11.02 0.08% 080-160-40061 PERSUnfunded-Effluent 62,733.00 0.00 0.00 0.00 62,733.00 100.00% 080-160-40065 Health/LifeIns-SewerARSA 31,641.00 29,449.60 2,024.64 31,474.24 166.76 0.53% 080-160-40070 WorkersComp.-SewerARSA 8,925.00 6,975.00 2,325.00 9,300.00 -375.00 -4.20% 080-160-42016 Gen.Supplies-SewerARSA 1,600.00 578.43 0.00 578.43 1,021.57 63.85% 150
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 18 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 080-160-42020 FUEL-SewerARSA 12,000.00 125.10 61.95 187.05 11,812.95 98.44% 080-160-42030 Repair/Maint-SewerARSA 15,000.00 2,571.02 307.88 2,878.90 12,121.10 80.81% 080-160-42405 FloodControl-SewerARSA 1,000.00 0.00 0.00 0.00 1,000.00 100.00% 080-160-42425 Taxes/Fees/Lics-SewerARSA 67,000.00 0.00 0.00 0.00 67,000.00 100.00% 080-160-42850 VehicleMaintna-SewerARSA 5,000.00 2,691.60 0.00 2,691.60 2,308.40 46.17% 080-160-42860 O&MBlg/Structu-SewerARSA 2,000.00 0.00 0.00 0.00 2,000.00 100.00% 080-160-42900 ARSA-SewerARSA 50,000.00 0.00 0.00 0.00 50,000.00 100.00% 080-160-43250 Engineering-SewerARSA 80,000.00 12,579.75 0.00 12,579.75 67,420.25 84.28% 080-160-43350 Speciallegal-SewerARSA 15,000.00 2,136.00 0.00 2,136.00 12,864.00 85.76% 080-160-69400 O&MEquipment-SewerARSA 35,000.00 0.00 0.00 0.00 35,000.00 100.00% 080-160-69600 Improvements-SewerARSA 825,000.00 613,149.00 0.00 613,149.00 211,851.00 25.68% Expense Totals: 1,354,817.00 787,191.60 12,213.53 799,405.13 555,411.87 41.00% 080 - EffluentDisp. Totals: 1,354,817.00 787,191.60 12,213.53 799,405.13 555,411.87 41.00% 160 - Effluent Totals: 1,354,817.00 787,191.60 12,213.53 799,405.13 555,411.87 41.00% Department: 172 - MonteVerdeMuseum
Fund: 001 - GeneralFund
Expense
001-172-40000 Salaries-MonteVerdeMuse 0.00 0.00 108.88 108.88 -108.88 0.00% 001-172-40050 FICA-MonteVerdeMuse 0.00 0.00 5.90 5.90 -5.90 0.00% 001-172-40051 Medicare-MonteVerdeMuse 0.00 0.00 1.38 1.38 -1.38 0.00% 001-172-40060 PERS-MonteVerdeMuse 0.00 0.00 8.67 8.67 -8.67 0.00% 001-172-40065 EmployeeBenefi-MonteVerdeMuse 0.00 0.00 27.50 27.50 -27.50 0.00% Expense Totals: 0.00 0.00 152.33 152.33 -152.33 0.00%
001 - GeneralFund Totals: 0.00 0.00 152.33 152.33 -152.33 0.00% 172 - MonteVerdeMuseum Totals: 0.00 0.00 152.33 152.33 -152.33 0.00% Department: 610 - CentralServices
Fund: 001 - GeneralFund
Expense
001-610-40065 Health/LifeIns-CentralServies 1,700.00 450.00 0.00 450.00 1,250.00 73.53% 001-610-42015 Gen.Supplies-CentralServies 800.00 5,859.71 801.55 6,661.26 -5,861.26 -732.66% 001-610-42030 Repair/Maint-CentralServies 400.00 28.86 0.00 28.86 371.14 92.79% 001-610-42031 EquipmtMaint.-CentralServies 400.00 165.88 15.95 181.83 218.17 54.54% 001-610-42435 NetworkSvcsCo-CentralServies 12,000.00 12,165.01 0.00 12,165.01 -165.01 -1.38% 001-610-42436 InternetServic-CentralServies 4,000.00 2,796.14 0.00 2,796.14 1,203.86 30.10% 001-610-42710 Communications-CentralServies 2,000.00 3,474.92 391.52 3,866.44 -1,866.44 -93.32% 001-610-42755 RiskManagement-CentralServies 214,000.00 161,578.00 10,026.50 171,604.50 42,395.50 19.81% 001-610-42756 Membership/Dues-CentralServies 1,000.00 80.00 0.00 80.00 920.00 92.00% 001-610-43600 ProfServices-CentralServies 0.00 6,563.00 19,560.79 26,123.79 -26,123.79 0.00% Expense Totals: 236,300.00 193,161.52 30,796.31 223,957.83 12,342.17 5.22% 001 - GeneralFund Totals: 236,300.00 193,161.52 30,796.31 223,957.83 12,342.17 5.22% Fund: 010 - SewerM&O
151
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 19 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Expense
010-610-40065 Health/LifeIns-CentralServies 1,275.00 0.00 0.00 0.00 1,275.00 100.00% 010-610-42015 Gen.Supplies-CentralServies 600.00 5,859.65 801.54 6,661.19 -6,061.19 -1,010.20% 010-610-42031 EquipmtMaint.-CentralServies 300.00 169.57 15.95 185.52 114.48 38.16% 010-610-42435 NetworkSvcsCo-CentralServies 12,000.00 9,758.07 1,825.69 11,583.76 416.24 3.47% 010-610-42436 InternetServic-CentralServies 3,000.00 2,642.72 0.00 2,642.72 357.28 11.91% 010-610-42710 Communications-CentralServies 1,500.00 3,323.35 391.52 3,714.87 -2,214.87 -147.66% 010-610-42755 RiskManagement-CentralServies 160,500.00 108,452.00 7,602.50 116,054.50 44,445.50 27.69% 010-610-42756 Membership/Dues-CentralServies 750.00 0.00 0.00 0.00 750.00 100.00% 010-610-69800 ComputerHardwr-CentralServies 300.00 0.00 0.00 0.00 300.00 100.00% Expense Totals: 180,225.00 130,205.36 10,637.20 140,842.56 39,382.44 21.85% 010 - SewerM&O Totals: 180,225.00 130,205.36 10,637.20 140,842.56 39,382.44 21.85% Fund: 080 - EffluentDisp.

Expense
080-610-40065 EmployeeBenefi-CentralServies 1,275.00 0.00 0.00 0.00 1,275.00 100.00% 080-610-42015 Gen.Supplies-CentralServies 600.00 0.00 0.00 0.00 600.00 100.00% 080-610-42031 EquipmtMaint.-CentralServies 300.00 0.00 0.00 0.00 300.00 100.00% 080-610-42435 NetworkSvcsCo-CentralServies 9,000.00 8,997.85 1,447.90 10,445.75 -1,445.75 -16.06% 080-610-42436 InternetServic-CentralServies 3,000.00 377.79 377.79 755.58 2,244.42 74.81% 080-610-42710 Communications-CentralServies 1,500.00 247.23 171.72 418.95 1,081.05 72.07% 080-610-42755 RiskManagement-CentralServies 160,500.00 115,727.00 7,276.00 123,003.00 37,497.00 23.36% 080-610-42756 Membership/Dues-CentralServies 750.00 0.00 0.00 0.00 750.00 100.00% 080-610-69800 ComputerHardwr-CentralServies 300.00 0.00 0.00 0.00 300.00 100.00% Expense Totals: 177,225.00 125,349.87 9,273.41 134,623.28 42,601.72 24.04% 080 - EffluentDisp. Totals: 177,225.00 125,349.87 9,273.41 134,623.28 42,601.72 24.04% 610 - CentralServices Totals: 593,750.00 448,716.75 50,706.92 499,423.67 94,326.33 15.89% Department: 613 - CityAttorney
Fund: 001 - GeneralFund
Expense
001-613-43350 Speciallegal-LEGALSERVICES 27,500.00 22,513.75 12,848.63 35,362.38 -7,862.38 -28.59% Expense Totals: 27,500.00 22,513.75 12,848.63 35,362.38 -7,862.38 -28.59% 001 - GeneralFund Totals: 27,500.00 22,513.75 12,848.63 35,362.38 -7,862.38 -28.59% Fund: 010 - SewerM&O
Expense
010-613-43350 Speciallegal-LEGALSERVICES 5,500.00 5,500.00 2,172.62 7,672.62 -2,172.62 -39.50% Expense Totals: 5,500.00 5,500.00 2,172.62 7,672.62 -2,172.62 -39.50% 010 - SewerM&O Totals: 5,500.00 5,500.00 2,172.62 7,672.62 -2,172.62 -39.50% Fund: 080 - EffluentDisp.

Expense
080-613-43350 Legal-CityAttorney 27,500.00 11,338.75 0.00 11,338.75 16,161.25 58.77% 152
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 20 of 21
Account Name Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining Expense Totals: 27,500.00 11,338.75 0.00 11,338.75 16,161.25 58.77% 080 - EffluentDisp. Totals: 27,500.00 11,338.75 0.00 11,338.75 16,161.25 58.77% 613 - CityAttorney Totals: 60,500.00 39,352.50 15,021.25 54,373.75 6,126.25 10.13% Report Total: -218,222.00 448,043.84 -161,052.11 286,991.73 -505,213.73 153
Section 12, Item D.

Detail vs Budget Report Date Range: 04/01/2026 - 04/30/2026 5/8/2026 8:50:53 AM Page 21 of 21
Fund Summary
Fund Fiscal Budget Beginning Balance Total Activity Ending Balance Budget Remaining % Remaining 001 - GeneralFund -394,703.00 -78,346.14 -727.93 -79,074.07 -315,628.93 003 - Streets/Sidewal 116,945.00 38,806.46 10,628.73 49,435.19 67,509.81 004 - CrestviewLgt/D 23,542.00 9,281.24 -4,572.10 4,709.14 18,832.86 010 - SewerM&O -1,893,591.00 -605,710.26 -198,532.29 -804,242.55 -1,089,348.45 011 - SewerWWTP -7,000.00 -82,995.12 0.00 -82,995.12 75,995.12 1,085.64% 012 - SewerLineRep. -7,000.00 0.00 0.00 0.00 -7,000.00 -100.00% 014 - SewerCapRes -11,000.00 200,000.00 4,133.75 204,133.75 -215,133.75 028 - PublicSafety 0.00 12,197.89 0.00 12,197.89 -12,197.89 0.00% 035 - TM-General 0.00 -7,289.60 0.00 -7,289.60 7,289.60 0.00% 042 - AB1600 63,671.00 579.83 0.00 579.83 63,091.17
059 - BuildingFacili 0.00 1,714.01 0.00 1,714.01 -1,714.01 0.00% 073 - ParkImpactFee 158,299.00 -64,443.37 -3,308.28 -67,751.65 226,050.65 080 - EffluentDisp. 1,732,615.00 1,023,102.98 31,326.01 1,054,428.99 678,186.01 39.14% 088 - CityCouncil 0.00 1,145.92 0.00 1,145.92 -1,145.92 0.00% Report Total: -218,222.00 448,043.84 -161,052.11 286,991.73 -505,213.73 154
Section 12, Item D.
(15,686.49)
(10,634.07)
332.10

0.00 0.00
186,192.37

0.00 250,880.54
51,695.52
991.22
233.26 233.26
(36,346.79) 0.00
(77,709.52) 0.00

0.00 0.00
(483,270.11)
141,931.47
18,290.17
51,636.64
250,880.54
51,695.52

0.00 0.00

0.00 (4,133.75)

0.00 0.00

0.00 (36,346.79)
(77,709.52)
3,161.05

91.72 170,759.01
(1,945,951.02)
(0.13)
75,006.17
3,490.33
20,254.17
85,539.62
(563,168.00)
(2,000.00)
991.22
155,592.44
56,471.58
1,248.41
2,753.60
(253,806.00)
191,965.32
007-000-10001
009-000-10001 HMGP Hazard Mitigation - Claim On Cash 1,266.49 010-000-10001 3,552,615.02
218,543.08
General Fixed Assets - Claim On Cash
Long Term Debt - Claim On Cash
Sewer Operating - Claim On Cash
Sewer WWTP Capital Reserve - Claim On Cash
Sewer Collections Capital Reserve - Claim On Cash
Sewer Capital Reserve - Claim On Cash
Sewer Debt Service - Claim On Cash
Monteverde Store - Claim On Cash
Knights Foundry - Claim On Cash
141,931.47
093-000-10001 18,290.17
51,636.64

0.00 0.00

0.00 (483,270.11) 0.00
055-000-10001
057-000-10001
059-000-10001
060-000-10001
073-000-10001
080-000-10001
081-000-10001
091-000-10001
3,490.33 0.00
088-000-10001 City Council - Claim On Cash 20,254.17 0.00 089-000-10001 Capital Improvement Plan - Claim On Cash 85,539.62 0.00 Vehicle Capital Reserve - Claim On Cash
Vacation Cashout Reserve - Claim On Cash
General Operating Reserve - Claim On Cash
General Capital Reserve - Claim On Cash
094-000-10001
095-000-10001
096-000-10001
086-000-10001
087-000-10001 Refuse - Claim On Cash
Road Capital Improvement Plan - Claim On Cash
092-000-10001 Pension & Insurance Reserve - Claim On Cash 75,006.17 0.00
047-000-10001
048-000-10001 COVID-19 - Claim On Cash 1,248.41
050-000-10001 2,753.60
(253,806.00)
Visitor Center - Claim On Cash
General Fund Capital Reserve - Claim On Cash
COPS Fast Prog - Claim On Cash
SC Bridge Replacement - Claim On Cash
CA HOME Grant - Claim On Cash
Building Facilities - Claim On Cash
Bypass Mitigation - Claim On Cash
Park Impact Fees - Claim On Cash
Effluent Disposal/ARSA - Claim On Cash
Grants - Claim On Cash 56,471.58 0.00
191,965.32
3,161.05

91.72 167,450.73
(1,914,601.28)
(0.13)
259,112.95
9,591.93 (7,756.00)
67,930.91 0.00
42,414.90
387,226.51
042-000-10001 AB1600 Impact Fees - Claim On Cash 155,592.44 0.00 (31,349.74)

0.00 0.00

0.00 3,308.28

0.00 0.00
42,414.90
387,226.51
84,615.18
(21,917.55)
(38,262.17)
63,131.43
259,112.95
1,835.93
67,930.91

0.00 0.00

0.00 CURRENT

BALANCE
1,001,266.25
(2,991.56)
(8,814.84)
(191.90)
1,266.49
3,738,807.39
TM - Crestview - Claim On Cash
TM - Sutter Ione - Claim On Cash
84,615.18
(21,917.55)
(38,262.17)
General Fund - Claim On Cash
Streets - Claim On Cash
Crestview LD - Claim On Cash (9,146.94)
Cemetery - Claim On Cash (191.90)
218,543.08
631,375.17
818,513.50
(34,697.07)
167.29
2,982.12
034-000-10001

BEGINNING

BALANCE

CURRENT

CLAIM ON CASH ACTIVITY
001-000-10001 1,016,952.74
003-000-10001 7,642.51
011-000-10001
012-000-10001
014-000-10001
015-000-10001
017-000-10001
019-000-10001
023-000-10001
631,375.17
822,647.25
(34,697.07)
167.29
2,982.12
(563,168.00)
(2,000.00)
63,131.43
004-000-10001
TM - Hwy 49/Bypass - Claim On Cash
General Traffic Mitigation - Claim On Cash
Regional Traffic Mitigation - Claim On Cash
Parking in Lieu - Claim On Cash
Fire Service - Claim On Cash
General Fund Operating Reserve - Claim On Cash
024-000-10001
026-000-10001 COSC Com Fac - Claim On Cash
Public Safety Wellness Grant - Claim On Cash
Swimming Pool - Claim On Cash
TM - Crest/Gopher - Claim On Cash
TM - Sutter Hill - Claim on Cash
035-000-10001
036-000-10001
037-000-10001
038-000-10001
039-000-10001
028-000-10001
029-000-10001
030-000-10001
031-000-10001
032-000-10001
033-000-10001
155
Section 12, Item D.
5/5/2026 9:11:25 AM Page 1 of 14
Check Report
By Check Number
Date Range: 04/01/2026 - 04/30/2026
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Bank Code: AP-Sutter Creek-AP-Sutter Creek
FAU02 Cody Faubert 04/03/2026 EFT 0.00 420.00 2
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount #032926 Invoice 03/30/2026 Men's Basketball Week #2 Referee Services 0.00 420.00 001-113-43650 Basketball League Expens… Men's Basketball Week #2 Refer… 420.00 FAU02 Cody Faubert 04/16/2026 EFT 0.00 420.00 3
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount #041226 Invoice 04/12/2026 Week #3 Basketball Reffing 0.00 420.00 001-113-43650 Basketball League Expens… Week #3 Basketball Reffing 420.00 FAU02 Cody Faubert 04/24/2026 EFT 0.00 420.00 4
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount #042026 Invoice 04/20/2026 Week #4 Basketball Referee Services 0.00 420.00 001-113-43650 Basketball League Expens… Week #4 Basketball Referee Serv… 420.00 ABS01 ABSO TECHNOLOGIES 04/16/2026 Regular 0.00 2,895.80 310859 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 7060 Invoice 04/15/2026 IT Services 0.00 2,895.80
010-610-42435 NetworkSvcsCo-CentralSe… IT Services 1,447.90 080-610-42435 NetworkSvcsCo-CentralSe… IT Services 1,447.90 PET09 AIMEE PETERSON 04/16/2026 Regular 0.00 750.00 310860 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount

09.25 Invoice 04/15/2026 Fall Planters on the bridge 0.00 550.00 001-113-42057 Beautification-Parks&Rec… Fall Planters on the bridge 550.00

09.25.2026 Invoice 04/15/2026 Corn stalks for Main Street 0.00 200.00 001-113-42057 Beautification-Parks&Rec… Corn stalks for Main Street 200.00 AMA28 Ama Co Auditor Controller 04/16/2026 Regular 0.00 19,560.79 310861 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2025-26 Prop Tax…Invoice 04/15/2026 2025-26 Prop Tax Admin Costs 0.00 19,560.79 001-610-43600 ProfServices-CentralServi… 2025-26 Prop Tax Admin Costs 19,560.79 AMA34 Ama Co Transp Commission 04/16/2026 Regular 0.00 7,756.00 310862 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount FY26 Regional Tra…Invoice 04/15/2026 Traffic Impact Mitigation Fee 0.00 7,756.00 036-000-25400 TM-CountyRegionalFeeSc Traffic Impact Mitigation Fee 7,756.00 AMA15 Amador Co Animal Control 04/16/2026 Regular 0.00 862.14 310863 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount March 2026 Ani… Invoice 04/15/2026 Animal Control Services 0.00 862.14 001-106-42930 AnimalControl-PoliceDept Animal Control Services 862.14 AMA02 Amador Water Agency 04/16/2026 Regular 0.00 3,137.17 310864 156
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 2 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 03112026 Invoice 04/15/2026 Water 0.00 3,137.17
001-102-42805 WaterUtilities-CityClerk Water 9.89
001-104-42805 WaterUtilities-CityManag… Water 9.89
001-105-42805 WaterUtilities-Finance Water 18.74
001-106-42805 WaterUtilities-PoliceDept Water 36.74
001-113-42805 WaterUtilities-Parks&Rec… Water 213.46
001-113-42805 WaterUtilities-Parks&Rec… Water 118.96
001-113-42805 WaterUtilities-Parks&Rec… Water 171.47
001-113-42805 WaterUtilities-Parks&Rec… Water 158.17
001-113-42805 WaterUtilities-Parks&Rec… Water 76.96
001-113-42805 WaterUtilities-Parks&Rec… Water 76.96
001-113-42805 WaterUtilities-Parks&Rec… Water 76.96
001-113-42805 WaterUtilities-Parks&Rec… Water 351.63
001-113-42805 WaterUtilities-Parks&Rec… Water 200.14
001-113-42805 WaterUtilities-Parks&Rec… Water 76.96
001-113-42805 WaterUtilities-Parks&Rec… Water 321.48
003-102-42805 WaterUtilities-CityClerk Water 1.98
003-104-42805 WaterUtilities-CityManag… Water 1.98
003-105-42805 WaterUtilities-Finance Water 3.31
010-102-42805 WaterUtilities-CityClerk Water 3.95
010-104-42805 WaterUtilities-CityManag… Water 3.95
010-105-42805 WaterUtilities-Finance Water 11.76
010-151-42805 WaterUtilities-SewerTrea… Water 902.10
010-151-42805 WaterUtilities-SewerTrea… Water 278.89
080-102-42805 WaterUtilities-CityClerk Water 3.95
080-104-42805 WaterUtilities-CityManag… Water 3.95
080-105-42805 WaterUtilities-Finance Water 2.94
**Void** 04/16/2026 Regular 0.00 0.00 310865
AME15 AMERICAN FIDELITY ASSURAN 04/16/2026 Regular 0.00 1,248.40 310866 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000693 Invoice 03/06/2026 Accident Premiums 0.00 149.91 001-000-20480 P/R-MedicalHealthPay. Accident Premiums 149.91 INV0000695 Invoice 03/06/2026 Cancer Premiums 0.00 84.25 001-000-20480 P/R-MedicalHealthPay. Cancer Premiums 84.25 INV0000700 Invoice 03/06/2026 Life Insurance Premiums 0.00 390.04 001-000-20480 P/R-MedicalHealthPay. Life Insurance Premiums 390.04 INV0000735 Invoice 03/20/2026 Accident Premiums 0.00 149.91 001-000-20480 P/R-MedicalHealthPay. Accident Premiums 149.91 INV0000737 Invoice 03/20/2026 Cancer Premiums 0.00 84.25 001-000-20480 P/R-MedicalHealthPay. Cancer Premiums 84.25 INV0000742 Invoice 03/20/2026 Life Insurance Premiums 0.00 390.04 001-000-20480 P/R-MedicalHealthPay. Life Insurance Premiums 390.04 AME14 AMERICAN FIDELITY HEALTH 04/16/2026 Regular 0.00 2,207.06 310867 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000697 Invoice 03/06/2026 HSA Contribution 0.00 100.00 001-000-20465 HSAPayable HSA Contribution 100.00
INV0000698 Invoice 03/06/2026 HSA Contribution 0.00 1,003.53 001-000-20465 HSAPayable HSA Contribution 1,003.53
INV0000739 Invoice 03/20/2026 HSA Contribution 0.00 100.00 001-000-20465 HSAPayable HSA Contribution 100.00
INV0000740 Invoice 03/20/2026 HSA Contribution 0.00 1,003.53 157
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 3 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 001-000-20465 HSAPayable HSA Contribution 1,003.53
AME08 American Tire Depot 04/16/2026 Regular 0.00 162.45 310868 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1193-8637774 Invoice 04/15/2026 PW OIL CHANGE 0.00 162.45 001-113-42850 VehicleMaintna-Parks&R… PW OIL CHANGE 162.45 APS01 APS ENVIRONMENTAL INC 04/16/2026 Regular 0.00 3,400.00 310869 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 40044821A Invoice 04/15/2026 cctv-Sewer Main Inspection 0.00 3,400.00 010-152-69600 Improvements-SewerColl… cctv-Sewer Main Inspection 3,400.00 AT&02 AT&T 04/16/2026 Regular 0.00 97.11 310870
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 000024969275 Invoice 04/15/2026 Cellular Communications 0.00 32.04 010-151-42435 NetworkSvcsCo-SewerTre… Cellular Communications 32.04 000024969278 Invoice 04/15/2026 Cellular Communications 0.00 65.07 001-106-42710 Communications-PoliceD… Cellular Communications 65.07 BIG05 Big Brand Tire & Service 04/16/2026 Regular 0.00 107.66 310871 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1063-8839359 Invoice 04/15/2026 OIL CHANGE PACKAGE 0.00 107.66 001-113-42850 VehicleMaintna-Parks&R… OIL CHANGE PACKAGE 107.66 BLU04 BlueTriton Brands Inc 04/16/2026 Regular 0.00 118.63 310872 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 06C8720325362 Invoice 03/30/2026 WATER DELIVERY 0.00 118.63 001-105-42015 Gen.Supplies-Finance WATER DELIVERY 30.25 001-106-42015 Gen.Supplies-PoliceDept WATER DELIVERY 59.31 003-105-42015 Gen.Supplies-Finance WATER DELIVERY 5.34
080-105-42015 Gen.Supplies-Finance WATER DELIVERY 4.75
080-105-42015 Gen.Supplies-Finance WATER DELIVERY 18.98 BRI04 BRITT GLOBAL INDUSTRIES L 04/16/2026 Regular 0.00 500.00 310873 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 202603004 Invoice 04/15/2026 Labor Special GL Extract for May 2025 - 0.00 500.00 001-105-43650 Contracts-Other-Finance Labor Special GL Extract for May… 150.00 003-105-43650 Contracts-Other-Finance Labor Special GL Extract for May… 100.00 010-105-43650 Contracts-Other-Finance Labor Special GL Extract for May… 150.00 080-105-43650 Contracts-Other-Finance Labor Special GL Extract for May… 100.00 CAL30 CALIFORNIA BUILDING STAND 04/16/2026 Regular 0.00 71.00 310874 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount

04.02.2026 Invoice 04/15/2026 SB1473 Fees 0.00 71.00
001-000-27400 DuetoStateDisabilityf SB1473 Fees 71.00
CAM05 CAMPBELL CONSTRUCTION GEN 04/16/2026 Regular 0.00 5,665.84 310875 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3282 Invoice 04/15/2026 LABOR PER MAN 3/4/26 SWAP PUMP #2 0.00 5,028.56 010-152-69600 Improvements-SewerColl… LABOR PER MAN 3/4/26 SWAP … 5,028.56 C-0163856 Invoice 04/15/2026 DUMP TRAILER -TANDEM AXLE TR-10 0.00 177.59 003-112-42860 Street/Drain Repairs DUMP TRAILER -TANDEM AXLE … 177.59 158
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 4 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number C-016408 Invoice 04/15/2026 6" ALTEC WOODCHIPPER DIESEL 48HP 0.00 310.16 003-112-42860 Street/Drain Repairs 6" ALTEC WOODCHIPPER DIESEL… 310.16 QM-0652 Invoice 04/15/2026 Rip Rap 3x6 $55.00 per unit $55.00 per unit 0.00 149.53 003-112-42860 Street/Drain Repairs Rip Rap 3x6 $55.00 per unit $55.… 149.53 CEN02 Central S.J.Valley RiskMg 04/16/2026 Regular 0.00 55,615.00 310876 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0520 Invoice 04/15/2026 4th Quarter Workers' Compensation Progr… 0.00 55,615.00 001-102-40070 WorkersComp.-CityClerk 4th Quarter Workers' Compensa… 941.00 001-104-40070 WorkersComp.-CITYMAN… 4th Quarter Workers' Compensa… 1,098.00 001-105-40070 WorkersComp.-Finance 4th Quarter Workers' Compensa… 2,572.00 001-106-40070 WorkersComp.-PoliceDept 4th Quarter Workers' Compensa… 9,409.00 001-113-40070 WorkersComp.-Parks&Re… 4th Quarter Workers' Compensa… 2,760.00 001-610-42755 RiskManagement-Central… 4th Quarter Workers' Compensa… 9,700.00 003-104-40070 WorkersComp.-CITYMAN… 4th Quarter Workers' Compensa… 157.00 003-105-40070 WorkersComp.-Finance 4th Quarter Workers' Compensa… 376.00 003-112-40070 WorkersComp.-Streets/R… 4th Quarter Workers' Compensa… 1,294.00 010-102-40070 WorkersComp.-CityClerk 4th Quarter Workers' Compensa… 392.00 010-104-40070 WorkersComp.-CityMana… 4th Quarter Workers' Compensa… 1,098.00 010-105-40070 WorkersComp.-Finance 4th Quarter Workers' Compensa… 2,572.00 010-151-40070 WorkersComp.-SewerTre… 4th Quarter Workers' Compensa… 2,409.00 010-152-40070 WorkersComp.-SewerColl… 4th Quarter Workers' Compensa… 2,188.00 010-610-42755 RiskManagement-Central… 4th Quarter Workers' Compensa… 7,276.00 080-102-40070 WorkersComp.-CityClerk 4th Quarter Workers' Compensa… 235.00 080-104-40070 WorkersComp.-CityMana… 4th Quarter Workers' Compensa… 784.00 080-105-40070 WorkersComp.-Finance 4th Quarter Workers' Compensa… 753.00 080-160-40070 WorkersComp.-SewerAR… 4th Quarter Workers' Compensa… 2,325.00 080-610-42755 RiskManagement-Central… 4th Quarter Workers' Compensa… 7,276.00 **Void** 04/16/2026 Regular 0.00 0.00 310877
CAR16 CHRISTIAN CARDONA 04/16/2026 Regular 0.00 1,000.00 310878 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 13 Invoice 04/15/2026 Monthly Social Media Management (April … 0.00 500.00 001-115-42436 InternetServic-Promotions Monthly Social Media Managem… 500.00 O11 Invoice 04/15/2026 Monthly Social Media Management 0.00 500.00 001-115-42436 InternetServic-Promotions Monthly Social Media Managem… 500.00 COT01 COLE HUBER LLP 04/16/2026 Regular 0.00 6,169.25 310879 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2004642941 Invoice 04/15/2026 March 2026 Legal Services 0.00 6,169.25 001-613-43350 Speciallegal-LEGALSERVIC… March 2026 Legal Services 3,996.63 010-613-43350 Speciallegal-LEGALSERVIC… March 2026 Legal Services 2,172.62 COR01 Corbin Willits Systems, I 04/16/2026 Regular 0.00 350.00 310880 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount C603151 Invoice 04/15/2026 Financial Software 0.00 350.00 001-105-42435 NetworkSvcsCo-Finance Financial Software 178.50 003-105-42435 NetworkSvcsCo-Finance Financial Software 31.50 080-105-42435 NetworkSvcsCo-Finance Financial Software 112.00 080-105-42435 NetworkSvcsCo-Finance Financial Software 28.00 DEP16 Dept of Toxic Substances 04/16/2026 Regular 0.00 352.25 310881 159
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 5 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25SM3689 Invoice 04/15/2026 Central Eureka Mine Project MGMT 0.00 352.25 001-111-42300 E&PReimbEngr.-Engineer… Central Eureka Mine Project M… 352.25 DEP01 Dept. of Conservation 04/16/2026 Regular 0.00 268.22 310882 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Q12026 Invoice 04/15/2026 Strong Motion Fees Q1 2026 0.00 268.22 001-000-72225 BuildingPermitFees Strong Motion Fees Q1 2026 268.22 STA04 DIVISION OF THE STATE ARC 04/16/2026 Regular 0.00 217.30 310883 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2024 + 2025 Fees Invoice 04/15/2026 Fees Collected with Business License 0.00 217.30 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 52.10 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 32.00 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 41.60 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 30.30 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 42.00 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 17.30 001-000-27400 DuetoStateDisabilityf Fees Collected with Business Lic… 2.00 PET06 E. Peterson Company 04/16/2026 Regular 0.00 255.56 310884 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount MVSIGNMAR2026 Invoice 04/15/2026 Monteverde Store Sign Replacement 0.00 255.56 001-113-42057 Beautification-Parks&Rec… Monteverde Store Sign Replace… 255.56 FOR07 FORWARD, INC 04/16/2026 Regular 0.00 981.50 310885 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 4204-000068976 Invoice 04/15/2026 SLUDGE 0.00 981.50
010-151-42045 Sludge-SewerTreatment SLUDGE 981.50
JIN01 Gary Jinks 04/16/2026 Regular 0.00 3,018.75 310886 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2026-3 Invoice 04/15/2026 Entrepreneurship Grant Consulting 0.00 3,018.75 001-104-43600 ProfServices-CityManager Entrepreneurship Grant Consult… 3,018.75 ALL10 GEORGE ALLEN 04/16/2026 Regular 0.00 233.58 310887 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount REIMBURSEMENT Invoice 04/15/2026 1986 GMC MEDIUM DUTY TRUCK 6.0L 366… 0.00 233.58 010-151-42850 VehicleMaintna-SewerTr… 1986 GMC MEDIUM DUTY TRUC… 233.58 BOI02 Heidi A Boitano 04/16/2026 Regular 0.00 2,915.46 310888 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount

04.01.2026 Invoice 04/15/2026 Parking Lot Lease 0.00 2,915.46 001-113-42205 Lease-Prkglot-Parks&Recr… Parking Lot Lease 2,915.46 HYD02 HYDROSCIENCE ENGINEERS, I 04/16/2026 Regular 0.00 2,805.00 310889 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 304002014 Invoice 04/15/2026 Wastewater Design Phase Support Engine… 0.00 2,805.00 010-151-43250 Engineering-SewerTreat… Wastewater Design Phase Suppo… 2,805.00 GUN03 Jack Gunselman 04/16/2026 Regular 0.00 301.75 310890 160
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 6 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Basketball Scorek…Invoice 04/15/2026 Basketball Scorekeeping 0.00 301.75 001-113-43650 Basketball League Expens… Basketball Scorekeeping 301.75 ACE03 JACKSON ACE HARDWARE & GA 04/16/2026 Regular 0.00 64.15 310891 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount March 2026 Stat… Invoice 04/15/2026 Maintenance Supplies 0.00 64.15 001-113-42015 Gen.Supplies-Parks&Recr… Maintenance Supplies 1.61 001-113-42015 Gen.Supplies-Parks&Recr… Maintenance Supplies 4.25 010-151-42830 O&M-SewerPlt-SewerTre… Maintenance Supplies 58.29 ALL16 JOHN ALLEN CONSTRUCTION, INC. 04/16/2026 Regular 0.00 4,128.75 310892 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2231 Invoice 04/15/2026 Retention 5% of total contract of $82,575 0.00 4,128.75 073-113-69600 Improvements-Parks&Rec… Retention 5% of total contract of… 4,128.75 KEE01 KEENAN & ASSOCIATES/PACE 04/16/2026 Regular 0.00 20,589.03 310893 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000694 Invoice 03/06/2026 Medical Premiums 0.00 3,681.85 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 3,681.85 INV0000721 Invoice 03/06/2026 Medical Premiums 0.00 459.70 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 459.70 INV0000722 Invoice 03/06/2026 Medical Premiums 0.00 916.83 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 916.83 INV0000723 Invoice 03/06/2026 Medical Premiums 0.00 459.70 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 459.70 INV0000724 Invoice 03/06/2026 Medical Premiums 0.00 1,191.10 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.10 INV0000725 Invoice 03/06/2026 Medical Premiums 0.00 1,191.09 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.09 INV0000726 Invoice 03/06/2026 Medical Premiums 0.00 1,191.10 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.10 INV0000727 Invoice 03/06/2026 Medical Premiums 0.00 1,191.08 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.08 INV0000736 Invoice 03/20/2026 Medical Premiums 0.00 3,705.98 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 3,705.98 INV0000763 Invoice 03/20/2026 Medical Premiums 0.00 459.70 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 459.70 INV0000764 Invoice 03/20/2026 Medical Premiums 0.00 916.83 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 916.83 INV0000765 Invoice 03/20/2026 Medical Premiums 0.00 459.70 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 459.70 INV0000766 Invoice 03/20/2026 Medical Premiums 0.00 1,191.10 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.10 INV0000767 Invoice 03/20/2026 Medical Premiums 0.00 1,191.09 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.09 INV0000768 Invoice 03/20/2026 Medical Premiums 0.00 1,191.10 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.10 INV0000769 Invoice 03/20/2026 Medical Premiums 0.00 1,191.08 001-000-20480 P/R-MedicalHealthPay. Medical Premiums 1,191.08 **Void** 04/16/2026 Regular 0.00 0.00 310894
161
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 7 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number THO08 Landen Thomas 04/16/2026 Regular 0.00 301.75 310895 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Basketball Scorek…Invoice 04/15/2026 Basketball Scorekeeping 0.00 301.75 001-113-43650 Basketball League Expens… Basketball Scorekeeping 301.75 LED01 Ledger Dispatch 04/16/2026 Regular 0.00 373.56 310896 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 48475 Invoice 04/15/2026 Building Code Update Ordinance PH 0.00 175.76 001-109-42750 PHNOTICES-Planning Building Code Update Ordinance… 175.76 48631 Invoice 04/15/2026 LHMP PH 0.00 87.68
001-109-42750 PHNOTICES-Planning LHMP PH 87.68
48632 Invoice 04/15/2026 ORD 380 PH 0.00 110.12
001-109-42750 PHNOTICES-Planning ORD 380 PH 110.12
LES02 LESLIE'S POOL SUPPLIES, I 04/16/2026 Regular 0.00 5,215.45 310897 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 03010-01-086606 Invoice 04/15/2026 Pool Supplies 0.00 5,215.45 001-114-42025 Supplies-Chem-Swimmin… Pool Supplies 5,215.45 PET08 Mason Peters 04/16/2026 Regular 0.00 240.70 310898 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount

04.06.2026 Invoice 04/15/2026 March 2026 CSJVRMA Mileage reimburse… 0.00 240.70 001-105-42760 Travel,Conf,Trg-Finance Mileage 122.76
003-105-42760 Travel,Conf,Trg-Finance Mileage 14.44
010-105-42760 Travel,Conf,Trg-Finance Mileage 79.43
080-105-42760 Travel,Conf,Trg-Finance Mileage 24.07
MCM02 MCMASTER-CARR SUPPLY CO 04/16/2026 Regular 0.00 324.50 310899 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 61627405 Invoice 04/15/2026 WWTP Supplies 0.00 324.50
010-151-42830 O&M-SewerPlt-SewerTre… WWTP Supplies 324.50 MUT01 MUTUAL OF OMAHA 04/16/2026 Regular 0.00 622.18 310900 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000701 Invoice 03/06/2026 LTD Premiums 0.00 188.41
001-000-20480 P/R-MedicalHealthPay. LTD Premiums 188.41 INV0000719 Invoice 03/06/2026 Short Term Disab Premiums 0.00 122.68 001-000-20480 P/R-MedicalHealthPay. Short Term Disab Premiums 122.68 INV0000743 Invoice 03/20/2026 LTD Premiums 0.00 188.41
001-000-20480 P/R-MedicalHealthPay. LTD Premiums 188.41 INV0000761 Invoice 03/20/2026 Short Term Disab Premiums 0.00 122.68 001-000-20480 P/R-MedicalHealthPay. Short Term Disab Premiums 122.68 NAP01 NAPA AUTO PARTS 04/16/2026 Regular 0.00 465.23 310901 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount STMT0326 Invoice 04/15/2026 Maintenance Supplies 0.00 465.23 010-151-42850 VehicleMaintna-SewerTr… Maintenance Supplies 225.04 010-152-42850 VehicleMaintna-SewerCol… Maintenance Supplies 240.19 PEA01 PEACE OFFICERS RESEARCH A 04/16/2026 Regular 0.00 68.00 310902 162
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 8 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000711 Invoice 03/06/2026 POA Union Dues - Sutter Creek 0.00 34.00 001-000-20470 P/R-PORACDues POA Union Dues - Sutter Creek 34.00 INV0000753 Invoice 03/20/2026 POA Union Dues - Sutter Creek 0.00 34.00 001-000-20470 P/R-PORACDues POA Union Dues - Sutter Creek 34.00 PIT04 PITNEY BOWES GLOBAL FINAN 04/16/2026 Regular 0.00 240.60 310903 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 4414422-004019… Invoice 04/15/2026 Lease Settlement Quote 0.00 240.60 001-105-42015 Gen.Supplies-Finance Lease Settlement Quote 122.71 003-105-42015 Gen.Supplies-Finance Lease Settlement Quote 21.65 080-105-42015 Gen.Supplies-Finance Lease Settlement Quote 19.25 080-105-42015 Gen.Supplies-Finance Lease Settlement Quote 76.99 POR01 PORAC Legal Defense Fund 04/16/2026 Regular 0.00 76.00 310904 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000699 Invoice 03/06/2026 City of Sutter Creek Legal Defense Fund D… 0.00 38.00 001-000-20470 P/R-PORACDues City of Sutter Creek Legal Defen… 38.00 INV0000741 Invoice 03/20/2026 City of Sutter Creek Legal Defense Fund D… 0.00 38.00 001-000-20470 P/R-PORACDues City of Sutter Creek Legal Defen… 38.00 PRI08 PRINCIPAL LIFE INS. COMPA 04/16/2026 Regular 0.00 2,039.50 310905 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000696 Invoice 03/06/2026 Dental Premiums 0.00 913.56 001-000-20480 P/R-MedicalHealthPay. Dental Premiums 913.56 INV0000720 Invoice 03/06/2026 Vision Premiums 0.00 106.19 001-000-20480 P/R-MedicalHealthPay. Vision Premiums 106.19 INV0000738 Invoice 03/20/2026 Dental Premiums 0.00 913.56 001-000-20480 P/R-MedicalHealthPay. Dental Premiums 913.56 INV0000762 Invoice 03/20/2026 Vision Premiums 0.00 106.19 001-000-20480 P/R-MedicalHealthPay. Vision Premiums 106.19 REP01 REPUBLIC SERVICES #594 04/16/2026 Regular 0.00 757.34 310906 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0594-000219292 Invoice 04/15/2026 Trash Service 0.00 149.04 010-151-42045 Sludge-SewerTreatment Trash Service 149.04 0594-000220306 Invoice 04/15/2026 Trash Service 0.00 608.30 010-151-42045 Sludge-SewerTreatment Trash Service 608.30 RID02 Ridgeline Municipal Strategies, LLC 04/16/2026 Regular 0.00 4,133.75 310907 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25054-01 Invoice 04/15/2026 WWTP Funding Consulting Service 0.00 4,133.75 014-151-69400 Equipment - Sewer Capital… WWTP Funding Consulting Servi… 4,133.75 SEI01 SEIU Local 1021 04/16/2026 Regular 0.00 344.04 310908 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000717 Invoice 03/06/2026 City of Sutter Creek SEIU Dues 0.00 10.20 001-000-20490 P/R-S.C.EmployeesAsso City of Sutter Creek SEIU Dues 10.20 INV0000718 Invoice 03/06/2026 SEIU Union Dues - Sutter Creek Local 1021 0.00 161.82 001-000-20490 P/R-S.C.EmployeesAsso SEIU Union Dues - Sutter Creek … 161.82 INV0000759 Invoice 03/20/2026 City of Sutter Creek SEIU Dues 0.00 10.20 163
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 9 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 001-000-20490 P/R-S.C.EmployeesAsso City of Sutter Creek SEIU Dues 10.20 INV0000760 Invoice 03/20/2026 SEIU Union Dues - Sutter Creek Local 1021 0.00 161.82 001-000-20490 P/R-S.C.EmployeesAsso SEIU Union Dues - Sutter Creek … 161.82 SIE28 Sierra Tire Co 04/16/2026 Regular 0.00 1,471.73 310909 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3314 Invoice 04/15/2026 2008 Dodge Ram New Tires 0.00 1,471.73 010-151-42850 VehicleMaintna-SewerTr… 2008 Dodge Ram New Tires 1,471.73 STE12 STEINS AUTO CARE 04/16/2026 Regular 0.00 1,311.64 310910 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 031173 Invoice 04/15/2026 2022 Dodge Ram 3500 Yearly Inspection 0.00 673.59 010-151-42850 VehicleMaintna-SewerTr… 2022 Dodge Ram 3500 Yearly In… 673.59 031184 Invoice 04/15/2026 2008 Dodge 2500 Yearly Inspection 0.00 638.05 010-151-42850 VehicleMaintna-SewerTr… 2008 Dodge 2500 Yearly Inspect… 638.05 SUT32 Sutter Creek Visitor Cent 04/16/2026 Regular 0.00 150.00 310911 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 04032026 Invoice 04/15/2026 76 Main Street History Banners 0.00 150.00 001-115-42745 Advertising-Promotions 76 Main Street History Banners 150.00 DUB01 Tom Dubois 04/16/2026 Regular 0.00 1,250.00 310912 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount April2026 Invoice 04/15/2026 Housing Stipend April 2026 0.00 1,250.00 001-104-40065 Health/LifeIns-CITYMAN… Housing Stipend April 2026 437.50 003-104-40065 EmployeeBenefi-CityMan… Housing Stipend April 2026 62.50 010-104-40065 Health/LifeIns-CITYMAN… Housing Stipend April 2026 437.50 080-104-40065 EmployeeBenefi-CityMan… Housing Stipend April 2026 312.50 UPC01 UP COUNTRY POOL CENTER 04/16/2026 Regular 0.00 215.33 310913 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 55847 Invoice 04/15/2026 Pool Supplies 0.00 215.33
001-114-42025 Supplies-Chem-Swimmin… Pool Supplies 215.33 USA01 USA BlueBook 04/16/2026 Regular 0.00 1,609.29 310914 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV00994225 Invoice 04/15/2026 WWTP Supplies 0.00 782.95 010-152-42830 O&M-SewerPlt-SewerColl… WWTP Supplies 782.95 INV00995268 Invoice 04/15/2026 WWTP Supplies 0.00 748.15 010-151-42031 EquipmtMaint.-SewerTre… WWTP Supplies 748.15 INV01008445 Invoice 04/15/2026 WWTP Supplies 0.00 78.19 010-152-42830 O&M-SewerPlt-SewerColl… WWTP Supplies 78.19 VIO01 VIOLICH/SORACCO 04/16/2026 Regular 0.00 875.00 310915 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount

04.01.2026 Invoice 04/15/2026 Parking Lot Lease 0.00 875.00 001-113-42205 Lease-Prkglot-Parks&Recr… Parking Lot Lease 875.00 WAY02 WAYNE'S LOCKSMITH SERVICE 04/16/2026 Regular 0.00 731.77 310916 164
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 10 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount i16034 Invoice 04/15/2026 Bryson Park Bathroom Lock 0.00 304.18 073-113-69600 Improvements-Parks&Rec… Bryson Park Bathroom Lock 304.18 i16080 Invoice 04/15/2026 Bryson Park Bathroom Lock 0.00 427.59 073-113-69600 Improvements-Parks&Rec… Bryson Park Bathroom Lock 427.59 WEB01 Weber, Ghio & Assoc, Inc. 04/16/2026 Regular 0.00 20,320.10 310917 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount February 2026 En…Invoice 04/15/2026 February 2026 Engineering Services 0.00 20,320.10 001-110-43300 PlanChk&Insp-BuildingDE… February 2026 Engineering Servi… 2,195.95 001-111-42300 E&PReimbEngr.-Engineer… February 2026 Engineering Servi… 3,121.25 001-111-42300 E&PReimbEngr.-Engineer… February 2026 Engineering Servi… 1,627.25 001-111-42300 E&PReimbEngr.-Engineer… February 2026 Engineering Servi… 7,343.00 001-111-43250 Engineering-Engineering February 2026 Engineering Servi… 1,696.80 001-111-43250 Engineering-Engineering February 2026 Engineering Servi… 1,828.30 001-111-43250 Engineering-Engineering February 2026 Engineering Servi… 285.00 001-111-43300 PlanChk&Insp-Engineering February 2026 Engineering Servi… 391.35 073-113-69600 Improvements-Parks&Rec… February 2026 Engineering Servi… 1,831.20 WEL06 WELLS FARGO FINANCIAL LEA 04/16/2026 Regular 0.00 239.25 310918 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 50368096934 Invoice 04/15/2026 Lease 0.00 239.25
001-105-42015 Gen.Supplies-Finance Lease 100.49
003-105-42015 Gen.Supplies-Finance Lease 19.14
080-105-42015 Gen.Supplies-Finance Lease 74.17
080-105-42015 Gen.Supplies-Finance Lease 26.32
080-105-42015 Gen.Supplies-Finance Lease 19.13
WIZ01 WIZIX TECHNOLOGY GROUP, I 04/16/2026 Regular 0.00 31.90 310919 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 04062026 Invoice 04/15/2026 Printer Usage Fees 0.00 31.90 001-610-42031 EquipmtMaint.-CentralSe… Printer Usage Fees 15.95 010-610-42031 EquipmtMaint.-CentralSe… Printer Usage Fees 15.95 AMA08 Amador Co Sheriff's Dept 04/21/2026 Regular 0.00 431.95 310920 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 03132026 Invoice 04/15/2026 MDT February 2026 0.00 431.95 001-106-42710 Communications-PoliceD… MDT February 2026 431.95 COT01 COLE HUBER LLP 04/21/2026 Regular 0.00 8,852.00 310921 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2004643515 Invoice 04/16/2026 Legal Services 0.00 8,852.00 001-613-43350 Speciallegal-LEGALSERVIC… Legal Services 8,852.00 HAU02 HAUGE BRUECK ASSOCIATES, 04/21/2026 Regular 0.00 5,556.00 310922 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2067 Invoice 04/16/2026 Planning Services 0.00 5,556.00 001-111-42300 E&PReimbEngr.-Engineer… sutter creek ranch gold rush 308.00 001-111-42300 E&PReimbEngr.-Engineer… gold dust trail 160.00 001-111-42300 E&PReimbEngr.-Engineer… bryson cottages 520.00 001-111-42300 E&PReimbEngr.-Engineer… general planning services 4,568.00 HUN04 HUNT & SONS, INC 04/21/2026 Regular 0.00 5,543.68 310923 165
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 11 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 13436 Invoice 04/15/2026 Fuel 0.00 2,281.86
001-106-42020 FUEL-PoliceDept Fuel 1,100.43
001-113-42020 FUEL-Parks&Recreat Fuel 701.22
003-112-42020 FUEL-Streets/Roads Fuel 296.97
010-151-42020 FUEL-SewerTreatment Fuel 165.45
080-160-42020 FUEL-SewerARSA Fuel 17.79
26301 Invoice 04/15/2026 Fuel 0.00 3,261.82
001-106-42020 FUEL-PoliceDept Fuel 1,857.46
001-113-42020 FUEL-Parks&Recreat Fuel 893.15
003-112-42020 FUEL-Streets/Roads Fuel 22.08
010-151-42020 FUEL-SewerTreatment Fuel 444.97
080-160-42020 FUEL-SewerARSA Fuel 44.16
MEY01 JOHN M MEYER, PH.D 04/21/2026 Regular 0.00 400.00 310924 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount STEVENS_EVAL Invoice 04/15/2026 Kristina Stevens Psych Eval 0.00 400.00 001-106-40065 Health/LifeIns-PoliceDept Kristina Stevens Psych Eval 400.00 LEN01 LENSLOCK INC. 04/21/2026 Regular 0.00 106.34 310925 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 577402977 Invoice 04/15/2026 Body Cam Services 0.00 106.34 001-106-42096 SafetyEquip-PoliceDept Body Cam Services 106.34 HAL07 Bill Hale 04/27/2026 Regular 0.00 650.00 310926
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount ReimbApr2026 Invoice 04/23/2026 Reimburse Resident for Sewer Backup 0.00 650.00 010-152-42830 O&M-SewerPlt-SewerColl… Reimburse Resident for Sewer B… 650.00 STO10 COREY STONE 04/27/2026 Regular 0.00 301.00 310927 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount PerDiemApr2026 Invoice 04/23/2026 Meals Per Diem for WWTP Expo in Tahoe 0.00 301.00 010-151-42760 Travel,Conf,Trg-SewerTre… Meals Per Diem for WWTP Expo … 301.00 JOL01 JEFFERY JOLLEY 04/27/2026 Regular 0.00 301.00 310928 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount PerDiemApril2026 Invoice 04/23/2026 Meals Per Diem for WWTP Expo in Tahoe 0.00 301.00 010-151-42760 Travel,Conf,Trg-SewerTre… Meals Per Diem for WWTP Expo … 301.00 ACC03 ACC BUSINESS 04/17/2026 Virtual Payment 0.00 755.58 APA000001 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3010553118 Invoice 04/15/2026 City Internet Services 0.00 755.58 010-610-42435 NetworkSvcsCo-CentralSe… City Internet Services 377.79 080-610-42436 InternetServic-CentralServ… City Internet Services 377.79 ALP01 ALPHA ANALYTICAL LABORATO 04/17/2026 Virtual Payment 0.00 1,621.00 APA000002 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount #6039123 Invoice 04/15/2026 Lab Analysis 0.00 1,621.00
010-151-42015 Supplies-Lab-SewerTreat… Lab Analysis 65.00 010-151-42015 Supplies-Lab-SewerTreat… Lab Analysis 1,556.00 CIN02 AT&T Mobility 04/17/2026 Virtual Payment 0.00 269.36 APA000003 166
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 12 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 287257252969X… Invoice 04/15/2026 Cellular Service 0.00 269.36 001-106-42710 Communications-PoliceD… Cellular Service 97.64 080-610-42710 Communications-Central… Cellular Service 171.72 COM16 COMCAST BUSINESS 04/17/2026 Virtual Payment 0.00 153.90 APA000004 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount April Internet Ser… Invoice 04/15/2026 April Internet Service 0.00 153.90 001-113-42435 NetworkSvcsCo-Parks&Re… April Internet Service 153.90 LOW01 LOWE'S BUSINESS ACCOUNT 04/17/2026 Virtual Payment 0.00 2,301.29 APA000005 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount March 2026 Invoice 04/15/2026 Maintenance Supplies March 2026 0.00 2,301.29 001-113-42030 Repair/Maint-Parks&Recr… Maintenance Supplies March 20… 554.27 001-113-42030 Repair/Maint-Parks&Recr… Maintenance Supplies March 20… 8.17 001-113-42030 Repair/Maint-Parks&Recr… Maintenance Supplies March 20… 651.95 003-112-42015 Gen.Supplies-Streets/Roa… Maintenance Supplies March 20… 561.76 010-151-42830 O&M-SewerPlt-SewerTre… Maintenance Supplies March 20… 217.26 080-160-42030 Repair/Maint-SewerARSA Maintenance Supplies March 20… 307.88 NAT09 NATIONWIDE 04/17/2026 Virtual Payment 0.00 653.00 APA000006 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 03092026 Invoice 04/15/2026 Surety Bond CA Govt EE Theft Policy 0.00 653.00 001-610-42755 RiskManagement-Central… Surety Bond CA Govt EE Theft Po… 326.50 010-610-42755 RiskManagement-Central… Surety Bond CA Govt EE Theft Po… 326.50 PAC02 PG&E (Electric,Gas) 04/17/2026 Virtual Payment 0.00 6,278.53 APA000007 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 03292026 Invoice 04/15/2026 Electric + Gas Utilities 0.00 6,278.53 001-102-42810 PG&EUtilities-CityClerk Electric + Gas Utilities 73.13 001-104-42810 PG&EUtilities-CityManager Electric + Gas Utilities 43.01 001-106-42810 PG&EUtilities-PoliceDept Electric + Gas Utilities 421.44 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 490.70 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 102.36 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 57.86 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 463.63 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 82.17 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 1,966.73 001-113-42810 PG&EUtilities-Parks&Recr… Electric + Gas Utilities 78.69 003-104-42810 PG&EUtilities-CityManager Electric + Gas Utilities 8.59 010-102-42810 PG&EUtilities-CityClerk Electric + Gas Utilities 8.60 010-104-42810 PG&EUtilities-CityManager Electric + Gas Utilities 17.21 010-105-42810 PG&EUtilities-Finance Electric + Gas Utilities 37.93 010-105-42810 PG&EUtilities-Finance Electric + Gas Utilities 134.86 010-105-42810 PG&EUtilities-Finance Electric + Gas Utilities 214.94 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 1,672.40 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 128.85 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 10.15 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 12.55 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 25.30 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 88.75 010-151-42810 PG&EUtilities-SewerTrea… Electric + Gas Utilities 83.45 080-102-42810 PG&EUtilities-CityClerk Electric + Gas Utilities 4.30 080-104-42810 PG&EUtilities-CityManager Electric + Gas Utilities 17.21 080-105-42810 PG&EUtilities-Finance Electric + Gas Utilities 33.72 167
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 13 of 14
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number PAC01 PG&E (Lighting District) 04/17/2026 Virtual Payment 0.00 3,272.56 APA000008 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount FEB2026 Invoice 04/15/2026 City Lighting Invoices 0.00 3,272.56 003-112-42815 StreetLights-Streets/Roads Sierra West Business Park 158.10 003-112-42815 StreetLights-Streets/Roads City Lighting Invoices 166.79 003-112-42815 StreetLights-Streets/Roads Church St 147.53 003-112-42815 StreetLights-Streets/Roads Main St 2,246.20 003-112-42815 StreetLights-Streets/Roads Valley View/Bowers 58.18 003-112-42815 StreetLights-Streets/Roads Sutter Crest & Manor St 381.00 004-145-42815 StreetLights-CrestViewLgt Crestview Estates 114.76 QUA03 QUADIENT LEASING USA, INC. 04/17/2026 Virtual Payment 0.00 176.79 APA000009 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount Q2274856 Invoice 04/15/2026 Mail Machine Lease 0.00 176.79 001-105-42015 Gen.Supplies-Finance Mail Machine Lease 90.16 003-105-42015 Gen.Supplies-Finance Mail Machine Lease 15.91 080-105-42015 Gen.Supplies-Finance Mail Machine Lease 56.57 080-105-42015 Gen.Supplies-Finance Mail Machine Lease 14.15 Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code AP-Sutter Creek Summary
Bank Drafts
EFT's
67 0
3 0
3 0.00

0.00 0.00

0.00 0.00
82 0.00
Payment
213,356.18

0.00 0.00

0.00 1,260.00
230,098.19
Payable
Count
115
0 0
0 3
127
Virtual Payments 9 9 0.00 15,482.01
168
Section 12, Item D.

Check Report Date Range: 04/01/2026 - 04/30/2026
5/5/2026 9:11:25 AM Page 14 of 14
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
67 0
3 0
3 0.00

0.00 0.00

0.00 0.00
82 0.00
213,356.18

0.00 0.00

0.00 1,260.00
230,098.19
115
0 0
0 3
127
Fund Name Period Amount
Fund Summary
999 Pooled Cash 4/2026 230,098.19
230,098.19
169
Section 12, Item D.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer ______________________________________________________________________________

STAFF REPORT
TO: THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL MEETING DATE: MAY 18, 2026
FROM: TAYLERED MARKETING
SUBJECT: APRIL 2026 MONTHLY REPORT - SOCIAL MEDIA DATA ANALYSIS Executive Summary — Social Media Performance Report
City of Sutter Creek | April 2026
The City of Sutter Creek’s social media presence continued to experience strong growth and engagement throughout April 2026 across both Instagram and Facebook platforms. Content strategy remained focused on community storytelling, tourism promotion, historic charm, local events and lifestyle-driven visuals that showcase the character of Sutter Creek.

Combined platform performance demonstrated continued success in increasing visibility, strengthening community engagement and attracting new audiences beyond existing followers.

Instagram Performance Highlights
During April 2026, the City’s Instagram account generated 26,634 total views, with 63.8% of views coming from non-followers, indicating strong success in reaching new audiences and increasing awareness of Sutter Creek as a destination community.

Additional Instagram highlights included:
● 2,693 accounts reached (+38.6%)
● 780 followers total
● 38 new followers gained
● 3.6% follower growth
Content Performance
Top-performing content focused heavily on:
● Historic tourism experiences
● Downtown shopping
● Community events
● Lifestyle and destination storytelling
Highest-performing posts included:
● “49 Days of Wagon Train” Reel — 13K views
● Downtown mural/shopping feature — 12K views
● Shopping lifestyle Reel — 9.2K views
● Historic downtown carriage content — 7.6K views
170
Section 12, Item E.
2 [Type text]
Instagram Engagement
● 472 likes
● 97 shares
● 10 saves
● 121 profile activities
● 119 profile visits
Instagram Audience Demographics
The Instagram audience continues to align strongly with the City’s target tourism and visitor demographic:
● 79.4% women
● Largest age groups:
○ Ages 35–44: 24.5%
○ Ages 45–54: 24.2%
○ Ages 55–64: 21.6%
Top audience locations included:

1. Sutter Creek

2. Pine Grove

3. Jackson

4. Ione

5. Stockton
Facebook Performance Highlights
The City’s Facebook page also demonstrated significant month-over-month growth during April 2026, reinforcing Facebook’s continued importance as a community engagement and informational platform.

Facebook Analytics
Over the last 28 days, Facebook performance included:
● 32,108 total views (+51%)
● 1,877 engagements (+48%)
● 28 net new followers (+27%)
Top Performing Facebook Content
Top-performing Facebook content centered around:
● Community snapshots and local event coverage
● Seasonal city updates
● Tourism and lifestyle visuals
● Informational city announcements
Highest-performing posts included:
● Historic carriage and downtown imagery — 6,472 views
● Pool season announcement — 4,907 views
Video-based informational content also performed strongly for follower growth, particularly:
● “Sutter Creek Scoop” with City Manager
● “Quick City Update” videos
171
Section 12, Item E.
18 Main St., Sutter Creek, CA 95685 • Telephone: (209)267-5647 • Fax: (209)267-1655 • TTY: 711 The City of Sutter Creek is an equal opportunity service provider and employer These types of direct-to-community informational videos generated the highest net follower growth on Facebook during the reporting period.

Facebook Audience Demographics
Facebook audience demographics indicate strong engagement among established community members and long-term residents:
● 74% women
● 26% men
Largest audience age groups:
● Ages 65+: 32.8%
● Ages 55–64: 24.5%
● Ages 45–54: 20.5%
Top audience locations included:

1. Sutter Creek — 31.7%

2. Jackson — 20.6%

3. Pine Grove — 11.5%
Overall Observations
April 2026 analytics demonstrate continued momentum in positioning Sutter Creek as a vibrant, engaging, and community-centered destination online.

Key takeaways from April performance include:
● Strong growth in non-follower reach and visibility
● Increased engagement across both platforms
● High-performing tourism and lifestyle content
● Continued success with historic visuals and local storytelling ● Positive response to informational video updates from City leadership ● Strong engagement from women ages 35+ across both platforms Overall, the City’s social media strategy continues to successfully balance tourism promotion, resident engagement, event marketing and community storytelling while increasing visibility and strengthening audience connection to Sutter Creek.
172
Section 12, Item E.

Page 1 of 1 ends

Sutter Creek City CouncilMay 18, 2026

Sutter Creek City Council
May 18, 2026