Agenda packet — Trinidad City Council, October 14, 2025 (part 2 of 2)

• Coordinate and participate in the development of grant applications. • Coordinate and participate in the preparation of grant compliance reports. • Administer program budgets and monitor budget accounts. • Perform responsible and complex administrative and technical support work involving the use of independent judgment, and personal initiative. • Draft reports, correspondence, and resolutions to support grant applications. • Maintain integrity of work by taking responsibility and accountability for completion of work.
• Create, organize, and maintain accurate and complete records, notes, and other documents related to areas of assignment.
• Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Effectively represent the City in meetings with individuals; governmental agencies; community groups; and various business, professional, and regulatory organizations. • Communicate clearly and concisely, both orally and in writing. • Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

PHYSICAL, ENVIRONMENTAL, AND WORKING CONDITIONS:

Physical Demands
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; and to attend meetings and to visit various sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.

Employees must possess the ability to lift, carry, push, and pull materials and objects up to 25 pounds.

Environmental Elements
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

Working Conditions
May be required to work a varied schedule of hours, which may include evenings, weekends, and holidays.

SPECIAL PROJECTS MANAGER

DEFINITION
Under administrative direction is responsible for ongoing duties and specifically assigned projects that require experience in administration and the ability to effectively interact with other personnel, governmental organizations, members of the public, and the City Council; oversees and manages grants and contracts; provides highly responsible and complex support to the City Manager, and performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This classification is a single incumbent, management level classification allocated only to the City Manager’s office. The incumbent performs managerial and administrative work of a highly responsible nature. The incumbent is expected to coordinate and oversee a variety of complex and confidential matters, including, but not limited to, legislative policy analysis and intra/intergovernmental relations, grant management, and contract administration.

SUPERVISION RECEIVED AND EXERCISED
Typically reports to the City Manager or designee. May oversee the work of consultants and contractors. Exercises direct and indirect supervision over assigned staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification.

These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Serves as a subject matter expert and uses technical and analytical expertise to develop findings.
• Plans, develops and implements the policies, goals, objectives, and priorities of the City Manager’s office, ensuring a high level of public relations and customer service to the community and others.
• Prepares reports, attends meetings, and makes public presentations associated with assigned responsibilities.
• Performs legislative analysis and review, as necessary. • Manages grant projects and maintains grant records and files in accordance with grant agreements and requirements.
• Reviews and processes grant expenses including payroll, consultant and contractor grant project invoices; tracks grant tasks, schedule and deliverables; prepares and submits grant reimbursement requests/invoices.
• Develops and administers budgets related to areas of assignment. • Confers with members of the public, press, and legislative bodies to explain city policies, procedures, and positions on various issues as assigned. • Represents the City Manager's office in relations with public and private organizations.

Special Projects Manager

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• Coordinates work with City staff, the general public, and external agencies; may represent the City on various committees; and prepares and makes presentations to the public, elected officials, boards, and other stakeholders.
• Performs other related duties as required.

MINIMUM QUALIFICATIONS
Education and Experience
The knowledge, skills, and abilities listed above may be acquired through various types of training, education, and experience. A typical way to acquire the required knowledge and abilities would be:
• Equivalent to a bachelor's degree from an accredited four-year college or university in business or public administration, finance, communication, or a closely related field. • Four (4) years of progressively responsible experience in municipal administration and management, including two (2) years of experience in grant administration, writing, and management.

Licenses and Certificates
For specific positions, possession and maintenance of a valid California driver's license and the ability to meet automobile insurability requirements of the City or the ability to provide suitable transportation needs as a condition of continued employment.

Knowledge of:
• Principles, practices, and procedures of public administration as applied to municipal • government operations.
• Principles and practices of municipal budget preparation, and administration.

Principles and practices of grant administration and contract management. • Grant funding resources and information/research sources; grant management and compliance techniques.
• Principles and practices of effective project management, problem-solving and conflict negotiation.
• Applicable federal, state, and local laws, codes, regulations, and standards. • Principles and practices of employee supervision, including work planning, assignment, review, evaluation, and training of staff in work procedures. • Techniques for providing a high level of customer service in person and over the telephone.
• Modern office procedures, methods, computer software and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Manage assigned operations/programs; ensure ongoing compliance with strategic objectives and performance measures.

Special Projects Manager

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• Independently compose resolutions, ordinances, and correspondence consistent with appropriate formats and legal requirements.
• Develop and implement policies and procedures.
• Manage assigned budgets, contracts, grants, and external service providers. • Create, organize, and maintain accurate and complete records, notes, and other documents related to areas of assignment.
• Prepare and oversee the preparation of reports, grant proposals, documents, and presentations.
• Create and provide informative presentations to stakeholders, elected officials, City leadership, and the public.
• Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Effectively represent the City under diverse circumstances in meetings with individuals, governmental agencies; community groups; and various business, professional, and regulatory organizations.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Work well under the pressure of deadlines and in emergency situations. • Plan, organize, and coordinate the work of assigned staff; provide training, leadership, and work direction.
• Communicate clearly and concisely, both orally and in writing. • Operate a computer and standard business software programs and databases related to the area of assignment.
• Establish and maintain effective working relationships with those contacted in the course of the work.

PHYSICAL, ENVIRONMENTAL, AND WORKING CONDITIONS:

Employees must possess the ability to lift, carry, push, and pull materials and objects up to 25 pounds.

Working Conditions
Special Projects Manager

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May be required to work a varied schedule of hours, which may include evenings, weekends, and holidays.

SUPERVISOR TREATMENT PLANT OPERATIONS

AND PUBLIC WORKS

DEFINITION
Under administrative direction, supervises, trains, and participates in the work of staff responsible for water pumping, distribution, and treatment plant systems; and public works maintenance duties; interacts with the public, and oversees construction projects and contractors; and performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
This is a single incumbent classification required to be fully trained in all procedures related to areas of assignment, able to independently serve as shift operator for the City’s water treatment plant, and perform the most complex duties associated with water treatment activities. The incumbent has overall responsibility for maintenance and operational activities, the safety and supervision of assigned staff; and performs all administrative functions of a supervisory classification.

SUPERVISION RECEIVED AND EXERCISED
Reports to and receives supervision from the City Manager or designee. Oversees the work of consultants and contractors. Exercises direct and indirect supervision over assigned staff.

EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification.

These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Performs daily monitoring of all equipment associated with the water treatment plant. • Oversees and participates in repairs to main breaks and water leaks throughout the distribution system, and assists with flushing fire hydrants. • Take samples from various locations and of various treatment plant processes; reads instruments and records findings.
• Responds to emergency situations; answers questions, and responds to inquiries from the public relating to water treatment activities.
• Oversees and assists in the performance of a variety of tasks in the construction, operation, and maintenance of streets, parks, buildings, and related City-owned equipment, facilities, and other properties.
• Oversees and assists in vegetation control, landscape and trail maintenance, and other maintenance activities on city property.
• Works cooperatively with Grant Coordinator: collects data, keeps records, and monitors progress of grant-funded projects.
• Performs a variety of technical tasks related to regulatory compliance, program development, and process or program implementation for water treatment and distribution compliance.

Supervisor - Treatment Plant Operations and Public Works

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• Prepares, reviews, and maintains operating reports, work orders, and records as state regulations require.
• Assists with preparation and monitoring of department budget. • Represents the department to outside agencies and organizations; participates in outside community and professional groups; provides technical assistance as necessary. • Interacts with regulatory agencies regarding compliance issues related to areas of assignment.
• Ensures that assigned staff receive essential training for department certifications, employee safety practices, and proficiency in the use of equipment and vehicles. • Coordinates, develops, and conducts safety training programs, conducts safety training needs assessments, identifies training needs, and maintains related records. • Safely operates hand tools, power tools, small to heavy equipment, and city vehicles. • Engages with members of the public in a professional manner, responds to customer complaints, investigates the source of the complaint, develops a strategy to address the problem, and makes necessary repairs.
• Oversees the work of outside contractors and consultants as assigned. • Provides technical supervision and training to assigned staff. • Performs other related duties as required.

Education
• Equivalent to the completion of the twelfth grade.

Experience
• Three (3) years of experience in the operation and maintenance of a water treatment plant or distribution system, and public works maintenance and construction project oversight; including one (1) year of lead or supervisory experience.

Licenses and Certificates
For specific positions, possession and maintenance of a valid California driver's license and the ability to meet automobile insurability requirements of the City, or the ability to provide suitable transportation needs as a condition of continued employment.

State of California T2 Water Treatment certification and State of California D1 Water Distribution certification.

Knowledge of:

Supervisor - Treatment Plant Operations and Public Works

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• Methods and techniques associated with proper water treatment plant and water storage operations.
• Advanced principles of biology, chemistry, and mathematics. • Tools, materials, and equipment used in the operation and maintenance of water treatment plants and distribution systems.
• Operational procedures, equipment and maintenance related to water treatment plants. • Methods for troubleshooting equipment associated with the operation of a water treatment plant.
• Principles and practices of landscape and public facility maintenance and repair. • Principles and practices of employee supervision, including work planning, assignment, review, evaluation, and training of staff in work procedures. • Occupational hazards, standard safety practices, and state and federal regulations governing employees and workplace safety.
• Applicable federal, state, and local laws, codes, regulations, and standards. • Techniques for providing a high level of customer service in person and over the telephone. • Modern office procedures, methods, computer software and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

Ability to:
• Independently operate water treatment systems.
• Perform minor repairs and maintenance on pumps, valves, and electronic monitoring devices.
• Independently collect samples and interpret laboratory results. • Create, organize, and maintain accurate and complete records, notes, and other documents related to areas of assignment.
• Compose clear and concise reports, memos, and other documents for internal and external audiences; make oral presentations as required.
• Troubleshoot and resolve maintenance issues associated with treatment and distribution equipment.
• Operate a computerized water treatment plant SCADA system. • Understand, interpret, and apply all pertinent laws, codes, regulations, policies, procedures, and standards relevant to work performed.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Work well under the pressure of deadlines and in emergency situations. • Plan, organize, coordinate, and supervise the work of assigned staff; provide training, leadership, and work direction.
• Operate a computer and standard business software programs and databases related to the area of assignment.
• Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of the work.

PHYSICAL, ENVIRONMENTAL, AND WORKING CONDITIONS:

Physical Demands
Supervisor - Treatment Plant Operations and Public Works

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Must possess ability to use standard office equipment, including a computer; and to attend meetings and to visit various sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification bend, stoop, kneel, reach, push, and pull, and traverse uneven surfaces. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

Environmental Elements
Work is primarily performed indoors in a water treatment plant with various mechanical and electrical hazards and noise. Subject to contact with chemicals (e.g. chlorine, ammonia, etc.), confined spaces, foul odors and hazardous materials handling. Work is also performed outdoors on city property in variable weather conditions, with possible exposure to dust, fumes, dangerous or unpleasant conditions and substances, including noise, heat, cold, paint, traffic hazards, noxious plants, and wildlife.

Working Conditions
May be required to be on call and work a varied schedule of hours, which may include evenings, weekends, and holidays.

TREATMENT PLANT OPERATOR I/II/II –

PUBLIC WORKS SPECIALIST

DEFINITION
Under general supervision, performs a wide variety of operational, maintenance, and repair work in connection with water treatment and public works activities; repairs and maintains water distribution lines, hydrants, valves, and meters; keeps records of chemicals in the distribution system and in the operation of the water plant; reads water meters, repairs and/or maintains city roads, buildings, recreation areas, sanitation facilities, and the water distribution system; and performs other duties as assigned.

DISTINGUISHING CHARACTERISTICS
Treatment Plant Operator (TPO) I: This is the entry-level classification in the TPO series.

Initially, under close supervision, incumbents learn the duties of the position. As experience is gained, assignments may become more varied, complex, and difficult. Positions in this class typically have little or no directly related work experience. The TPO I is distinguished from the TPO II by the performance of basic tasks and duties assigned to positions within the series that do not require possession of a TPO Grade 2 certificate.

TPO II: This is the journey-level in the TPO series. Incumbents perform the full range of routine operations and maintenance tasks. Incumbents work with some autonomy and only occasional supervision. Positions in this class are usually flexibly staffed and may be filled by advancement from the TPO I level once the appropriate certification is obtained and performance expectations are met. The TPO II is distinguished from the TPO III in that the latter possesses a TPO Grade 3 certificate, which allows the TPO III to oversee shift operations.

TPO III: This is the advanced journey-level classification in the TPO series. Incumbents perform the full scope of duties required to operate a Grade 3 Water Treatment Plant and are expected to work independently, using sound judgment. They are fully trained in all procedures within their area of responsibility. They can serve as the assigned shift operator, ensuring the safe operation of the City’s treatment plant and maintaining continuous water quality monitoring. Positions in this class are typically flexibly staffed and may be filled through promotion from the TPO II level upon obtaining the required certification and meeting performance standards. This classification is distinct from the Supervisor – Treatment Plant Operations and Public Works, which holds supervisory responsibility for overall plant maintenance, operations, and the safety and oversight of assigned personnel.

SUPERVISION RECEIVED AND EXERCISED
Reports to and is supervised by the TPO and Public Works or designee. May oversee the work of consultants and contractors.

Treatment Plant Operator I/II/III – Public Works Specialist

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EXAMPLES OF DUTIES:

Below is a descriptive list of the range of duties performed by employees in this classification.

These examples are not intended to reflect all duties performed within the job, and not all duties listed are necessarily performed by each individual.
• Collects daily chlorine residuals from sampling sites. • Performs daily monitoring of all equipment associated with the water treatment plant, including pumps, turbidimeters, and filters.
• Assists with collecting a variety of samples, completes data sheets, and takes samples to lab.
• Assists with main breaks and water leaks throughout the distribution system and assists with flushing fire hydrants when needed; reads water meters monthly. • Responds to emergency situations; answers questions and responds to inquiries from the public relating to water treatment activities.
• Performs a variety of unskilled and semiskilled laboring tasks in the construction, operation, and maintenance of streets, parks, buildings, and related City-owned equipment, facilities, and other properties.
• Performs vegetation, landscape, and trail maintenance duties using a variety of small hand and power tools.
• Cleans and maintains restrooms, picks up litter, and empties garbage. • Assist in setting up and taking down tables, chairs, decorations, etc. for City-sponsored activities.
• Assesses and appropriately and quickly responds to operational issues; ensures adherence to safe work practices during assigned shift.
• Troubleshoots and assists less certified staff with questions regarding appropriate plant procedures, operations, and maintenance activities as required by local, State, and Federal rules and regulations
• Oversees the work of outside contractors and consultants as assigned. • TPO III may provide technical supervision and training to less certified staff on an assigned shift.
• Performs other related duties as required.

MINIMUM QUALIFICATIONS
Education and Experience
The knowledge, skills, and abilities listed above may be acquired through various types of training, education, and experience. A typical way to acquire the required knowledge and abilities would be:
• Equivalent to the completion of the twelfth grade; and. • TPO I: One (1) year of experience working in a construction or mechanical maintenance and repair activity.
• TPO II: Two (2) years of experience in the operation and maintenance of a water treatment plant or distribution system.

Treatment Plant Operator I/II/III – Public Works Specialist

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• TPO III: Three (3) years of experience in the operation and maintenance of a water treatment plant, including one (1) year as a T2 operator.

Licenses and Certificates
For specific positions, possession and maintenance of a valid California driver's license and the ability to meet automobile insurability requirements of the City, or the ability to provide suitable transportation needs as a condition of continued employment.

TPO I
Ability to obtain State of California T1 Water Treatment certification and State of California D1 Water Distribution certification within the second testing period following eligibility.

TPO II
State of California T2 Water Treatment certification and State of California D1 Water Distribution certification.

TPO III
State of California T3 Water Treatment certification and State of California D1 Water Distribution certification.

Knowledge of:

TPO I
• Purpose and the safe use of general construction hand and power tools. • Elementary mechanical principles and practices.
• Basic arithmetic to perform calculations.
• Safe work practices and related regulations.
• Applicable federal, state, and local laws, codes, regulations, and standards. • Techniques for providing a high level of customer service in person and over the telephone.
• Modern office procedures, methods, computer software and hardware. • Principles and practices of sound business communication; correct English usage, including spelling, grammar, and punctuation.

TPO II - in addition to the above:
• Principles and practices associated with operating a water treatment plant and associated facilities.
• Equipment used in the maintenance and operation of water treatment facilities. • Elementary electrical and hydraulic principles.
• Basic principles of biology, chemistry, and mathematics. • Basic sampling and water quality testing methods and techniques. • Basic drinking water standards and regulations.
• Basic water treatment and distribution practices and procedures. • Proper handling of hazardous materials.
• Basic principles of landscape and public facility maintenance.

Treatment Plant Operator I/II/III – Public Works Specialist

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TPO III – in addition to the above:
• Methods and techniques associated with proper water treatment plant and water storage operations.
• Advanced principles of biology, chemistry, and mathematics. • Tools, materials, and equipment used in the operation and maintenance of water treatment plants and distribution system.
• Operational procedures, equipment, and maintenance related to water treatment plants. • Methods for troubleshooting equipment associated with the operation of a water treatment plant.
• Principles and practices of landscape and public facility maintenance and repair.

Ability to:

TPO I
• Learn basic principles and procedures related to the operation and maintenance of a water treatment plant.
• Learn sampling methods and techniques.
• Learn principles of biology, chemistry, and mathematics. • Learn policies and procedures governing water treatment facilities. • Learn to perform skilled tasks associated with the operation and maintenance of water treatment facilities.
• Learn to read meters and gauges accurately.
• Learn to maintain accurate records and logs.
• Learn, understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed. • Learn the basics of landscape and public facility maintenance and repair. • Operate and use modern office equipment, including a computer and applicable software.
• Communicate clearly and concisely, both orally and in writing • Establish and maintain effective working relationships with those contacted in the course of work.

TPO II – in addition to the above:
• Document activities and maintain accurate reports and records. • Perform routine chemical tests of water.
• Perform skilled tasks associated with the operation and maintenance of water treatment facilities.
• Learn to assess the condition and maintenance requirements of water treatment facilities.
• Read gauges, meters, and other electrical instrumentation devices including a treatment plant SCADA system.
• Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Safely and efficiently perform landscape and facility maintenance and repair duties.

TPO III – in addition to the above:
• Independently operate water treatment systems.
• Perform minor repairs and maintenance on pumps, valves, and electronic monitoring devices.

Treatment Plant Operator I/II/III – Public Works Specialist

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• Independently collect samples and interpret laboratory results. • Operate a variety of equipment and changing technology related to water treatment in a safe and effective manner.
• Troubleshoot and resolve maintenance issues associated with treatment and distribution equipment.
• Interpret, apply, explain, and enforce city policies and procedures governing water • treatment facilities.
• Operate a computerized water treatment plant SCADA system. • Train and provide technical supervision to lower certified operators.

PHYSICAL, ENVIRONMENTAL, AND WORKING CONDITIONS:

Physical Demands
Must possess the ability to use standard office equipment, including a computer; and to attend meetings and to visit various sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification bend, stoop, kneel, reach, push, and pull, and traverse uneven surfaces. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

Environmental Elements
Work is primarily performed indoors in a water treatment plant with various mechanical and electrical hazards and noise. Subject to contact with chemicals (e.g., chlorine, ammonia, etc.), confined spaces, foul odors, and hazardous materials handling. Work is also performed outdoors on city property in variable weather conditions, with possible exposure to dust, fumes, dangerous or unpleasant conditions and substances, including noise, heat, cold, paint, traffic hazards, noxious plants, and wildlife.

Working Conditions
May be required to be on call and work a varied schedule of hours, which may include evenings, weekends, and holidays.

CITY OF TRINIDAD

COMPENSATION STUDY REPORT
SEPTEMBER 2025
Prepared for:
433 Trinity Street
Trinidad, CA 95570
Prepared By:

P.O. Box 1350
Carmel Valley, CA 93924
2025 COMPENSATION STUDY REPORT
1 EXECUTIVE SUMMARY ................................................................................................................2 SUMMARY OF FINDINGS AND RECOMMENDATIONS...............................................................................2 METHODOLOGY ..........................................................................................................................3 KICK-OFF MEETING ......................................................................................................................3 ORGANIZATIONAL DATA.................................................................................................................3 MARKET COMPARATORS ................................................................................................................3 SURVEYED CLASSIFICATIONS ............................................................................................................3 COMPENSATION COMPONENTS........................................................................................................4 DATA COLLECTION PROCESS .......................................................................................................5 DETERMINING MATCH CLASSIFICATIONS ............................................................................................5 COMPENSATION DATA COLLECTION ..................................................................................................6 FINDINGS AND ANALYSIS ............................................................................................................6 EXTERNAL MARKET FINDINGS..........................................................................................................6 BENEFIT FINDINGS ........................................................................................................................8 INTERNAL SALARY ALIGNMENT ANALYSIS..........................................................................................10 SALARY CONSIDERATIONS.........................................................................................................10 RECOMMENDATIONS................................................................................................................13 COMPENSATION POLICY ...........................................................................................................13

ATTACHMENTS
Attachment A – Compensation Data Worksheets
2025 COMPENSATION STUDY REPORT
2 EXECUTIVE SUMMARY
In March 2025, the City of Trinidad (City) engaged Regional Government Services (RGS) to conduct an agency-wide classification and total compensation study. Upon agreement with the draft classification recommendations, RGS began the total compensation in June 2025.

Acknowledging the need to periodically survey the external market to determine the City’s standing within the market, the purpose of the study was to:
• Determine the compensation for similar classifications in the City's identified comparable agencies.
• Determine the level of benefits provided by agencies comparable to similar classifications.
• Evaluate whether the City’s compensation and benefits are competitive with the job market, utilizing the data obtained from the City.
• Assist in the development of a compensation plan that is both externally competitive and internally equitable

SUMMARY OF FINDINGS AND RECOMMENDATIONS
The following is a summary of the study's findings and recommendations. More detailed descriptions are in the body of this report.

Compensation Findings
• Sufficient compensation data was found for three of the seven classifications. • None of the base pay salaries or total compensation for the City’s classifications are considered competitive with the market (+/- 5% of the median). • The base pay salaries for the City’s classifications are between 7.35% - 28.55% below the market median.
• The total compensation for the City’s classifications is between 10.81% - 24.71% below the market median.

Salary Recommendations
• Adjust salaries so the maximum top-step salary rate is within five percent of the market median.
• If fiscal restraints exist, develop a phased-in approach that provides for annual or biannual increases over a multi-year time period until the salaries for all classifications are competitive with the market.
• Memorialize the internal salary alignment structure as part of the City’s compensation policy (see below) to be used when conducting salary surveys or establishing new classifications.
2025 COMPENSATION STUDY REPORT
3 METHODOLOGY

KICK-OFF MEETING
RGS met with the City Manager and Director of Administrative Services in August 2024 to initiate the compensation study and discuss the various components of the study, such as the comparable agencies included in the study, classifications to be surveyed, and the compensation elements. In addition, information regarding agency expectations, timelines, data collection methods, deliverables, and other pertinent information was shared.

ORGANIZATIONAL DATA
RGS requested and reviewed key organizational materials and information to understand the City's current structure, policies, procedures, challenges, and practices related to compensation systems and administration. Those materials included:
• Organizational Charts
• Existing classification specifications
• Benefit summaries and employer/employee cost data
• Salary schedules
• Applicable policies, procedures, and ordinances

MARKET COMPARATORS
The City requested that RGS conduct an analysis to determine the comparable agencies to be surveyed for the study. RGS conducted a comparable agency analysis using various factors, such as cost of living, population served, operating budgets, number of employees, geographical location, and services provided.

Based on this analysis, RGS recommended the following ten (10) agencies be included in the study based on the criteria.
• City of Arcata • City of Plymouth
• City of Blue Lake • City of Portola
• City of Eureka • City of Rio Dell
• City of Ferndale • City of Westmorland
• City of Fortuna • County of Humboldt

SURVEYED CLASSIFICATIONS
The City requested seven (7) of the City’s current classifications be included in the study:
• Administrative Assistant • Special Projects Manager
• Assistant City Manager • Supervisor of Operations and Maintenance • City Manager • Treatment Plant Operator II
• Grant Coordinator 1 Classification titles reflect the recommendations from the classification study. 2025 COMPENSATION STUDY REPORT
4 COMPENSATION COMPONENTS
The compensation components for the study include the following:

Monthly Base Salary: The top of the salary range (excluding longevity salary steps). All figures are presented on a monthly basis.

Insurance
Medical Insurance: The maximum monthly amount the agency contributes to medical premiums for the employee and dependents. This amount is included in the total compensation calculation. The maximum monthly amount paid by the employee and the total cost is presented for informational purposes.

Dental Insurance: The maximum monthly amount the agency contributes to dental premiums for the employee and dependents. This amount is included in the total compensation calculation. The maximum monthly amount paid by the employee and the total cost is presented for informational purposes.

Vision Insurance: The maximum monthly amount the agency contributes to vision premiums for the employee and dependents. This amount is included in the total compensation calculation. The maximum monthly amount paid by the employee and the total cost is presented for informational purposes.

Retirement
Social Security (Employer share): This is the amount the employer pays toward the statutorily required employer contribution.

Social Security (Employee share): This is the amount the employee pays of the statutorily required employee share.

Employee Paid Member Contribution: The amount the employee pays of the employee’s statutory required contribution to the retirement system. This amount is presented for informational purposes.

Employee Paid Employer Contribution: The amount the employee agrees to pay of the statutorily required employer contribution to the retirement system. This amount is included in the total compensation calculation (shown as a negative number). 2025 COMPENSATION STUDY REPORT
5 Employer Paid Member Contribution: The amount the agency agrees to pay of the statutorily required employee contribution to the retirement system. This amount is included in the total compensation calculation.

Minimum Required Employer Contribution: The annual cost of service accrual for active employees for the upcoming fiscal year (Normal Cost).

Alternate Retirement Systems Contributions: The amount the agency contributes to an alternate retirement plan on behalf of the employee, either on a matching or non-matching basis.

Additional Benefits
Deferred Compensation Match or Contribution: This is the monthly amount the agency contributes to the agency-sponsored deferred compensation plan on behalf of the employee.

This amount is included in the total compensation calculation. If the contribution is based on longevity, the amount contributed at five years of service is used.

Other Compensation: This category includes any additional compensation benefits available to the incumbents in a classification.

While not included in the total compensation calculations, the following benefits data were collected for informational purposes.

Leaves
Vacation Leave: The number of vacation hours accrued per year by all employees in the classification after five years of employment.

Sick Leave: The number of sick hours accrued per year by all employees in the classification.

Holiday Leave: The number of holiday hours accrued per year by employees in the classification.

Administrative/Management/Personal Leave: The number of hours normally available to management to reward employees for extraordinary effort in lieu of overtime. Personal leave may be available to other groups of employees to augment vacation or other time off.

DATA COLLECTION PROCESS

DETERMINING MATCH CLASSIFICATIONS
One of the most critical factors in conducting a compensation study is ensuring the classifications selected from the comparator agencies match the City’s benchmark classifications as closely as possible. When comparing appropriate matches, the analysis must 2025 COMPENSATION STUDY REPORT
6 include more than job titles. Due to different titling conventions, job titles alone can be misleading. Therefore, a more extensive analysis is performed. The City's class specifications were analyzed, and RGS discussed specific aspects of various classifications with the City to ensure the most up-to-date and accurate information was used in the analysis. Classifications at the comparable agencies were compared to those at the City, and match classifications were determined using the following criteria:
• Education and experience requirements.
• Scope and complexity of the work.
• Knowledge, skills, and abilities required to perform the work. • Supervision received and exercised.
• Consequence of error.
• Special certification or license requirements.
• Organizational structure of the division/department where the classification is found.

RGS considers fewer than four (4) comparison matches insufficient for analysis. Fewer matches make salary variations more significant, and results may not accurately reflect the market.

COMPENSATION DATA COLLECTION
Compensation data was collected for each benchmark from the designated comparator agencies through websites, direct contact with agency human resources, finance, and management staff, and an in-depth review of agency documents, including class specifications, memoranda of understanding, organizational charts, personnel allocations, and budget documents. Despite multiple inquiries, the cities of Blue Lake and Westmoreland failed to respond to our requests for compensation data. Advisors verified salary and benefits data for the remaining agencies, analyzed the data received, and compared it to data obtained from the City.

The compensation charts provided include the median (midpoint) of the maximum monthly base pay and total compensation data. RGS recommends using the median instead of the mean, which is the average of all market data collected. The median is the exact midpoint, with 50% of market data below and 50% above. Unlike the mean, the median methodology eliminates distortion caused by exceptionally high or low salary values.

FINDINGS AND ANALYSIS

EXTERNAL MARKET FINDINGS
RGS collected salary and benefits for three of the seven classifications. However, insufficient match classifications were found for the following four classifications:
• Assistant City Manager • Special Projects Manager
• Grants Coordinator • Supervisor of Operations and Maintenance 2025 COMPENSATION STUDY REPORT
7 When analyzing compensation, it is customary to consider competitiveness in the relevant labor market. While the City may consider a different adjustment standard, as an industry rule, if a classification falls within five percent (5%) above or below the market, it is considered competitive based on our experience, and adjustments are not typically recommended. The five percent (5%) above or below market allows for slight differences between job duties, assignments, and benefits packages.

The charts and narrative below summarize the survey results and compare the City’s compensation with that of comparable agencies. Salary data reflects the top step of each salary range (excluding longevity) from both the City and the comparable agencies.

The Base Pay Comparison chart shows the percentage difference between the City’s base salary and the median base salary of all comparators. The City of Ferndale provided salary data but not complete benefits data (medical premiums). As a result, where applicable, the City of Ferndale is included in the base pay median but excluded from the total compensation median.

Base Pay Comparison

BENCHMARK CLASSIFICATION TITLE
Trinidad
Base
Salary
Market
Median
Salary
Trinidad to
Market
Median %
Top Step to the
Median of
Market
Administrative Assistant $4,217 $5,124 -17.70% Below
City Manager $12,908 $13,733 -7.34% Below
Treatment Plant Operator II $4,463 $5,655 -15.60% Below Top monthly salary market results show that:
• None of the base pay salaries for the City’s classifications are considered competitive with the market (+/- 5% of the median).
• One classification is below the market by more than 5% and less than 10% • Two classifications are below the market by more than 15% and less than 20%.

The Total Compensation Comparison chart shows the percentage difference between the City’s total compensation and the median total compensation of comparators. RGS collected retirement data for each of the comparable agencies. The agencies that are included in the Total Compensation Comparison use CalPERS for retirement. While RGS collected both CalPERS Classic and PEPRA members' rates, where applicable (see Attachment B), the figures below reflect PEPRA rates, as most City employees would fall under that plan. 2025 COMPENSATION STUDY REPORT
8 Total Compensation Comparison

BENCHMARK CLASSIFICATION TITLE
Trinidad
Total
Comp
Market
Median
Total
Comp
Trinidad to
Market
Median
Total Comp
Total Comp to
the Median of
Market
Administrative Assistant $6,562 $8,507 -22.85% Below
City Manager $16,296 $18,271 -10.81% Below
Treatment Plant Operator II $6,838 $8,628 -20.75% Below Total compensation market results for employees show that:
• None of the base pay salaries for the City’s classifications are considered competitive with the market (+/- 5% of the median).
• One classification is below the market by more than 10% but less than 15%. • Two classifications are below the market by more than 20%.

BENEFIT FINDINGS
The following summarizes the comparison of benefits included in the total compensation calculations for the comparable agencies and the City. The Compensation Worksheet and the Benefits Notes in Attachment B provide a more detailed description of these, and the other benefits data collected.

Medical Insurance
• All agencies contribute to medical benefits for their employees. • The amount contributed to medical insurance by the comparator agencies ranges from $1,225 – $2,899/month.
• The City contributes $1,715/month toward medical insurance.

Dental Insurance
• Four agencies contribute dental benefits on behalf of their employees. • The amount contributed to dental insurance by the comparator agencies ranges from $42-$156/month.
• The City contributes $107/month toward dental insurance.

Vision Insurance
• Two agencies contribute to vision benefits on behalf of their employees. • The amount contributed to medical insurance by the comparator agencies ranges from $6-$30/month
• The City $200/year toward vision insurance.
2025 COMPENSATION STUDY REPORT
9 Retirement Benefits
CalPERS
• Five agencies are CalPERS members.
• The contribution for CalPERS Classic employees ranges from 10.10%-16.71%, and 7.96%-

10.10% for PEPRA employees.
• The City is not a CalPERS member.

Alternative Retirement Plan
• One agency contributes 8% of base pay to a SEP IRA on behalf of its employees. • The City contributes 6% of base pay (no match) and up to an additional 6% (depending on the employee’s contribution) to a 457 deferred compensation plan.

Leaves
Vacation Leave (after completion of five years of service):
• All agencies provide vacation leave for their employees. • The number of vacation hours provided ranges from 112 to 120 per year for nonmanagement employees. • The City provides 120 hours of vacation to its employees per year.

Sick Leave:
• All agencies provide sick leave for their employees.
• Each provides 96 hours of sick leave to their employees each year. • The City also provides 96 hours of sick leave annually.

Holiday Leave:
• All agencies provide holiday leave for their employees. • The number of holidays provided ranges from 11-16 per year (including floating holidays).
• The City provides 9 days of holiday leave to its employees per year.

Administrative/Management Leave
• All agencies provide their employees with administrative/management leave. • The amount of leave ranges from 20 – 120 hours per year, depending on classification. • The City provides 24 hours of administrative leave to all employees.

The City’s benefits are generally competitive with comparable agencies, with the exception of paid holidays. If fiscally feasible, the City could enhance its benefits by adding holidays. To avoid service disruptions, the City might opt for additional floating holidays—flexible days employees 2025 COMPENSATION STUDY REPORT
10 can use with approval—rather than fixed holidays tied to specific dates. This approach maintains service continuity while giving employees more paid time off.

INTERNAL SALARY ALIGNMENT ANALYSIS
The market median data is only one factor in establishing a competitive and equitable compensation plan. As the external salary data is collected separately for each classification, the resulting data can be affected by several factors, such as whether positions are designated FLSA exempt or non-exempt, the number of match classes identified, the type of agency where they were found, and the overall staffing level/structure of those agencies. Because of the inconsistencies that may arise from the market data alone, it is critical to analyze how it aligns with the City’s established compensation plan and industry standards. This includes considering the following factors:

Relationship to Classifications Within the Same Reporting Structure Classifications that are related to each other by discipline, duties, or responsibilities but are separated by level of complexity or authority, such as entry, journey, lead or senior, supervisor, and manager, should be separated by approximately 7.5%-15% at the lower levels and 15% and higher at the supervisory and management levels. This practice provides a healthy separation between classification levels and avoids salary compaction. Salary compaction occurs when classifications are within 5% or less of each other.

Relationship to Classifications Across the Class Plan
Classifications with similar authority, autonomy, and responsibilities but assigned to different sections or departments are often compensated similarly. When reviewing internal equity in an organization, classifications are often reviewed for impacts across the class plan for positions with similar authority, autonomy, and core responsibilities.

Classifications with Insufficient External Market Data
To set salaries for non-benchmark classifications or those with insufficient external data, they should be evaluated based on various classification factors. These include education and experience, scope and complexity of the work, knowledge, skills, and abilities required to perform the work, and the supervision received and exercised, the consequence of error, special certification or license requirements, and the organizational structure of the division/ department where the classification is found.

SALARY CONSIDERATIONS
RGS found that the City’s benefit package is generally competitive with those offered by the comparable agencies. Therefore, RGS recommends that the City modify its compensation plan, considering the external market data and the internal alignment analysis. 2025 COMPENSATION STUDY REPORT
11 Based on an internal salary alignment analysis, the salary for each classification can be set either above, below, or equal to a specific benchmark. These salary differentials recognize the scope and complexity of work, supervisory responsibilities, and the required education/ experience.

The study includes three benchmark classes: City Manager, Administrative Assistant, and Treatment Operator II. RGS recommends that the salaries for these positions be set at or competitive with the market, and that all other salaries be set in alignment with these.

Typically, it is not recommended to align salaries with contract positions. However, due to the limited number of match classes found for the other administrative classifications and how competitive the current hourly rate for the City Manager is to the market, we recommend that the City consider setting the Assistant City Manager’s salary in relation to that of the City Manager. It is further recommended that the salaries for the Special Programs Manager and the Grants Coordinator be aligned with the Assistant City Manager, utilizing the salary differentials shown below. These classes are all professional-level classes requiring the equivalent of a college degree and professional-level experience in the specific field.

RGS recommends that the salary for the Administrative Assistant be set equal to the market median. This class performs complex administrative duties that require a number of years of experience, but no college-level experience.

Finally, RGS recommends that the salaries for the Treatment Operator class series be aligned with the salary for the benchmark classification of Treatment Operator II. The suggested salary differentials between the series’ classifications are based on standard Human Resources practices and recognize the complexity of the work at each level and the differences in experience and certifications required to perform the respective duties.

The chart below provides the City with a sample salary alignment chart. The chart includes the classifications, the salary percentage between classifications, the rationale for these differentials, and the resulting salaries.

Internal Salary Alignment Rationale
Internal Alignment Rationale
Market Salary/
Internal
Alignment
Monthly
Current
Top Step
Salary
Monthly
City Manager Market* $13,235 $12,908
Assistant City Manager Internal - 20% below City Manager $10,588 $7,453 Special Program Manager Internal - 25% below Asst City Manager $7,941 $5,352 Grant Coordinator Internal - 20% below Special Program Mgr. $6,353 $4,333 Administrative Assistant Market $5,124 $4,217
Supervisor of Ops & Maint Internal - 7.5% above Treatment Operator III $6,312 $4,768 Treatment Operator III Internal - 7.5% above Treatment Operator II $5,777 $4,436 2025 COMPENSATION STUDY REPORT
12 Treatment Operator II Market $5,288 $4,463
Treatment Operator I 10% below Treatment Operator II $5,215 $3,571 *Set within 5% of the market median
All salaries listed are based on full-time status (2080 hrs./year) In addition to creating the recommended salary differentials, RGS has calculated the estimated monthly costs of these adjustments. The following chart provides the recommended salary, the current salary, the percentage of the current salary above or below the recommended salary, and the flat dollar amount between the current and recommended salaries.

Estimated Cost of Implementing Salary Adjustments
Internal Alignment
Rationale
Market
Salary/
Internal
Alignment
Current
Top Step
Salary
Percentage
to Current
Salary
Flat Dollar
Adjustment/
monthly
City Manager Market* $13,235 $12,908 -2.47% $327
Assistant City
Manager
Internal - 20% below City
Manager $10,588 $7,453 -29.61% $3,135
Special Program
Manager
Internal - 25% below Asst
City Manager $7,941 $5,352 -32.60% $2,589
Grant Coordinator
Internal - 20% below
Special Program Mgr. $6,353 $4,333 -31.79% $2,019
Administrative
Assistant Market $5,124 $4,217 -17.70% $907
Supervisor of Ops &
Maint
Internal - 7.5% above
Treatment Operator III $6,312 $4,768 -24.46% $1,544
Treatment Operator
III
Internal - 7.5% above
Treatment Operator II $5,777 $4,463 -22.75% $1,314
Treatment Operator
II Market $5,288 $4,463 -15.60% $825
Treatment Operator I
10% below Treatment
Operator II $5,215 $3,571 -31.52% $1,644
Other Factors Related to Setting Compensation
While RGS has provided suggestions to address any compensation inequities between the City and the market, this report is simply a tool for discussing how to set compensation. Other factors must also be considered, such as:

Impediments to recruitment—The labor market shifts at various times during an organization's life, and for various reasons, a position or positions may become extremely difficult to recruit for. When this occurs, compensation is one factor to consider.

Value to the Organization – Some classifications have a greater value to an organization than others. It is critical to consider the value of each classification when reviewing compensation. 2025 COMPENSATION STUDY REPORT
13 Ripple Effect of an Increase – Depending on the differentials set between classifications within and across series, modifying all classifications within a series or related to a classification for which an organization is adjusting compensation may become appropriate. Therefore, it is crucial to understand the other classifications that will be affected and the additional administrative and overhead costs associated with the compensation adjustment when implementing a change in compensation.

RECOMMENDATIONS
• Adjust salaries so the maximum top-step salary rate is within five percent of the market median.
• If fiscal restraints exist, develop a phased-in approach that provides for annual or biannual increases over a multi-year time period until the salaries for all classifications are competitive with the market.
• Memorialize the internal salary alignment structure as part of the City’s compensation policy (see below) to be used when conducting salary surveys or establishing new classifications.

COMPENSATION POLICY
RGS recommends that the City create a compensation policy to establish and codify a strategy for setting compensation. This policy should identify the comparator agencies to be surveyed (or, at a minimum, the type of agencies to be surveyed), the benefit components to be used, the method of collecting information, the criteria for determining when compensation studies will be conducted, how the comparable data will be determined, and how the data will be implemented.

RGS recommends that the policy include how the City plans to set compensation in relation to the market data. For example, using the median as the set point for salaries, using either base pay or total compensation, and setting salaries equal to the median or some percentage above or below the median.

In addition to market placement, there are many other factors to consider when setting salaries. The policy should include recruitment, retention, and promotion issues, salaries of other similar positions within the same series or across the organization (internal parity), the value of the work performed to the organization, and fiscal sustainability. The City’s total compensation package value may also be a factor to consider when determining policy parameters.

Adopting a compensation policy that includes compensation-setting guidance based on these factors will provide a fact-based and analytical foundation and give the City the tools needed to resist short-term pressures in favor of long-term equity and fiscal sustainability.

Attachment A
Compensation Data Worksheets

BENCHMARK CLASSIFICATION TITLE
# of
Comps
Trinidad
Base Salary
Market
Median
Salary
Trinidad to
Market
Median %
Top Step to
the Median
of Market
Trinidad
Total Comp
Market
Median
Total Comp
Trinidad
Market
Median Total
Comp
Total Comp
to the
Median of
market
Trinidad
Total Comp
Market
Median
Total Comp
Trinidad to
Market Median
Total Comp
Total Comp
to the
Median of
market
1 Administrative Assistant 6 $4,217 $5,124 -17.70% Below $6,562 $8,886 -26.15% Below $6,562 $8,507 -22.85% Below 2 City Manager 7 $12,908 $13,931 -7.34% Below $16,296 $19,062 -14.51% Below $16,296 $18,271 -10.81% Below 3 Treatment Plant Operator II 5 $4,463 $5,288 -15.60% Below $6,838 $9,052 -24.46% Below $6,838 $8,628 -20.75% Below

CLASSIFICATIONS WITH INSUFFICIENT DATA
1 Assistant City Manager 1 Insufficient data for comparison 2 Grant Coordinator 1 Insufficient data for comparison
3 Special Projects Manager 1 Insufficient data for comparison 4 Supervisor of Operations & Maintenance 3 Insufficient data for comparison +
City of Trinidad
Competitiveness Within the Labor Market
Above, Below, Competitive

BASE PAY CLASSIC EMPLOYEES PEPRA EMPLOYEES
Agencies Employer Paid Health Benefits (Full Family Rate) City of Trinidad
ER pays 100% of medical and dental premiums for EE and 70% for dependents; provides $200 annual vision reimbursement for EE and family. As specific contributions vary by EE, the dollar amounts shown represent the maximum contribution for an EE with a spouse and two children.

City of Arcata ER pays 100% of premium for EE and family.

City of Blue Lake Failed to Respond
City of Eureka ER contributes 80% of premium, EE contributes 20% for medical. ER Covers EE only cost for vision/dental City of Ferndale
ER is in the process of switching carriers for medical and was not able to provide a current premium amount nor did they provide the premium amount for the prior year when requested. EE contributes $22.74 toward dental.

City of Fortuna FEA & Unrep: ER plays 85% of medical and EE pays 15%; ER pays 100% of dental and vision City of Plymouth ER contributes $1500/mo for medical, dental, and vision. ER did not have information on rates for full family enrollment.

City of Portola ER contributes 89% of premium cost for EE only and EE + 1 and 79% of premium cost for Full Family.

City of Rio Dell ER pays 100% of premium for EE and 70% of premium for dependents for medical, dental, and vision.

City of Westmorland Failed to Respond
County of Humboldt CalPERS GOLD $2168.05/mo. FF; ER picks up 64.27%; Dental: ER p/u 100% $42/mo.; Vision: VSP ER p/u 100% $6/mo.

Agencies Social Security ($176,100 max)
City of Trinidad No
City of Arcata Yes
City of Blue Lake Failed to Respond
City of Eureka No
City of Ferndale Yes
City of Fortuna No
City of Plymouth Yes
City of Portola Yes
City of Rio Dell Yes
City of Westmorland Failed to Respond
County of Humboldt N/A
Agencies Retirement Benefits
City of Trinidad
City is not a PERS member. City contributes 6% of EE's base pay (non-matching), and up to an additional 6% based on the EE's contribution to a deferred comp plan.

City of Arcata PERS - Classic: 2.7%@55 ER contribution:16.09% EE contribution: 7.96%; PEPRA: 2% @ 62 ER contribution:7.96% EE contribution:7.75% City of Blue Lake Failed to Respond
City of Eureka PERS - Classic: 2.7%@55 ER contribution:10.10% EE contribution: 8%; PEPRA: 2% @ 62 ER contribution: 10.10% EE contribution:7.75% City of Ferndale Employer contributes 8% toward a SEP IRA, no information was provided as to whether the employee made a contribution.

City of Fortuna PERS - Classic: 2.7%@55 ER contribution:16.71% EE contribution: 8%; PEPRA: 2% @ 62 ER contribution:7.96% EE contribution:7.75% City of Plymouth See deferred compensation benefit, below City of Portola PERS - Classic: 2.7%@55 ER contribution:15.3% EE contribution: 8%; PEPRA: 2% @ 62 ER contribution:7.96% EE contribution:7.75% City of Rio Dell
ER contributes percent of base salary to deferred comp plan based on bargaining unit or employee agreement: Rio Dell Employee Association: 10%; City Clerk/WW Superintendent/Community Development Director: 12%, City Manager: 14% City of Westmorland Failed to Respond
County of Humboldt
PERS: Classic 2% @ 55 - ER Contribution - 11.26%; EE Contribution - 7%; EE P/u - 3%; PEPRA: ER Contribution - 7.97%, EE Contribution - 8% (24/25 Rates)

CITY OF TRINIDAD

COMPENSATION STUDY NOTES
2025
Agencies Vacation Leave
City of Trinidad 0-5 yrs = 12 days/yr; 6-10 yrs = 15 days/yr; 11+yrs = 20 days/yr.

City of Arcata
0-3 yrs =8 hrs per mo; 4-6 yrs = 10 hrs per mo; 7-11 yrs= 12 hrs per mo; 12-15 yrs = 14 hrs per mo; 16-19 = 16 hrs per mo; 20-23 yrs = 18 hrs per mo; 24+ yrs = 20hrs per mo; City Manager -80 hours lump sump to begin, 14 hrs /mo City of Blue Lake Failed to Respond
City of Eureka
1-2 years of service = 96 hrs per year, 3-4 years = 104, 5-6years= 112, 7-8 years = 128, 9-10 years = 136, 11-12 years = 144, 13-14 years = 152, 15-16 = 160, 17-18= 168, 19+ = 176
City of Ferndale At 5 yrs EE receives 120 hrs/yr or 10 hrs/mo. No other information was provided City of Fortuna
FEA & Unrep: 1- 5 full years of service: 68 hours earned annually. 6 - 10 full years of service: 102 hours earned annually. 11 years and over:
136 hours earned annually.

City of Plymouth Less than 5 years: 80 hrs./yr.; 5 - 10 years: 120 hrs./yr; 10 or more years: 180 hrs/yr.

City of Portola
1 to 2 yrs of service: 10 days/yr; 3 to 5 yrs. of service: 12 days/yr; 6 to 10 yrs. of service: 15 days/yr; 11+ yrs of service: 20 days/yr.

City of Rio Dell
RDEA: 1 to 5 full years of service: 80 hrs.; 6 to 10 yrs: 120 hrs.; 11 to 16 yrs.: 160 hrs; 16 to 17 yrs.: 168 hrs; 17 to 18 yrs.: 176 hrs; 18 to 19 yrs.: 184 hrs; 19 to 20 yrs.: 192hrs; 20+ yrs.: 200 hrs. CM/City Clerk/Wastewater Superintendent: 1 to 3 yrs: 80 hrs.; 4 to 10 yrs.: 120 hrs.; 11 to 15 yrs.: 160 hrs.; 16 to 20 yrs.: 200 hrs.

City of Westmorland Failed to Respond
County of Humboldt
1-3 yrs=12 days; 4-10 yrs = 15days; 11-15 yrs =20 days: 16-20 yrs=25 days; 21+ = 30 days. Appointed Department Heads may convert up to 160 hours of vacation credit to cash.

Agencies Sick Leave
City of Trinidad 96 hours per year
City of Arcata 1 day per month of service, unlimited accumulation City of Blue Lake Failed to Respond
City of Eureka 96 hours per year
City of Ferndale .04615 per hr worked equal to 8 hrs/mo.

City of Fortuna 8 hours per month.

City of Plymouth 8 hours per month.

City of Portola Employees accrue 4 hours of sick leave during each 80 hour pay period.

City of Rio Dell 8 hours per month.

City of Westmorland Failed to Respond
County of Humboldt 12 days/yr (1 day/mon); sick leave buyback based on yrs of service: 0-14yrs = 0%; 15 -19yrs. = 50%; 20 – 24yrs. = 75%; 25 yrs or more 100% Agencies Holiday (Including Floating Holidays)
City of Trinidad 9 holidays /year
City of Arcata 12 holidays + 4 floating/yr
City of Blue Lake Failed to Respond
City of Eureka 12 holidays + 3 Floating
City of Ferndale 11 holidays + 1 floating/yr
City of Fortuna 8 holidays + 3 floating holidays/yr. Employees receive 8.5 hours of pay per holiday.

City of Plymouth 9 holidays + 2 floating holidays/yr.

City of Portola 14 holidays/yr. (no floating holidays)
City of Rio Dell 13 holidays + 1 floating holiday/yr.

City of Westmorland Failed to Respond
City of Trinidad All employees provided 3 days of personal leave per year City of Arcata
All senior management, Deputy Director, Assistant City Engineer, Police Lieutenant 14 days/yr with an option to cash out up to 72 hrs, all othe mid-management 10 day/year option to cashout 56 hrs City of Blue Lake Failed to Respond
City of Eureka 48 hrs mid management 72 hrs department heads City of Ferndale City Manager receives 80 hrs/yr.

City of Fortuna Dept. Head: 80 hours; Division Head: 40 hours; All other unrepresented-exempt employees: 20 hours City of Plymouth City Manager only: 40 hrs/yr.

City of Portola City Manager and Mid-Level Professional/Supervisory: 40 hrs./yr.

City of Rio Dell City Manager/Wastewater Superintendent: 80 hrs. executive leave/yr. City Clerk: 120 hrs executive leave/yr.

City of Westmorland Failed to Respond
County of Humboldt Mgmt and Confidential: 80 hrs/yr
Agencies Employer Contribution to Deferred Compensation City of Trinidad None
City of Arcata
Represented: $90 per month; management/conf: 0-10 yrs of service = 1.5%; 11-15 yrs of service = 2.2%; 16-20 yrs of service = 3.2%; 21- 25 yrs of service = 4.2%; 26+ yrs = 5.2% of regular salary; City Manager = $23,000/yr City of Blue Lake Failed to Respond
City of Eureka $10/mo
City of Ferndale None noted.

City of Fortuna None.

City of Plymouth
Employees who decline medical benefits receive $750 which they may elect to receive in cash or contribute to 457 plan. City matches the $750 if contributed to 457 plan
City of Portola None.

City of Rio Dell In addition to deferred compensation contribution defined in MOU or employment agreement, ER matches EE contribution up to 4% City of Westmorland Failed to Respond
County of Humboldt Voluntary.

Agencies Other Forms of Compensation
City of Trinidad Call back pay: paid at 1.5 times the hourly/rate, minimum 2 hours. Clothing/Uniform/Equipment allowance: up to $200 per year.

City of Arcata Longevity pay - 3% at 5 yearsResidency Pay - $63.05 City of Blue Lake Failed to Respond
City of Eureka $30/mo for Weight Management
City of Ferndale City Manager receives $400/mo car allowance.

City of Fortuna
Treatment Plant Operators assigned to Standby receive $29/day.

FEA - Retention Stipend of $6,000, paid in two equal installments in July and December.

FEA & Unrep: Residency incentive @$50/mo for employees who reside within 20 miles of the City.

Certification incentives for the following positions: Chief Treatment Plant Operator with Grade IV Wastewater certification and Utility Superintendent with D4 certification receive $630/yr.

FEA & Unrep: Employees' children attend City Park & Rec summer and holiday camps for free.

City of Plymouth City Manager has a monthly car allowance of $325.

City of Portola City Manager receives $75/mo cell phone stipend and $400/mo car allowance.

City of Rio Dell
EE who live within City limits receive one time 3% increase to base pay. EE who speak both English and Spanish receive one time 5% increase to base pay. CM receives $500/mo auto allowance. CM receives a cell phone allowance of $46.15 bi-weekly. Employees called out after work hours receive 2 hours overtime. Employees required to be on-call receivesv$200 for every 7 days of on-call duty. A second oncall employee receives $150 for every 7 days of on-call duty.

City of Westmorland Failed to Respond
County of Humboldt
FSA- $200/mo.; Appointed Department Heads may convert up to 160 hours of vacation credit to cash or as a contribution to the County's deferred compensation plan. Vacation Conversion. Employees have the option to convert up to three (3) weeks (120 hours) of vacation credit to cash or as a contribution to the County’s deferred compensation plan.

Agencies Additional Notes
City of Trinidad None
City of Arcata Employer was unable to confirm the most popular health plan nor the premium costs for dental/vision City of Blue Lake Failed to Respond
City of Eureka None
City of Ferndale None
City of Fortuna None
City of Plymouth
Employer was unable to confirm premium cost for medical full-family plan. Employer total contribution for medical, dental, and vision is $1,500.

City of Portola None
City of Rio Dell None
City of Westmorland Failed to Respond
County of Humboldt MOU's, Compensation Plan effective through 12/31/24. County is currently in contract negotiations.

X INFO X INFO INFO X INFO INFO X INFO INFO X INFO X* X X INFO X* X X X X

ADMINISTRATIVE ASSISTANT
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA Retirement
Total Pay an
Benefits - PEP
Retirement
City of Arcata Administrative Assistant $5,140.89 $399.20 $2,389.40 $2,788.60 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $318.74 $24.75 $359.86 $51.41 $0.00 $827.17 $398.42 $0.00 $409.21 $0.00 $90.00 $217.28 $3,497.19 $8,638.08 $3,130.64 $8,271.53 City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka Administrative Assistant $4,221.00 $236.20 $1,224.80 $1,461.00 $0.00 $70.00 $70.00 $0.00 $0.00 $0.00 $0.00 $0.00 $330.93 $0.00 $0.00 $426.32 $327.13 $0.00 $327.13 $0.00 $10.00 $30.00 $1,761.12 $5,982.12 $1,661.93 $5,882.93 City of Ferndale NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Fortuna Sr. Admin Asst/Deputy City Clerk $5,107.86 $482.24 $2,898.65 $3,380.89 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $0.00 $0.00 $408.63 $0.00 $0.00 $853.52 $395.86 $0.00 $406.59 $0.00 $0.00 $500.00 $4,252.17 $9,360.04 $3,805.24 $8,913.10 City of Plymouth Administrative Assistant $9,918.13 $1,500.00 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $719.06 $719.06 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,219.06 $12,137.20 $2,219.06 $12,137.20 City of Portola Administrative Clerk $5,343.87 $702.23 $2,640.97 $3,343.00 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $331.32 $331.32 $427.51 $0.00 $0.00 $817.61 $414.15 $0.00 $425.37 $0.00 $0.00 $0.00 $3,789.90 $9,133.77 $3,397.66 $8,741.53 City of Rio Dell NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Westmorland Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt Administrative Secretary $4,910.53 $774.64 $1,393.41 $2,168.05 $0.00 $42.00 $42.00 $0.00 $6.00 $6.00 $0.00 $0.00 $343.74 $147.32 $0.00 $552.93 $392.84 $0.00 $391.37 $0.00 $0.00 $200.00 $2,047.02 $6,957.55 $2,032.78 $6,943.31 City of Trinidad Administrative Assistant $4,217.20 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $506.06 $0.00 $2,345.16 $6,562.36 $2,345.16 $6,562.36 Median of Comparator Agencies $5,124 $8,886 $8,507
% Above/Below Median -17.70% -26.15% -22.85%
Average of Comparator Agencies $5,774 $8,701 $8,482
% Above/Below Average -26.96% -24.58% -22.63%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata Reports to a Deputy Director or Division Manager/Supervisor - HS diploma + 1 year progressibely responsible experience in admin suport.

City of Blue Lake Agency failed to respond
City of Eureka Supports City Department/Division - HS Diploma + 1 year of varied clerical support City of Ferndale NCC - In the City's records a class specification for Administrative Assistant is listed. However, there is currently no allocation nor salary provided and the agency did nor respond to a salary/allocation confirmation.

City of Fortuna Requires high school diploma and 3 yrs experience. Sr. Admin Asst./Deputy Clerk currently has a 34 hour workweek, during 24 month trial period ending June 2027.

City of Plymouth Requires high school diploma and 6 mo to 1 year experience.

City of Portola Requires 2 years experience
City of Rio Dell NCC - No comparable position exists.

City of Westmorland Agency failed to respond
County of Humboldt Provides administrative assistance to division manager or head of department. Requires one year of administrative support at level of Secretary or 3 years general office support experience.

MEDICAL INSURANCE DENTAL INSURANCE VISION INSURANCE SOCIAL SECURITY PENSION (Classic) PENSION (PEPRA) ADDITIONAL BENEFITS TOTAL COMPENSATION X INFO X INFO INFO X INFO INFO X INFO INFO X INFO X* X X INFO X* X X X X

ASSISTANT CITY MANAGER
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA Retirement
Total Pay an
Benefits - PEP
Retirement
City of Arcata NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Ferndale NCC
City of Fortuna NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Plymouth NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Portola NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Rio Dell Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Westmorland NCC - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt Asst County Admin. Officer $17,000.53 $774.64 $1,393.41 $2,168.05 $0.00 $42.00 $42.00 $0.00 $6.00 $6.00 $0.00 $0.00 $1,190.04 $510.02 $0.00 $1,914.26 $1,360.04 $0.00 $1,354.94 $0.00 $0.00 $200.00 $3,045.65 $20,046.18 $2,996.35 $19,996.88 City of Trinidad Assistant City Manager $7,453.33 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $894.40 $0.00 $2,733.50 $10,186.83 $2,733.50 $10,186.83 Median of Comparator Agencies Insufficient Data $17,001 $20,046 $19,997 % Above/Below Median -56.16% -49.18% -49.06%
Average of Comparator Agencies $17,001 $20,046 $19,997
% Above/Below Average -56.16% -49.18% -49.06%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata NCC - no compable position exists
City of Blue Lake Agency failed to respond
City of Eureka NCC - no compable position exists
City of Ferndale Duties performed by Finance-Deputy Clerk - wears many hats.

City of Fortuna NCC - no compable position exists
City of Plymouth NCC - no compable position exists
City of Portola NCC - no compable position exists
City of Rio Dell NCC - no compable position exists
City of Westmorland Agency failed to respond
County of Humboldt Requires 4 years progressively responsible financial management experience in leadeship capacity with large public sector organization. Master's degree in accounting, finance, business administration highly desirable. Possession of CPA desirable.

CITY MANAGER
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA Retirement
Total Pay an
Benefits - PEP
Retirement
City of Arcata City Manager $14,128.44 $561.38 $2,389.80 $2,951.18 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $875.96 $34.81 $988.99 $141.28 $0.00 $2,273.27 $1,094.95 $0.00 $1,124.62 $1,916.67 $211.93 $773.85 $7,459.03 $21,587.47 $6,451.68 $20,580.12 City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka City Manager $16,224.50 $236.20 $1,224.80 $1,461.00 $0.00 $70.00 $70.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,272.00 $0.00 $0.00 $1,638.67 $1,257.40 $0.00 $1,257.40 $0.00 $10.00 $30.00 $2,973.47 $19,197.97 $2,592.20 $18,816.70 City of Ferndale City Manager $15,851.33 - - - - - - - - - - - - - - - - - - - - - - - - - City of Fortuna City Manager $13,733.33 $482.24 $2,898.65 $3,380.89 $0.00 $0.00 inc w/med $0.00 $0.00 $0.00 $0.00 $1,098.67 $0.00 $0.00 $2,294.84 $1,064.33 $0.00 $1,093.17 $0.00 $0.00 $0.00 $5,193.49 $18,926.82 $3,991.82 $17,725.16 City of Plymouth City Manager $12,250.00 $1,500.00 $0.00 $0.00 inc w/med $0.00 $0.00 $759.50 $759.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $325.00 $2,584.50 $14,834.50 $2,584.50 $14,834.50 City of Portola City Manager $12,379.47 $702.23 $2,640.97 $3,343.00 $0.00 $0.00 inc w/med $0.00 $0.00 $767.53 $767.53 $990.36 $0.00 $0.00 $1,894.06 $959.41 $0.00 $985.41 $0.00 $0.00 $475.00 $5,777.56 - - - City of Rio Dell City Manager $11,296.33 $545.86 $2,410.87 $2,956.73 $35.25 $128.04 $163.29 $6.40 $29.50 $35.90 $700.37 $700.37 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,033.34 $599.99 $5,902.11 $17,198.45 $5,902.11 $17,198.45 City of Westmorland Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt County Administrative Officer $20,248.80 $774.64 $1,393.41 $2,168.05 $0.00 $42.00 $42.00 $0.00 $6.00 $6.00 $0.00 $0.00 $1,417.42 $607.46 $0.00 $2,280.01 $1,619.90 $0.00 $1,613.83 $0.00 $0.00 $200.00 $3,313.96 $23,562.76 $3,255.24 $23,504.04 $0.00
City of Trinidad City Manager $12,908.13 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,548.98 $0.00 $3,388.08 $16,296.21 $3,388.08 $16,296.21 Median of Comparator Agencies $13,931 $19,062 $18,271
% Above/Below Median -7.34% -14.51% -10.81%
Average of Comparator Agencies $14,514 $19,218 $18,776
% Above/Below Average -11.06% -15.20% -13.21%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata BA + 8 years of increasingly responsible municipal or public agencuy management experience.

City of Blue Lake Agency failed to respond
City of Eureka BA + 5 years of management or administrative experience in a municiapl or public agency City of Ferndale No class specification available
City of Fortuna BA + experience as a City Manager, Assistant or Deputy City Manager, or Department Head City of Plymouth City Manager receives $325/mo car allowance. Cell phone is provided.

City of Portola City Manager receives $75/mo cell phone stipend and $400/mo car allowance.

City of Rio Dell City Manager receives $99.99/mo cell phone stipend and $500/mo car allowance. City Manager is posiiton is .5 fte City Manager and .5 fte Public Works Director City of Westmorland Agency failed to respond
County of Humboldt Requires advanced degree in public administration or related field + 5 years of progressively responsible management and administrative experience in a large government agency.

GRANT COORDINATOR
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA Retirement
Total Pay an
Benefits - PEP
Retirement
City of Arcata NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka Program Coordinator $6,812.00 $236.20 $1,224.80 $1,461.00 $0.00 $70.00 $70.00 $0.00 $0.00 $0.00 $0.00 $0.00 $534.06 $0.00 $0.00 $688.01 $527.93 $0.00 $527.93 $0.00 $10.00 $30.00 $2,022.81 $8,834.81 $1,862.73 $8,674.73 City of Ferndale NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Fortuna NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Plymouth NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Portola NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Rio Dell NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Westmorland Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt Program Coordinator $6,928.13 $774.64 $1,393.41 $2,168.05 $0.00 $42.00 $42.00 $0.00 $6.00 $6.00 $0.00 $0.00 $484.97 $207.84 $0.00 $780.11 $554.25 $0.00 $552.17 $0.00 $0.00 $200.00 $2,213.67 $9,141.80 $2,193.58 $9,121.71 City of Trinidad New Classification $4,333.33 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $520.00 $0.00 $2,359.10 $6,692.43 $2,359.10 $6,692.43 Median of Comparator Agencies Insufficient Data $6,870 $8,988 $8,898 % Above/Below Median -36.92% -25.54% -24.79%
Average of Comparator Agencies $6,870 $8,988 $8,898
% Above/Below Average -36.92% -25.54% -24.79%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata NCC - no compable position exists
City of Blue Lake
City of Eureka Coordinates, implements, or maintains programs; BA+ 4 years of administrative support in local govt or related program City of Ferndale NCC - no compable position exists
City of Fortuna NCC - no compable position exists
City of Plymouth NCC - no compable position exists
City of Portola NCC - no compable position exists
City of Rio Dell NCC - no compable position exists
City of Westmorland Agency failed to respond
County of Humboldt Develops program guidelines and plans, identifying and securing grant funding, developing staff and budget proposals and planning, assigning and reviewing work to implement program. Requires equivalent to 4 year degree + 3 years experience managing, coordinating or providing services in a program.

SPECIAL PROJECT MANAGER TO CM
CAO Project Manager
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA Retirement
Total Pay an
Benefits - PEP
Retirement
City of Arcata NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Ferndale NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Fortuna NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Plymouth NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Portola NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Rio Dell NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Westmorland Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt CAO Project Manager $9,391.20 $774.64 $1,393.41 $2,168.05 $0.00 $42.00 $42.00 $0.00 $6.00 $6.00 $0.00 $0.00 $657.38 $281.74 $0.00 $1,057.45 $751.30 $0.00 $748.48 $0.00 $0.00 $200.00 $2,417.12 $11,808.32 $2,389.89 $11,781.09 City of Trinidad New Classification $5,352.53 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $642.30 $0.00 $2,481.40 $7,833.94 $2,481.40 $7,833.94 Median of Comparator Agencies Insufficient Data $9,391 $11,808 $11,781 % Above/Below Median -43.00% -33.66% -33.50%
Average of Comparator Agencies $9,391 $11,808 $11,781
% Above/Below Average -43.00% -33.66% -33.50%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata NCC - no compable position exists
City of Blue Lake Agency failed to respond
City of Eureka NCC - no compable position exists
City of Ferndale NCC - no compable position exists
City of Fortuna NCC - no compable position exists
City of Plymouth NCC - no compable position exists
City of Portola NCC - no compable position exists
City of Rio Dell NCC - no compable position exists
City of Westmorland Agency failed to respond
County of Humboldt Under general direction, acts as an assistant to the County Administrative Officer or the assistant County Administrative Officer. Requires 4 year degree + 5 years professional experieince in public sector, including coordination of complex project/programs.

SUPERVISOR - TREATMENT PLANT OPERATIONS/PUBLIC WORKS
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid
Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic
Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA
Retirement
Total Pay and
Benefits - PEPRA
Retirement
City of Arcata Plant Operations Supervisor $6,986.87 $399.20 $2,389.40 $2,788.60 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $433.19 $24.75 $489.08 $69.87 $0.00 $1,124.19 $541.48 $0.00 $556.15 $0.00 $90.00 $272.66 $3,831.13 $10,818.00 $3,332.96 $10,319.83 City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Ferndale Treatment Plant Operator III $6,535.70 - - - - - - - - - - - - - - - - - - - - - - - - - City of Fortuna Treatment Plant Op III / Shift Supv $5,685.21 $482.24 $2,898.65 $3,380.89 $0.00 $0.00 inc w/medical $0.00 $0.00 $0.00 $0.00 $454.82 $0.00 $0.00 $950.00 $440.60 $0.00 $452.54 $0.00 $0.00 $500.00 $4,348.65 $10,033.85 $3,851.19 $9,536.40 City of Plymouth NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Portola NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Rio Dell NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Westmorland Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Trinidad Supv. Treatment Plant/PW $4,768.40 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $572.21 $0.00 $2,411.31 $7,179.71 $2,411.31 $7,179.71 Median of Comparator Agencies Insufficient Data $6,536 $10,426 $9,928 % Above/Below Median -27.04% -31.14% -27.68%
Average of Comparator Agencies $6,403 $10,426 $9,928
% Above/Below Average -25.52% -31.14% -27.68%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata HS Diploma, 4 years progressive experience in operations & maintenance of water and wastewater treatment plants, 2 years programmatic and/or staff lead or supervisor experienceRequires T2 and D2 City of Blue Lake Agency failed to respond
City of Eureka NCC - Utilities Supervisor has a broader scope of responsibility City of Ferndale HS Diploma + 2 years experience equivalent to work performed by Grade 1 Treatment Plant; Requires G1 Wastewater Operator cert. Reports to Chief and supervises Operators-in-Training. This is an "At Will" position.

City of Fortuna
City of Plymouth NCC - Chief WW Treatment Operator has a different scope of work. Requires 5 yrs. experience and Grade 1 Wastewater Treatment cert. Does not require D1 Water Distribution cert. Does not have responsibilities for public works maintenance duties.

City of Portola NCC - Public Works & Building Services Manager is a Management position with broader responsibilities City of Rio Dell NCC - Water and Roadways Superintendent is a mid-management position with broader responsibilities and higher certification requirements.

City of Westmorland Agency failed to respond
County of Humboldt NCC
MEDICAL INSURANCE DENTAL INSURANCE VISION INSURANCE SOCIAL SECURITY PENSION (Classic) PENSION (PEPRA) ADDITIONAL BENEFITS TOTAL COMPENSATION X INFO X INFO INFO X INFO INFO X INFO INFO X INFO X* X X INFO X* X X X X

TREATMENT PLANT OPERATOR II
Agency Classification Title
Top Monthy
Salary
EE Paid
Medical
(Full Family)
ER Paid
Medical
(Full Family)
Total Cost
Medical
(Full Family)
EE Paid Dental
(Full Family)
ER Paid Dental
(Full Family)
Total Cost
Dental
(Full Family)
EE Paid Vision
(Full Family)
ER Paid Vision
(Full Family)
Total Cost
Vision
(Full Family)
Employee
Portion
Employer
Portion
Employee
Paid Portion
Employee
Contribution
Employee Paid
Employer
Contributions
Employer
Paid
Employee
Contribution
(EPMC)
Employer
Retirement
Contribution
(Normal Rate)
Employee
Paid Portion
Employee
Contribution
Employee
Paid Employer
Contricution
Employer
Retirement
Contribution
(Normal Rate)
Other
Retirement
Contributions
Deferred
Compensation
Contribution
Other Forms of
Compensation
Total Benefits
Classic
Retirement
Total Pay and
Benefits -
Classic
Retirement
Total Benefits
PEPRA
Retirement
Total Pay and
Benefits - PEPRA
Retirement
City of Arcata Water/Wastewater Operator II $5,654.96 $399.20 $2,389.40 $2,788.60 inc w/medical $0.00 $0.00 inc w/medical $0.00 $0.00 $350.61 $24.75 $395.85 $56.55 $0.00 $909.88 $438.26 $0.00 $450.13 $0.00 $90.00 $232.70 $3,590.18 $9,245.14 $3,186.98 $8,841.94 City of Blue Lake Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - City of Eureka Treatment Plant Operator I/II $5,895.00 $236.20 $1,224.80 $1,461.00 $0.00 $70.00 $70.00 $0.00 $0.00 $0.00 $0.00 $0.00 $462.17 $0.00 $0.00 $595.40 $456.86 $0.00 $456.86 $0.00 $10.00 $30.00 $1,930.20 $7,825.20 $1,791.66 $7,686.66 City of Ferndale Treatment Plant Operator II $4,922.00 - - - - - - - - - - - - - - - - - - - - - - - - - City of Fortuna Treatment Plant Operator II $4,844.15 $482.24 $2,898.65 $3,380.89 $0.00 $0.00 inc w/medical $0.00 $0.00 $0.00 $0.00 $387.53 $0.00 $0.00 $809.46 $375.42 $0.00 $385.59 $0.00 $0.00 $500.00 $4,208.11 $9,052.25 $3,784.24 $8,628.39 City of Plymouth NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Portola Water Utiiities Technician $6,850.13 $702.23 $2,640.97 $3,343.00 $0.00 $0.00 inc w/medical $0.00 $0.00 $424.71 $424.71 $548.01 $1,048.07 $530.89 $545.27 $0.00 $0.00 $0.00 $4,113.75 $10,963.88 $3,610.95 $10,461.08 City of Rio Dell Water/WW Tx Plant Operator II $4,766.75 $545.86 $2,410.87 $2,956.73 $35.25 $128.04 $163.29 $6.40 $29.50 $35.90 $295.54 $295.54 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $667.35 $0.00 $3,531.29 $8,298.04 $3,531.29 $8,298.04 City of Westmorland Failed to Respond - - - - - - - - - - - - - - - - - - - - - - - - - - County of Humboldt NCC - - - - - - - - - - - - - - - - - - - - - - - - - - City of Trinidad Treatment Plant Operator II $4,463.33 - $1,715.43 - - $107.00 - - $16.67 - $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $535.60 $0.00 $2,374.70 $6,838.03 $2,374.70 $6,838.03 Median of Comparator Agencies $5,288 $9,052 $8,628
% Above/Below Median -15.60% -24.46% -20.75%
Average of Comparator Agencies $5,489 $9,077 $8,783
% Above/Below Average -18.68% -24.67% -22.15%
X - Included in the total compensation calculation
X* - This is subtracted from the total compensation calculation as it reduces the City's liability INFO - Amounts are shown for informational purposes only. Not included in the total compensation calculation NCC - No Comparable Classification
CLASSIFICATION NOTES:

City of Arcata
City of Blue Lake
City of Eureka HS Diploma + 1 years of experience + Grade II Water and/or wastewater operator cert City of Ferndale Worked performed by Supervising Treatment Plant Operator and Operator-in-Traing staff.

City of Fortuna Does not require D1 Water Distribution cert. Does not have responsibilities for public works maintenance duties. Treatment Plant Operator II currently has a 34 hour workweek, during 24 month trial period ending June 2027. Other Compensation: Annual $6000 retention bonus City of Plymouth NCC - City has only 1 Wastewater Plant Operator which is filled at the Chief Wastewater Plant Operator classification.

City of Portola Requires T1 Water and Wastewater Treatment certs, D1 Water Distribution cert. and 2 years experience.

City of Rio Dell Requires T2 Water and Wastewater Treatment certs and 2 years experience. Does not require D1 Water Distribution certification. Rio Dell's Utility Operator I requires D1 Water Distribution cert.

SUPPORTING DOCUMENTATION ATTACHED

4. Discussion/Decision regarding November Council Meeting Schedule

CITY OF TRINIDAD STAFF REPORT
DATE: Tuesday, October 14, 2025
TO: Mayor and City Council
FROM: Gabriel Adams, Interim City Manager
DISCUSSION AGENDA TITLE:

4. Discussion/Decision regarding November Council Meeting Schedule STAFF RECOMMENDATION / SUMMARY:

Review calendar for November and determine/agree upon the preferred meeting date for November.

DISCUSSION/BACKGROUND:

The City Council meeting date is set by resolution, identifying regular meetings to be held on the second and fourth Tuesday of each month. The Council tends to cover its business obligations at the first meeting, leaving the second monthly meeting date for overflow or items that are time sensitive.

Tuesday, November 11 is the scheduled meeting date, but it also falls on the Veteran’s Day holiday this year.

Staff is requesting direction from Council on a preferred reschedule date.

Options include, but are not limited to:
- Wednesday, November 12
- Tuesday, November 18

ATTACHMENTS
- November calendar for quick reference.

November 2025
Calendar
Birthdays
Family
US Holidays
October 2025

S M T W T F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
November 2025

S M T W T F
1 S
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 December 2025

S M T W T F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31
Sunday Monday Tuesday Wednesday Thursday Friday Saturday 26 27 28 29 30 31
Halloween
1 2
Daylight Saving Time End
Day of the Dead
3 4
Election Day
5 6 7 8
9 10 11
Veterans Day
12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27
Thanksgiving
28 29
30 1 2 3 4 5 6
26 27 28 29 30 31
Halloween
1 2
Daylight Saving Time End
Day of the Dead
3 4
Election Day
5 6 7 8
9 10 11
Veterans Day
12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27
Thanksgiving
28 29
30 1 2 3 4 5 6
26 27 28 29 30 31
Halloween
1 2
Daylight Saving Time End
Day of the Dead
3 4
Election Day
5 6 7 8
9 10 11
Veterans Day
12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27
Thanksgiving
28 29
30 1 2 3 4 5 6
26 27 28 29 30 31
Halloween
1 2
Daylight Saving Time End
Day of the Dead
3 4
Election Day
5 6 7 8
9 10 11
Veterans Day
12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27
Thanksgiving
28 29
30 1 2 3 4 5 6
26 27 28 29 30 31
Halloween
1 2
Daylight Saving Time End
Day of the Dead
3 4
Election Day
5 6 7 8
9 10 11
Veterans Day
12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27
Thanksgiving
28 29
30 1 2 3 4 5 6
26 27 28 29 30 31
Halloween
1 2
Daylight Saving Time End
Day of the Dead
3 4
Election Day
5 6 7 8
9 10 11
Veterans Day
12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27
Thanksgiving
28 29
30 1 2 3 4 5 6

Page 1 ends

DISCUSSION AGENDA ITEM 5

SUPPORTING DOCUMENTATION ATTACHED

5. Discussion/Decision regarding City Council Vacancy Appointment

CITY OF TRINIDAD STAFF REPORT
DATE: Tuesday, October 14, 2025
TO: Mayor and City Council
FROM: Gabriel Adams, Interim City Manager
DISCUSSION AGENDA TITLE:

5. Discussion/Decision regarding City Council Vacancy Appointment STAFF RECOMMENDATION / SUMMARY:

Interview and fill the vacancy by appointment to serve the remaining 1-year term through November 2026. The new member will be sworn in prior to the next meeting in November and begin service immediately.

DISCUSSION/BACKGROUND:

The City accepted a letter of resignation from former Councilmember Carrie Varela on September 09, and authorized staff to begin recruitment. Varela was elected in November 2024 and will have served 8 months of a 4- year term upon acceptance of her resignation. The City must actively seek a replacement for the remainder of her term through December 2028*.
*A successful candidate will be able to serve until the next General Election (November 2026). If they wish to continue beyond that date and serve the full term, they will have to complete the nomination process next summer to have their name appear on the November 2026 ballot, and win that election seat in order to serve the full term through December 2028.

The current Councilmember terms are:

Kelly Term Expires December 2026
Tuttle Term Expires December 2026
Breckenridge Term Expires December 2026
Vacant Term Expires December 2028 - subject to a certification vote in November 2026.

Kenny Term Expires December 2028
Basic eligibility requirements for serving on the City Council are:
- Must reside inside the city limits
- Must be a registered voter, inside the City limits.
- In the case of an appointment, the new member must be affirmed by a majority vote of the remaining Council members during an open session.

The City Council is responsible for appointing a new member to fulfill the remaining term, and may set whatever qualifications, criteria, and experience they feel is necessary for the applicants to have. Vacancy notices were published at various locations within the community. The local news media outlets have also publicized the position, along with City announcements. The notifications remained posted through the filing period.

As of the filing deadline of October 10, two (2) letters of interest were received, from city residents John Waskiewicz and Andrew Davis.

ATTACHMENTS
- Letters of interest from John Waskiewicz and Andrew Davis 10/9/25, 1:28 PM
https://outlook.office.com/mail/id/AAQkADkxOWYxMDM1LWYyYjYtNDA4Zi05MTBhLTY4Y2I3NTgyYTFjMwAQAE52SK5uJylBkyj1Rp%2FUuBs%3D Page 1 of 1 Outlook
City council seat vacancy
From Trinidad CA <[email protected]>
Date Wed 9/17/2025 4:37 PM
To Cityclerk Trinidad <[email protected]>
Name: John Waskiewicz
Email: [email protected]
Message:

To; Trinidad City Council
From; John Waskiewicz 895 Underwood dr. Trinidad, Ca.

Subject; Open council seat.

I am submitting my name for consideration, to fill the vacancy that currently exists on the city council.

As a voting citizen, residing in Trinidad for the past seven years, and hoping to enjoy many more years to come in this wonderful community, I’ve been asked by neighbors to submit my name.

I do see this as my opportunity to help fulfill my civic responsibility to the community, with no other reservations.

If you have any questions or concerns, please feel free to contact me.

Respectfully submitted, John Waskiewicz
RE: City Council Appointment
Dear City Council Members,
I would like to submit my name for the vacant City Council position.

My connection to Trinidad goes back to the early 1990s, when my family purchased the house I now call home. For many years, I visited often, and still remember the wonder of exploring the town and surrounding woods on my bike as a kid from the Sierra foothills.

When my wife and I considered moving here permanently in 2022, it was the town’s breathtaking beauty, its calm, and the relationships we had already begun to build that made the decision easy. It’s with that same spirit of connection and respect that I hope to serve our community.

Professionally, my background is in accounting and finance, having worked in both corporate settings and at an accounting firm. Although I’m currently “semi-retired,” I believe this experience gives me a strong foundation to contribute to the business and financial responsibilities of the Council.

Since moving here, I’ve had the opportunity to serve on the City Council’s Animal Advisory Committee, which gave me a closer look at how city processes work and how decisions can impact the daily life of the community.

I approach decision-making with an open mind, valuing informed debate. My vision for Trinidad is twofold: first, to thoughtfully manage the change that’s inevitable, preserving as much of our coastal village character as possible; and second, to strengthen and sustain community ties as the town evolves.

I’ve been interested in governance since I was a teenager and have long followed politics and the courts closely—an interest likely inspired by my parents’ involvement in the small town where I grew up. This appointment would be an opportunity to move from observer to active participant, contributing my skills, energy, and perspective to our shared future. If appointed, I’ll do my best to represent the whole community and to approach every issue with fairness and respect.

Thank you for considering my application. I would be honored to serve on the City Council until the next election and to help keep Trinidad the unique and vibrant place that has meant so much to me and my family.

Sincerely,
Andrew Davis

RECEIVED
City of Trinidad
10/10/2025
DISCUSSION AGENDA ITEM 6

SUPPORTING DOCUMENTATION ATTACHED

6. Staff Activity Report – September 2025

CITY OF TRINIDAD STAFF REPORT
DATE: Tuesday, October 14, 2025
TO: Mayor and City Council
FROM: Gabriel Adams, Interim City Manager
DISCUSSION AGENDA ITEM: Staff Activity Report – September 2025 STAFF RECOMMENDATION: Review content, discuss, and receive public input.

DRAFT MOTION TO CONSIDER: Accept Staff Activity Report for September 2025.

SEPTEMBER 2025 SUMMARY
- STAFF PRODUCTIVITY
o ADMINISTRATION: September is best summarized as a month dedicated to catching up and preparing for the next wave. Staff is adjusting to a redistributed management workload, prepping for year-end projects, wrapping up assignments in progress, getting oriented to more complicated issues waiting in the cue. In between the day-to-day business activities at City Hall, we find time to prep for short-range, quarter-ending duties such as TOT collection, cost-recovery invoicing of applicant driven projects, and OWTS permit renewal notifications and tracking. Some of the mid-range projects in the prep stage include the upcoming year-end business license and STR permit renewals (kicking off in November), and buttoning up any lose finance or accountability ends left over from last year’s water service backflow testing as we begin preparations for the November testing period.

As Interim City Manager, I’ve continued to orient myself to various projects in stages of completion, but also dedicated time to adjust to a higher-level of function and efficiency needed to carry out several positions at once. Some of the more housekeeping related assignments handled in September included:
• Updating and optimizing several of the City’s utility and communication accounts with Verizon, Zoom, and AT&T
• Updated our authorized City signers on many vendor accounts, coordinated open enrollment discussions with the City’s health insurance benefit managers, and attended training with the City’s retirement account fund Empower.

Along with following up and implementing Council actions taken at the September 09 meeting, discussing the Council vacancy appointment with several possible candidates, I participated in many work meetings with contractors providing various services to the City along with other agency leaders and professionals with ties to ongoing projects with Trinidad.

Met with the City Planner on several occasions to develop a clear path for the two outside-city water service requests on Mill Creek Lane to reach a conclusion. A will-serve letter will be sent describing their option to move forward, in detail, and follow-up meetings with each applicant to offer additional guidance will be recommended.

At the special meeting held in August, the Rancheria advised the City their Tribal Council rejected the draft Boardwalk agreement, and advised the City to pursue the formal route by applying to the BIA for federal Right-of-Way use. They reiterated their position on this matter at the September 09 regular Council meeting. Staff completed and mailed the application certified to the regional BIA office on Wednesday, October 08.

Additional information highlighting numerous topics by department is continued within this report. o FINANCE: Management and finance staff worked with State Controller Auditor Chrissy Santos to complete City’s Annual Street Report, which is a mandated report that ensures restricted funds received by the City are being spent in accordance with applicable laws. Those funds include, but are not limited to TDA, Gas Tax, RMRA, HSIP, RSTP, etc. The City has met or exceeded its obligations to account for these funds properly, as indicated in the report which is public information for anyone interested.

Staff also worked with City Audit firm JJACPA to conclude the FY2024 audit and engage services for FY2025. More information can be found on this topic in the consent agenda. o PUBLIC WORKS: Public Works staff focused on keeping their routine maintenance a top priority, along with prepping streets for the rainy season to begin. They reviewed and provided feedback on residentbased encroachment permit applications, and have worked closely with the Interim City Manager to develop a format to make getting informal estimates from the City’s preferred contractors more efficient. Currently there are two (2) in-city residents requesting water service installations by the end of November, and up to seven (7) more meter installations forecasted in the next 6-8 months. Developing a format and contact list to quickly distribute the estimate requests will benefit the residents desiring these hookups. o WATER: A new streaming current monitor was purchased in and installed this month thanks to a Measure Z funding award from the County of Humboldt. This device will significantly improve the overall water quality and reliability, as it calculates and maintains optimum polymer dosages during the water treatment process.

Water & Public Works staff has been highly focused on observing and supporting the Emergency Intertie Construction Project which has been very time consuming due to numerous of challenges of working with the partner CSD, while protecting both entities interests. They are also developing a productive working relationship with our new Certified Backflow Prevention Specialist, Mike MacKill with North State Backflow.

MacKill has been contracted by the City to implement a Backflow Prevention Policy that meets or exceeds the mandated State requirements in 2025, protecting the City’s water supply from secondary water sources on residential properties backflowing or contaminating the City’s distribution system.

As the City reaches closer to having full control of the water system in-house, we anticipate reliance on an outside agent, third party T3 contractor to comply with State water laws. Management is exploring local options with neighboring water agencies to provide this service, through a mutual aid agreement, until such time the City is fully independent with certified operators.  Currently operating with T3 Contractor Eric Sanders providing his service for a flat fee of $4k/month.  In-house staff member Carl Anderson (T3 in training) passed exam several months ago and is working towards fulfilling the 1800 hours required to receive the license, and currently scheduled to take his Distribution 2 certification test later in October.
 Kyle Shipman (T2) and Say-gep Brown (T2) are studying for their Distribution exam (date yet to be determined)
 Dereck Shadle is expecting to take his T2 Exam by November. o LUFFENHOLTZ CREEK LOW FLOW SEASON: Todd Kraemer of
Pacific Watershed Associates was in the field on 10/10/2025 and conducted the creek flow measurement which resulted in a bypass flow of 3.22cfs. Kraemer was in the field 24 hours earlier on 10/09/2025 and reported 2.85cfs, with the overnight jump attributed to a sprinkle of rain followed by Friday’s soaker, which will swell the creek flow even more by end of weekend.
o PLANNING: City Planner Trever Parker and I attended the first, preliminary meeting of the Axel Lindgren Memorial Trail working group, hosted by the California State Coastal Commission staff in response the Commission’s acceptance of the Appeal filed by the Tsurai Ancestral Society on the City’s phased improvement permit. Commission staff held this kickoff meeting to introduce everyone to the process, hear from all stakeholders, and develop a path forward to permitting a project that all can agree on to reopen the trail. Members of the Tsurai, Yurok, Coastal Conservancy, and the City were present. A follow-up meeting with technical staff will be held on October

15. Other notable activities from planning in September include:
 Revised the draft Noise Element of the general plan and presented it to the Planning Commission at the September meeting.
 Drafted the emergency response section of the Safety Element of the general plan and presented it to the Planning Commission at the September meeting.
 Met with CCC staff to discuss the LCP update and ADU ordinance.  Coordinated with Anton on continued implementation of the OWTS program and issued several permits.
 Worked on zoning ordinance updates and updating background reports for the LCP grant. o ENGINEERING: City Engineer Steve Allen has been busy overseeing the Emergency Intertie Project with GHD Construction Manager Dagan Short. Transportation/Streets Engineer Josh Wolf has been working with staff on RSTP fund claims, communicating walk-audit opportunities available to the City, discussing RRFB technology with the Interim City Manager, and also providing support during the Annual Street Report audit to ensure funds were being claimed, allocated, and tracked appropriately. Wolf also met with staff to introduce the plans for the 2024 STIP project that is being proposed to enhance the south Main Street sidewalk to an accessible width and improve sight-lines with intersecting streets, along with a repave of Main, Patrick’s Point, and the City’s segment of Westhaven Drive. Project details will be provided to the Council by end of year.
o BUILDING: City Building Inspector Dan Dimick has kept busy fielding inquiries regarding many types of permits typically requested this time of year such as re-roof’s, solar installations, window replacements and plumbing and electrical repairs. He is also keeping up on progressive inspections happening with two new homes being constructed (Berry Road, Langford Road) and a large remodel on Westhaven Drive, and being a helpful liaison with commercial contractor ACGC as the Town Hall window project experienced up to a 2 week delay due to weather, scheduling, and staffing issues on their end. o CEMETERY: The new Cemetery rates went into effect immediately after Council adoption on July 08.

Several plot sales are pending in October, but no new sales occurred in September. - FUTURE AGENDA TOPICS UNDER DEVELOPMENT
o Underground Utilities: Staff engaged with Underground Utility Project Specialists at PG&E in an effort to coordinate a presentation for the Council at a future meeting. Due to other pressing matters, this task has been postponed until later this year or when time allows. o Humboldt Bay Municipal Water District, RFP: On July 08, 2025 the City Council directed staff with the following motion: Motion (Kelly/Breckenridge) to direct staff to proceed with a comparative analysis and feasibility study that evaluates the two options for water provisioning in the City of Trinidad: 1) connection to HBMWD in partnership with the Trinidad Rancheria or independently; 2) continuing to operate its own independent municipal water plant. The study should include comparative long-term costs, developmental (growth) impacts, environmental factors, regulatory/legal guidelines, technical/engineering and operational requirements. Staff will bring the RFP for the study back to the Council for final review and seek grant money to fund. Passed 3-2. Yes – Kelly, Breckenridge, Varela. No – Kenny, Tuttle.

The former City Manager made an attempt to visualize a path forward prior to his resignation effective August 28, but nothing concrete materialized. Staff invested time in September to revisit this topic and strategize next steps. After several meetings with technical staff and a follow up with HBMWD General Manager Michiko Mares, staff has received enough information to reprioritize the task given by the Council on July 08, and assemble the findings into either an actionable item for consideration prior to the end of year, or a meaningful update that will give the Council an opportunity to help fine-tune or steer the proposal.

Certain preliminary tasks have been distributed among staff to begin developing materials to support the next phase of discussion that will support carrying out the motion in the most efficient manner.  City Planner Trever Parker developed some preliminary findings associated with the potential growth inducing impacts (concerns) from a connection to Humboldt Bay Municipal Water District. The report is attached as a supplemental document to this staff activity report, and is intended as an introduction to the research gathered following concerns raised during the July 08 meeting. This document and many others will be added to more information leading up to any actionable item reached during this process.  City Grant Administrator Angela Cather was tasked with narrowing down grant funding opportunities available to the City for comparative analysis, or RFP’s that focus on consolidation projects. Cather’s report is also attached as a supplement to the staff activity report.  City Engineer Steve Allen was tasked with reviewing several prior memos drafted by GHD over the last 20 years specifically comparing operation of the City’s water plant to an alternate source through HBMWD over the long-term.
 Interim City Manager Adams was tasked with an introductory meeting with HBMWD GM Michiko Mares, and to help connect the dots and strategize next steps that are in sync with the July 08 motion, and a realistic timeline and funding options.

Staff anticipates having enough information gathered to provide either an actionable item or a meaningful update on progress by the end of year.
- GRANT PROJECTS
o Trinidad-Westhaven Emergency Intertie Project: Construction is underway. Most of the connecting pipe has been installed beneath the Westhaven Drive roadway, between Trinidad and WCSD’s treatment plants.

Numerous delays are being monitored carefully as the end of year funding deadline approaches. o Per Capita Parks & Recreation: The Racquet Court improvement project was rejected by Council in July.

Staff shifted attention to utilizing these funds to develop a shovel ready repair plan for the decaying boardwalk-sidewalk surface leading down Edwards Street from Van Wycke to the Harbor. The City failed to achieve a land tenure agreement with the Rancheria due to an issue discussed at the special meeting on August 06. The City has pivoted to filing a right-of-way use application to the BIA as directed by the Rancheria. Staff filed the completed application with the BIA as advised, but without familiarity with such process, we are unable to forecast a timeline for approval. We will update the Council regularly as information is received.
- PUBLIC SAFETY
o HSCO Reports/Statistics: A full list of calls/stats for July/August are included in the meeting packet. o Despite a month filled with successful events from the Fisherman’s Feast, Art Night, and Ner-Er-Nerh Days at the Harbor, Trinidad’s public safety team handled few calls for service and did not encounter any extraordinary safety issues.
- CAPITAL IMPROVEMENT PROJECTS UNDERWAY
o Town Hall Window Replacement and Rot Repair: Contracts have been executed with Adams Commercial General Contracting (ACGC) for the Town Hall window replacement and rot repair, and Hamanaka Painting.

Adams Commercial has their part underway. Exterior painting will following new window installation (likely October). Mayor Kelly has been soliciting paint color advice from the public through a voting system located in the Clerk’s office. Window replacement was scheduled for September 29-October 13, but has been delayed with a new start date of October 13 (tentatively). Painting will begin once construction is completed, weather permitting.

STAFF REPORT SUPPLEMENTAL
Date: Tuesday, October 14, 2025
Background Info: The City of Trinidad is responding to the Governor’s Order calling on all Californians to do their part by reducing consumption.

Luffenholtz Creek flow readings are presented to the Council on an as-needed basis - during drought events or when requested. As we enter into the summer low-flow months, the focus of these reports (during the dry season) will be to share and put into perspective how Trinidad’s water consumption metrics compare to those of recent years.

The amounts represent the total water sold, captured by 323 customer meters, measured in cubic feet (7.48 gallons = 1 cubic foot).

July 2021 251,168 cuft January 2021 161,379
July 2022 198,081 January 2022 189,201
July 2023 223,806 January 2023 154,543
July 2024 264,491 January 2024 148,407
July 2025 292,315 (17.37% Water Loss) January 2025 131,229 (16.59% Water Loss) August 2021 269,771 February 2021 178,545
August 2022 227,681 February 2022 154,634
August 2023 265,808 February 2023 136,626
August 2024 233,215 February 2024 132,690
August 2025 218,593 (19.53% Water Loss) February 2025 131,537 (20.66% Water Loss) September 2021 227,831 March 2021 187,607
September 2022 216,470 March 2022 184,103
September 2023 200,348 March 2023 152,813
September 2024 200,050 March 2024 125,188
September 2025 208,873 (19.32% Water Loss) March 2025 136,579 (22.52% Water Loss) October 2020 230,430 April 2021 192,287
October 2021 203,176 April 2022 173,115
October 2022 180,065 April 2023 145,504
October 2023 188,335 April 2024 176,413
October 2024 206,875 (21.34% Water Loss) April 2025 171,808 (17.31% Water Loss) November 2020 198,813 May 2021 242,529
November 2021 204,438 May 2022 154,634
November 2022 169,144 May 2023 211,380
November 2023 151,914 May 2024 182,738
November 2024 159,316 (26.54% Water Loss) May 2025 216,497 (10.83% Water Loss) December 2020 185,860 June 2021 269,087
December 2021 201,160 June 2022 233,692
December 2022 170,419 June 2023 209,336
December 2023 122,937 June 2024 229,339
December 2024 159,299 (23% Water Loss) June 2025 203,350 (23.71% Water Loss) Water sold (consumed) in September was on target with the last 2 years, and a trending decrease over the 5-year period. For a second month in a row, water loss remained within the system annual average comfort-zone annual. We will continue to monitor consumption each month and report this information (along with summary trends and analysis) to the Council for review, comparison, and questions at each meeting.

CITY OF TRINIDAD STAFF REPORT
DATE: Tuesday, October 14, 2025
TO: Trinidad City Council
FROM: Trever Parker, City Planer
AGENDA ITEM: Staff Activities Report: Preliminary Staff Findings on Potential Growth Inducing Impacts from Connection to Humboldt Bay Municipal Water District (HBMWD)

STAFF RECOMMENDATION
The following information is provided as a supplement to the staff activities report related to subsequent research based on direction given to staff at the July 8, 2025 meeting regarding consideration of connecting to HBMWD. No further discussion or action is required or requested from the Council at this time. However, staff wanted to make this information available to the Council and the public sooner rather than later in order to help stop the spread of misinformation.

BACKGROUND/DISCUSSION
One of the main concerns about a possible HBMWD connection has been the potential for it to lead to growth in the Trinidad area. That is a critical issue, and it is likely that there are circumstances where a parcel may not be developable now but could be developed if connected to municipal water. However, growth and development can and will be controlled in a variety of ways. Many of the comments made about growth have overstated the potential impact and/or are inaccurate. The following information is intended to correct some of the assumptions and misinformation that has been presented at past meetings. This is not meant to be a comprehensive analysis, but an overview of some of the steps in the process and land use considerations that will be made in planning for a potential connection to HBMWD and for controlling growth.

Fact: Bringing HBMWD water to Trinidad will not result in rampant, uncontrolled growth.

Connections to HBMWD water can and will be controlled and restricted in a variety of ways.

There are numerous ways to control growth that are more orderly and equitable than by limiting the overall water supply. These are a few of the primary ones:
• Land use designations and zoning are the primary method of planning for and regulating growth over large areas and long time spans. This is done through general plans and zoning ordinances.
• Much of the developed area is in the Coastal Zone where either the City or County Local Coastal Program (LCP) applies. LCPs include policies and standards that limit and control growth based on the Coastal Act.
• The Coastal Act includes limitations on growth and growth inducing development such as service extensions (e.g. §§ 30250, 30254) and the Coastal Commission will enforce those limits through LCP amendments and the Coastal Development Permit process. • There are and will continue to be specific planned service area boundaries for water providers, and extensions of service outside those boundaries are limited in a variety of ways, including State laws.
• Development density will also continue to be limited based on wastewater treatment (septic) capacity. Current county standards require new lots to be a minimum of 1-acre if using onsite wastewater treatment, even if the property is served by public water.

The water service area(s) can and will be crafted to control growth. • The HBMWD will need to apply to the SWRCB for a change in the place of use for their water right. The new place of use can be narrowly drawn, and water service cannot be provided outside of that area without a new application to the SWRCB. • Similarly, HBMWD will likely need to annex Trinidad and the Rancheria into its service area (if just the Rancheria is being served, it could be an Outside Agency Service Connection without annexation). The service area does not have to be contiguous with other HBMWD service areas, and therefore, does not have to include the pipeline corridor or other areas outside of Trinidad’s existing water service area. Water cannot be provided outside of the service area(s) without additional annexation, review, and approvals, including LCP update(s) and CEQA compliance.
• One of the primary purposes of LAFCo is to ensure that service area boundaries are orderly and well thought out and that services are not extended beyond those boundaries except under specific circumstances.
• LAFCo is required to analyze growth over the next 10 years when reviewing changes of boundaries.
• The environmental review process will analyze growth as well as alternatives to minimize impacts.

The pipeline will not be constructed to serve individual connections; it will feed into existing water system(s).
• HBMWD is not a retail water service provider; they do not provide individual connections. They will wholesale water to Trinidad and/or the Rancheria, and it will generally be Trinidad and the Rancheria, along with LAFCo and other agencies (e.g.

Humboldt County, Coastal Commission), that decide how, where, and when to extend future services.

If the City is a participant in the connection planning, then it will have a significantly greater say in how the process is implemented, how the service area maps are drawn, and how water is distributed in the future.
• As noted above, approval by various agencies is required for both the initial pipeline construction and the future extensions of services. Planning for the water line should be done on a regional scale with a long-term view of community water needs. The City is a stakeholder and should be an active participant throughout the process. • The City’s General Plan / LCP already contains policies related to growth and extension of services that should be considered and amended as needed. • Annexation by HBMWD should include the City’s service area, and then the City would have authority over when and where to extend individual connections via the same LAFCo process as is currently required for connections outside City limits. • The City can choose to not connect to HBMWD at this time and still be an active participant and plan for potential future connection.
• Growth (annexation) may be beneficial to the City now or in the future, and having adequate water supply will allow the City more flexibility to consider if and when that should occur.

Fact: Not participating in the HBMWD planning process will not stop the Rancheria’s hotel • There is no reason to believe that the Rancheria won’t eventually get a connection to HBMWD regardless of whether the City is a participant. And if the City is not a participant, it will have much less say in the process and the final result. • The Rancheria, as a Tribe and a disadvantaged community, has access to a variety of funding sources, and there are currently active funding sources for water supply and consolidation projects.

Fact: Trinidad will not be forced to consolidate with or absorb nearby water service providers • The SWRCB does have some authority to require systems to consolidate:
o https://www.waterboards.ca.gov/drinking_water/programs/compliance/docs/202 1/rfaq-mandatory-consolidation.pdf
• However, in practice, this is not something they do. I spoke with Barry Sutter, District Engineer of District 1 of the Division of Drinking Water of the SWRCB, who oversees more than 400 small water systems throughout Humboldt, Del Norte, Trinity, and Siskiyou Counties. In his almost 10-year tenure, there has never been a mandatory consolidation, even for systems that have been out of compliance (e.g. under boil water orders) for years.
• In the last 10 years, there have only been two mandatory consolidation orders in the entire state, both in the same location.
• SWRCB will encourage, support, and facilitate voluntary consolidations. • Barry would be in support of Trinidad connecting to HBMWD, because he considers Trinidad’s system to be vulnerable, because it is a single water plant with a single source.

Fact: Connection to HBMWD is not expected result in increased septic pollution. • Based on the growth controls discussed above, a connection to HBMWD is not expected to result in significant growth, and therefore, would not contribute to significant additional wastewater.
• Pollution is not expected to occur from modern, permitted septic systems. So even if some growth occurs, that growth will be subject to current standards and requirements for septic systems. Resulting upgrades could benefit water quality. • Although people who go from individual water supplies to a municipal supply tend to use more water, the same level of increase would not be expected from those already connected to the City’s system.
• The City can implement water conservation policies and rate structures for those connected to its system.
• Additional water supply could allow the City to annex some areas thereby expanding the jurisdiction of its OWTS Management Program.

Other considerations
Another important consideration is the current funding landscape. Initial research indicates there are currently grant funds available for this type of project, particularly considering that the Rancheria is classified as a disadvantaged community and the City’s water system is classified as being at-risk. If the City does not participate and the pipe is sized to only serve the Rancheria, there will be fewer options for the City should the existing water supply and/or plant become compromised or too difficult (or expensive) to treat in the future. There would not be a huge difference in the costs for physically installing a pipe sized just for the Rancheria verses a larger one that could also accommodate the City and its water service area. But once a smaller pipe is installed, the feasibility of the City ever connecting to HBMWD in the future would be significantly curtailed, if not eliminated.

Summary
It should be understood that any connection to HBMWD will be a significant undertaking and a complex process that includes many agencies and several checks and balances with opportunities to control growth in various ways. This is a project that should be viewed in the very long term (50+ years) as well as shorter terms. The decisions made now are going to have repercussions for the City’s water supply for decades. This is a regionally important process, and the City is a stakeholder, so should be a part of it. It is to the City’s benefit to be proactive in working with all the various agencies, decision-makers, and stakeholders to plan this regionally important project. Staff’s recommendation would be that the City should be a participant in the process, even if electing not to connect at this time, in order to have some control over the outcome and to preserve a key water supply option for the future.

CITY OF TRINIDAD STAFF REPORT
DATE: Tuesday, October 14, 2025
TO: Mayor and City Council
FROM: Angela Cather, Grants Department
AGENDA ITEM: Staff Activities Report - Grant Opportunities for a Comparative Analysis and Feasibility Study in Connection with Humboldt Bay Municipal Water District
STAFF RECOMMENDATION:

The following information is provided as supplemental information for the staff activities report based on City Council’s direction at the July 8, 2025, meeting regarding a consideration of connecting to Humboldt Bay Municipal Water District.

DISCUSSION/BACKGROUND:

Staff sought out grant funding opportunities in response to the City Council’s motion to: “Proceed with a comparative analysis and feasibility study that evaluates the two options for water provisioning in the City of Trinidad: 1) connection to HBMWD in partnership with the Trinidad Rancheria or independently; 2) continuing to operate its own independent municipal water plant. The study should include comparative long-term costs, developmental (growth) impacts, environmental factors, regulatory/legal guidelines, technical/engineering and operational requirements. Staff will bring the RFP for the study back to the Council for final review and seek grant money to fund. Passed 3-2. Yes – Kelly, Breckenridge, Varela. No – Kenny, Tuttle,” and found two promising funding opportunities: the Drinking Water State Revolving Fund Program and the SAFER (Safe and Affordable Funding for Equity and Resilience) Program. Both programs are funded by the State Water Resources Control Board (SWRCB).
*To ensure full eligibility, City staff sent the full City Council motion to the SWRCB, who confirmed that all items we are seeking to fund are eligible.*
More about the programs:

Drinking Water State Revolving Fund Program: The program is in place to assist public water systems in financing the cost of drinking water infrastructure and planning projects needed to achieve or maintain compliance with the Safe Drinking Water Act (SDWA) requirements.

The State Water Resources Control Board (SWRCB) – Division of Finance Assistance, confirmed that a comparative analysis and feasibility study are funding eligible items. The SWRCB also confirmed that the City of Trinidad qualifies for up to 100% grant forgiveness for a planning project.

SAFER Program: The program was established from the Safe and Affordable Drinking Water (SADW) Fund that provides yearly funding to aim to reach sustainable operations for all the State’s drinking water systems and is a critical element for achieving the goals of safe, accessible, and affordable water for all Californians. As the City of Trinidad is listed as a small, at-risk water system, we are eligible for up to 100% of planning costs being covered by consolidation and drought resiliency.

Technical Assistance: Additionally, while the City is eligible for grant funding, eligibility does not equal approval of an application. With that in mind, it would be in the City’s interest to submit a Request for Technical Assistance (TA) application. If submitted, a TA provider may be assigned to the City to assist in submitting a planning application and navigating the application portal.

Why are we eligible for both programs?
The City of Trinidad is listed as a small, At-Risk water system (see attachment).

Why are we considered At-Risk?
We fall under all four categories for the “Drivers of Risk” per the State Water Resources Control Board:
• Water Quality (Medium Risk)
• Accessibility (High Risk)
• Affordability (High Risk)
• Technical Managerial Financial Capacity (TMFC) (Medium Risk).

To note, while having an intertie with Westhaven Community Services District in place may decrease our Accessibility Risk Factor, we need to remember that the intertie is only to be used in an emergency. The intertie is not in place to serve as an indefinite replacement to our water system if it fails.

What is the application deadline?
The SWRCB is always accepting applications for both programs, so there is no hard deadline to apply.

Other funding options available:
• USDA – The Water and Environmental Programs – Rural Development. The chance of getting 100% funding is much lower, if at all possible. Additionally, in many cases, funding would be via a loan or require a 25% match. • FEMA – First there would have to be a declared disaster in the area, and then the City would have to explain how our project reduces risk from natural disasters, including a benefit-cost analysis. Clarity of what type of funding is available (a loan or grant) is unclear currently for planning projects. • Department of Water Resources (DWR) – While we did not have a match for either DWR projects, there usually is a required match, and at this time there are no available grants.

ATTACHMENTS
• SAFER Dashboard – City of Trinidad Risk Status
Home Drinking Water Certlic Drinkingwater Saferdashboard SAFER Dashboard
This dashboard contains data for the 2025 Drinking Water Needs Assessment. The Failing list of systems is updated daily using the State Water Board's Failing criteria. The other SAFER statuses of water systems are based on the results of the Risk Assessment, which is refreshed quarterly as new data becomes available. More information about the dashboard is available in the user guide. Public feedback should be submitted to [email protected] and water systems may submit a data change request if information in the dashboard is inaccurate.
.

Failing At-Risk Potentially At-Risk Not At-Risk Not Assessed Number of Systems Exceeding Risk Indicator Thresholds

Water Quality
Accessibility
Affordability
Technical
Managerial
Financial
Capacity
Percentage of Sources Exceeding an MCL
Number of Water Sources
Absence of Interties
Percent of Median Household Income (%MHI)
Household Socioeconomic Burden
Total Net Annual Income
Operating Ratio
Days Cash on Hand
Drivers of Risk
Total Count of Systems: 1. Total Population: 1,072
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Trinidad City CouncilOctober 14, 2025

Trinidad City Council
October 14, 2025