Yreka City Council
January 17, 2023

Corey Middleton, Mayor
Paul McCoy, Mayor Pro tempore
Colleen Baker, Councilmember
Drake Davis, Councilmember
Duane Kegg, Councilmember
Jason Ledbetter, City Manager
Rhetta Hogan, Asst. City Manager and Clerk
Emily Aldrich, Finance Director
Matthew Bray, Public Works Director John
Elsnab, Human Resources Director Mark
Gilman, Police Chief
Jerry Lemos, Fire Chief
Juliana Lucchesi, Planning Director
Silvia Vonderlinden, Deputy Clerk

YREKA CITY COUNCIL MEETING AGENDA
January 17, 2023
Regular Session: 6:30 PM
Yreka City Council Chamber, 701 Fourth Street, Yreka, CA Phone 530-841-2386, Facsimile 530-842-4836, email: [email protected] Regular Meetings of the Yreka City Council are held the 1st and 3rd Tuesday of every month.

The full agenda packet can be found on the City’s website: www.ci.yreka.ca.us/AgendaCenter

1. CALL TO ORDER REGULAR SESSION AND PLEDGE OF ALLEGIANCE:

2. SPECIAL PRESENTATIONS AND/OR ANNOUNCEMENTS:

This time slot is for informational presentations, appointments, or awards to be presented by the City Council or to the City Council.

Swearing in of Planning Commissioner Marlee Billingsley by the Yreka City Clerk.

Planning Director, Juliana Lucchesi will present the Final Draft Housing Element 2023-2031.

3. PUBLIC COMMENTS:

Public participation is welcomed and invited at all City Council meetings. This time is set aside for residents to address the City Council on matters listed on the Consent Agenda as well as other items not included on the Regular Agenda. If your comments concern an item noted on the Regular Agenda, please address the Council when that item is open for public comment.

The City requests that persons addressing the City Council refrain from making personal, slanderous, profane, or disruptive remarks.

Join this meeting via Zoom:

Link: https://us02web.zoom.us/j/6194957056
Meeting ID# 619-495-7056
Members of the public may also remotely listen to and participate in the meeting via teleconference. If you wish to listen or participate in this meeting through teleconference, simply dial into the conference number below, and enter the meeting ID#.

Conference call in Number: 669-900-6833 (Toll-Free 888 788 0099) “RAISE YOUR HAND” to provide public comment for your desired item. Speakers will be asked to identify themselves.
• Online: If you are online, click on “raise hand” on the bottom of your screen. • Mobile App: In the mobile app, you can raise your hand by tapping the "Raise Hand" option in the "More" tab.
• Telephone: If you are calling in via telephone, to raise your hand, dial *9 (star-nine). Speakers will be called on by the last four digits of their phone number. To unmute yourself dial *6 (star-six). 1

Councilmembers, when recognized by the Mayor, may ask questions of presenter but no action may be taken by the City Council during the public comment section of the meeting. Under the Brown Act, the City Council is prohibited from discussing or taking action on any item not listed on the posted agenda.

This time is set aside for residents to address the City Council on matters listed on the Consent Agenda as well as other items not included on the Regular Agenda. If your comments concern an item noted on the Regular Agenda, please address the Council when that item is open for public comment. • Please speak into the microphone from the podium. The podium electronically adjusts up and down to accommodate speaker. (Should you need an additional special accommodation, e.g., remote microphone, please notice the City Clerk prior to the start of meeting for arrangements). • Please state your name for the record prior to providing your comments. • Please address the Council as a whole.
• If you have documents to present, please provide a minimum of seven (7) copies. • Please limit your remarks to five (5) minutes.

Public comments period is not intended to be a “Question and Answer” period or conversations with the Council or City staff.

4. PUBLIC COMMENT FOLLOW-UP:

This is the time for City Council or the City Manager to respond to public comments and may direct staff to prepare a report or place an item on a future agenda.

5. CONSENT AGENDA:

All matters listed under the consent agenda are considered routine and non-controversial and will be enacted by one motion unless any member of the Council wishes to remove an item for discussion, a. Approval/ratification of payments issued from December 27, 2022, through January 08, 2023. b. Approval of Minutes of the Regular Meeting held January 3, 2023. and Special Meeting held January 10, 2023.
c. Financial Report on Investments as of September 30, 2022. d. Cash Balances, Budget to Actual and Fiscal Performance Reports for October 2022. e. Resolution 2023-02 Recognizing the City of Yreka’s 2023 Contribution to Employees Healthcare Costs through the IRS Section 125 Cafeteria Plan.
f. Continuation of Urgency Resolution #2021-51: Remote Public Meetings. g. Continuation of Urgency Ordinance #864: Fireworks.

Recommended City Council Action: Motion to Adopt the Consent Agenda of the City Council of the City of Yreka as presented.

6. OLD BUSINESS
Human Resources
a. Agenda Title: Approval of City Manager Employment Agreement The Yreka City Manager Employment Agreement has been rewritten reflect some of the compensation (salary and benefits) recently afforded to employees of the City of Yreka through collective bargaining. The City Manager as an at will employee serves at the pleasure of the Yreka City Council.

Recommended City Council Action: Motion to Approve the City Manager Employment Agreement. 2

7. NEW BUSINESS:

City Manager
a. Agenda Title: Presentation and Possible Adoption of the Yreka Community Action Plan: Recreation Economy for Rural Communities.

The Siskiyou Economic Development Council, along with a group of local partners and organizations, applied to the Recreation Economy for Rural Communities program in hopes of combining Yreka’s progress on sustainable land use and brownfields assessment with nearby outdoor recreation resources to create an action plan that supports local business, employment, and economy in ways that respect the area’s people, environment, and history.

Recommended City Council Action: Motion to Adopt the Yreka Community Action Plan:

Recreation Economy for Rural Communities.
b. Agenda Title: Request to Change the Meeting Date for City Council Meetings from Tuesday Nights to Thursday Nights
At the City Council meeting held on December 20, 2022, City Councilmember Duane Kegg requested that an item be placed on a future Council Meeting to change the City Council meeting nights from Tuesday to Thursday.

Recommended City Council Action: Discussion and possible action: Staff from an operational efficiency viewpoint is not in support of the meeting weekday change from Tuesday to Thursday evenings, however staff supports the City Council in its endeavor to conduct the City’s business.

8. MAYOR/COUNCILMEMBERS REPORTS
AB 1234* Conference and Meeting Report (verbal, if any) *(In accordance with AB 1234, Councilmembers shall make a brief report or file a written report on any meeting/event/conference attended at City expense.)

9. CITY MANAGER/STAFF REPORTS:

City Manager and Staff may make brief announcements or reports at this time.

10. COUNCILMEMBER STATEMENTS AND REQUESTS:

Members of the Council may make brief announcements, reports, or request staff to report to Council on any matter at a subsequent meeting.

11. ADJOURNMENT:

In compliance with the requirements of the Brown Act, notice of this meeting has been posted in a publicly accessible place, 72 hours in advance of the meeting.

All documents produced by the City which are related to an open session agenda item and distributed to the City Council are made available for public inspection in the City Clerk’s Office during normal business hours.

Public Hearings: If, in the future, you wish to challenge in court any of the matters on an agenda for which a public hearing is to be conducted, you may be limited to raising only those issues which you (or someone else) raised orally at the public hearing or in written correspondence received by the City at or before the hearing. Any person seeking to challenge a City Council decision made as a result of a proceeding in which by law a hearing is required to be given, evidence is required to be taken, and the discretion in the determination of facts is vested in the City Council, shall be required to commence that action 90 days following the date on which the decision becomes final as provided in Code of Civil Procedure Section 1094.6. Please refer to Code of Civil Procedure 1094.6 to determine how to calculate when a decision becomes “final.”
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"CHALLENGING DECISIONS OF CITY ENTITIES The time limit within which to commence any lawsuit or legal challenge to any quasi-adjudicative decision made by the City of Yreka is governed by Section 1094.6 of the Code of Civil Procedure, unless a shorter limitation period is specified by any other provision, including without limitation Government Code section 65009 applicable to many land use and zoning decisions, Government Code section 66499.37 applicable to the Subdivision Map Act, and Public Resources Code section 21167 applicable to the California Environmental Quality Act (CEQA). Under Section 1094.6, any lawsuit or legal challenge to any quasi-adjudicative decision made by the City must be filed no later than the 90th day following the date on which such decision becomes final. Any lawsuit or legal challenge, which is not filed within that 90-day period, will be barred. Government Code section 65009 and 66499.37, and Public Resources Code section 21167, impose shorter limitations periods and requirements, including timely service in addition to filing. If a person wishes to challenge the above actions in court, they may be limited to raising only those issues they or someone else raised at the meeting described in this notice, or in written correspondence delivered to the City of Yreka, at or prior to the meeting. In addition, judicial challenge may be limited or barred where the interested party has not sought and exhausted all available administrative remedies." The City of Yreka does not discriminate on the basis of race, color, national origin, religion, age, gender, sexual orientation, disability, or any other legally protected classes in employment or provision of services. In compliance with the Americans with Disabilities Act, those requiring accommodations for this meeting should notify the City Clerk 48 hours prior to the meeting at (530) 841-2386 or by notifying the Clerk at [email protected].

AFFIDAVIT OF NOTIFICATION AND POSTING

STATE OF CALIFORNIA)

COUNTY OF SISKIYOU) SS

CITY OF YREKA )
I, Rhetta Hogan, City Clerk for the City of Yreka, hereby declare under penalty of perjury that a copy of the above Agenda of the Regular Meeting of the City Council of the City of Yreka, California, was delivered and/or notice by email not less than 72 hours, before the hour of 6:30 p.m. on January 17, 2023 to the members of the governing agency, and caused the agenda to be posted on the City’s website at www.ci.yreka.ca.us and posted at Yreka City Hall, 701 Fourth St., Yreka, California. /s/: Rhetta Hogan
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MINUTES OF THE YREKA CITY COUNCIL MEETING
HELD ON JANUARY 3, 2023
Yreka City Council Chamber, 701 Fourth Street, Yreka, CA On January 3, 2023, the City Council of Yreka, met for a Regular meeting at 6:30 p.m. and upon roll call, the following Councilmembers were present: Colleen Baker, Drake Davis, Paul McCoy, and Corey Middleton.

Councilmember Duane Kegg was absent.

1. CALL TO ORDER REGULAR SESSION AND PLEDGE OF ALLEGIANCE:

2. SPECIAL PRESENTATIONS AND/OR ANNOUNCEMENTS:

This time slot is for informational presentations, appointments, or awards to be presented by the City Council or to the City Council.

3. PUBLIC COMMENTS:

Public participation is welcomed and invited at all City Council meetings. This time is set aside for residents to address the City Council on matters listed on the Consent Agenda as well as other items not included on the Regular Agenda. If your comments concern an item noted on the Regular Agenda, please address the Council when that item is open for public comment.

The City requests that persons addressing the City Council refrain from making personal, slanderous, profane, or disruptive remarks.

Councilmembers, when recognized by the Mayor, may ask questions of presenter but no action may be taken by the City Council during the public comment section of the meeting. Under the Brown Act, the City Council is prohibited from discussing or taking action on any item not listed on the posted agenda.

This time is set aside for citizens to address the City Council on matters listed on the Consent Agenda as well as other items not included on the Regular Agenda. If your comments concern an item noted on the Regular Agenda, please address the Council when that item is open for public comment. • Please speak into the microphone from the podium. The podium electronically adjusts up and down to accommodate speaker. (Should you need an additional special accommodation, e.g., remote microphone, please notice the City Clerk prior to the start of meeting for arrangements). • Please state your name for the record prior to providing your comments. • Please address the Council as a whole.
• If you have documents to present, please provide a minimum of seven (7) copies. • Please limit your remarks to five (5) minutes.

Public comments period is not intended to be a “Question and Answer” period or conversations with the Council or City staff.

Public comment was received from Jan Osborn, Louise Gliatto, Jerry Stacher and Dawnmarie Autrey

4. PUBLIC COMMENT FOLLOW-UP:

This is the time for City Council or the City Manager to respond to public comments and may direct staff to prepare a report or place an item on a future agenda.
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5. CONSENT AGENDA:

All matters listed under the consent agenda are considered routine and non-controversial and will be enacted by one motion unless any member of the Council wishes to remove an item for discussion, a. Approval/ratification of payments issued from December 12, 2022, through December 26, 2022. b. Approval of Minutes of the Regular Meeting held December 20, 2022. c. Cash Balances, Investment and Fiscal Performance Reports for September 2022 d. Adopting a Corrected Appropriations Limit, Resolution 2023-01, for Fiscal Year 2022-23. e. Resolution 2023-02 Recognizing the City of Yreka’s 2023 Contribution to Employees Healthcare Costs through the IRS Section 125 Cafeteria Plan.
f. Continuation of Urgency Resolution #2021-51: Remote Public Meetings. g. Continuation of Urgency Ordinance #864: Fireworks.
h. Waive Full Text Reading of All Ordinances on the Agenda. Ordinances shall be introduced and adopted by title only.

Recommended City Council Action: Motion to Adopt the Consent Agenda of the City Council of the City of Yreka as presented.

Staff requested to remove item 5.e. Resolution 2023-02 Recognizing the City of Yreka’s 2023 Contribution to Employees Healthcare Costs through the IRS Section 125 Cafeteria Plan due to missing documentation.

Motion to Adopt the Consent Agenda of the City Council of the City of Yreka as presented with the exclusion of item 5.e. as noted.

No public comment.

MOTIONED: Councilmember Baker
SECONDED: Councilmember McCoy
AYES: Councilmembers Baker, McCoy, and Middleton
NOES: Davis
ABSENT: Kegg

6. OLD BUSINESS
Planning Director
a. Agenda Title: California Housing and Community Development, Prohousing Designation Program Note: This resolution was deferred to the Jan. 3, 2023, City Council meeting from Dec. 20, 2022.

City Staff has developed an application to the California Department of Housing and Community Development (HCD) for a “Prohousing Designation”. The Prohousing Housing Designation identifies local policies that jurisdictions are adopting to address housing needs and affordability and identifies State programs and grants for which Prohousing designated jurisdictions should receive preference or additional points. City Staff are requesting City Council review of the proposed activities to achieve a Pro Housing Designation and authorize the submittal of the application to HCD.

Recommended City Council Action: Motion to approve Resolution CCR-2022-59 A Resolution of the City of Yreka City Council Authorizing Application to and Participation in the Prohousing Designation Program.

Public Comment received from Jan Osborn, Louise Gliatto, Deborah Baird.

Motion to approve Resolution CCR-2022-59 A Resolution of the City of Yreka City Council Authorizing Application to and Participation in the Prohousing Designation Program. 34

MOTIONED: Councilmember McCoy
SECONDED: Councilmember Middleton
AYES: Councilmembers McCoy and Middleton
NOES: Councilmembers Baker and Davis
ABSENT: Kegg
Motion failed. After the split vote Mayor Middleton ask for reconsideration of the item and to bring it back at a future City Council meeting.

7. NEW BUSINESS:

Public Works Director and City Manager
a. Agenda Title: Request to Hire Two additional Parks Maintenance Workers and Authorize a Supplemental Budgetary Appropriation for the positions
Public Works is requesting the additional hire of two parks maintenance workers to assist with the upkeep and maintenance of Yreka’s over 600 acres of parks and greenways. The employees would be paid for from the Greenhorn Reservoir Water and General Fund accounts.

Recommended City Council Action: Motion that the City Council Approve the Request to Hire two additional Parks Maintenance Workers and Authorize a Supplemental Budgetary Appropriation for the positions.

Public Comment received from Deborah Baird and Dawnmarie Autry.

Motion that the City Council Approve the Request to Hire two additional Parks Maintenance Workers and Authorize a Supplemental Budgetary Appropriation for the positions.

MOTIONED: Councilmember Davis
SECONDED: Councilmember Baker
AYES: Councilmembers Baker, Davis, McCoy, and Middleton NOES: None
ABSENT: Kegg
b. Agenda Title: Resolution Designating Reserves from Gain on Sale of Real Property to fund a 95% Completion Study for Preliminary Design and Engineering of the Ringe Park and Pool Complex, an estimated cost of $500,000 to $750,000 and Authorizing the City Manager to issue a Request for Proposal/Qualifications for engineering and architectural design services.

The City has since 2021 realized one time money, gains recognized on the sale (and potential sale) of City owned properties. The City Manager and Public Works Director are requesting the designation of those reserves realized from sale of real property to be dedicated to the Ringe Park and Pool Complex to obtain engineering and architectural plans, that are “shovel ready” for construction bid and available grant opportunities where the City and project may be eligible applicant. Additionally, the resolution authorizes the City Manager or his designee to issue a request for proposal or qualifications for engineering and architectural services. The budget for these services is estimated to be somewhere between the range of $500,000 and $750,000 for a 95% completion study.

Recommended City Council Action: Motion to Adopt a Resolution 2023-03 Designating Reserves from Gain on Sale of Real Property to fund a 95% Completion Study for Preliminary Design and Engineering of the Ringe Park and Pool Complex, an estimated cost of $500,000 to $750,000, and Authorizing the City Manager to issue a Request for Proposal/Qualifications for engineering and architectural design services.

Public comment was received from Louise Gliatto, Jerry Stacher, Dawnmarie Autrey and Jan Osborn. 35

Motion to Adopt a Resolution 2023-03 Designating Reserves from Gain on Sale of Real Property to fund a 95% Completion Study for Preliminary Design and Engineering of the Ringe Park and Pool Complex, an estimated cost of $500,000 to $750,000, and Authorizing the City Manager to issue a Request for Proposal/Qualifications for engineering and architectural design services.

MOTIONED: Councilmember McCoy
SECONDED: Councilmember Baker
AYES: Councilmembers Baker, Davis, McCoy, and Middleton NOES: None
ABSENT: Kegg
Police Chief
c. Agenda Title: Restructuring the Response to Animal Control Calls for Services to ensure 24/7 coverage, expand training and provide more versatile resources at Yreka Police Department – by hiring a sworn Patrol Officer in lieu of an Animal Control Officer (currently a vacant position).

Police Chief Gilman is requesting to transition the vacant Animal Control Officer position into a sworn Police Officer position. The reason for this is call volume statistics. In evaluating options to perform effective patrol, including ACO functions, I feel can more effectively utilize a more versatile sworn Police Officer (through all shifts), instead of dedicating a M-F 8AM-5PM full-time position for an Animal Control Officer.

Recommended City Council Action: Motion to Approve Restructuring the Response to Animal Control Calls for Services to ensure 24/7 coverage, expand training and provide more versatile resources at Yreka Police Department – by hiring a sworn Patrol Officer in lieu of an Animal Control Officer (currently a vacant position).

Public comment was received from Dawnmarie Autrey, Jan Osborn and Jerry Stacher.

Motion to Approve Restructuring the Response to Animal Control Calls for Services to ensure 24/7 coverage, expand training and provide more versatile resources at Yreka Police Department – by hiring a sworn Patrol Officer in lieu of an Animal Control Officer (currently a vacant position).

MOTIONED: Councilmember Baker
SECONDED: Councilmember Middleton
AYES: Councilmembers Baker, Davis, McCoy, and Middleton NOES: None
ABSENT: Kegg

8. MAYOR/COUNCILMEMBERS REPORTS
AB 1234* Conference and Meeting Report (verbal, if any) *(In accordance with AB 1234, Councilmembers shall make a brief report or file a written report on any meeting/event/conference attended at City expense.)

9. CITY MANAGER/STAFF REPORTS:

City Manager and Staff may make brief announcements or reports at this time.

Mark Gilman and Jason Ledbetter will give an update on shopping cart retrieval code enforcement efforts.

City Manager Ledbetter’s report reminded Councilmembers of the League of Local Agencies (LOLA) Meeting scheduled on January 11, 2023, at Black Barts in Yreka.

City Manager Ledbetter is attending a City Managers Conference in Carlsbed, CA, that begins the week of February 6.

The Fire Ad Hoc Committee Meeting is scheduled for Thursday January 19,2023 at 7:30AM at the Yreka Community Center, agenda will cover medical call response. 36

The Finance Committee met on December 21,2022 and discussed many of the items on this evening’s agenda, for which City Manager Ledbetter wanted to commend the City Council’s consideration of the Ringe Park and Pool, Park Employees and ACO to Sworn Officer restructure decisions this evening as he believes these items will improve the community. The Request for Proposals (RFP) for the Foothill DTSC Cleanup and City Hall ADA remodel project have posted and are the City’s website.

Chief Gilman gave the City Council an update on the shopping cart retrieval and citation program.

10. COUNCILMEMBER STATEMENTS AND REQUESTS:

Members of the Council may make brief announcements, reports, or request staff to report to Council on any matter at a subsequent meeting.
*Councilmember Baker inquired about the Park Host volunteer stipend position and City Manager Jason Ledbetter will respond to some of the evaluation questions raised.

Councilmember McCoy spoke to the upcoming events of LOLA on January 11,2023 and Fire Advisory Committee on January 19, 2023.
*Councilmember McCoy wanted to continue to discuss the warming shelter discussions with the County. City Manager Jason Ledbetter discussed the upcoming Continuum of Care (CoC) on January 4, 2023. *Councilmember Middleton asked that the Public Health Sharps Program opportunity to install Kiosks on City property proposal be brought back to City Council for consideration.

11. ADJOURNMENT:

There being no more business the City Council meeting adjourned at 09:38 p.m.

____________________
Corey Middleton, Mayor
Minutes approved by City Council,
Motion January 17, 2023
______________________
Rhetta Hogan, City Clerk
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YREKA CITY COUNCIL SPECIAL MEETING MINUTES
January 10, 2022
Closed Session: 6:30 PM
Yreka City Council Chamber, 701 Fourth Street, Yreka, CA

1. CALL TO ORDER SPECIAL SESSION AND PLEDGE OF ALLEGIANCE:

Present: Councilmembers Colleen Baker, Drake J. Davis, Duane Kegg, Paul Edward McCoy and Mayor Corey Middleton.

Mayor Middleton called the meeting to order at 6:30 a.m.

2. PUBLIC COMMENTS:

There was no public comment.

3. CLOSED SESSION:

The City Council will recess to Closed Session to discuss the following item(s). At the conclusion of the Closed Session, Open Session will reconvene and reportable action, if any, will be announced:
a. Public Employee Performance Evaluation § 54957
Title: City Manager

4. REPORT OUT FROM CLOSED SESSION:

There was no reportable action from this meeting.

5. ADJOURNMENT:

The meeting adjourned after 9 p.m.

____________________
Corey Middleton, Mayor
Minutes approved by City Council,
Motion January 17, 2023
______________________
Rhetta Hogan, City Clerk
38 Settlement Account Par Book Market Interest Maturity Market Date Investment Number Amount Value Value Rate % Date Value % Certificates of DepositVarious Multi-Bank Securities, Inc - PERSHING BANK *** RMB-034398 2,697,000.00 2,697,000.00 2,664,623.73 2.019% 0-5 years 98.80%Cash and Equivalents 6/30/2022 Local Agency Investment Fund - LAIF *** 98-47-996 22,012,280.57 22,012,280.57 21,588,785.47 1.630% NONE 98.08% 6/30/2022 Multi-Bank Securities, Inc - PERSHING BANK *** - Cash RMB-034398 245,798.77 245,798.77 245,798.77 0.000% NONE N/A 6/30/2022 Mechanics Bank- Checking xxxxxxx5102 1,515,789.84 1,515,789.84 1,515,789.84 0.010% NONE 100.00% 6/30/2022 Mechanics Bank-ZBA Credit Card Payments xxxxxxx6830 - - - 0.000% NONE N/A 6/30/2022 Mechanics Bank-SUMIT Non Adjudicated xxxxxxx4281 19,219.49 19,219.49 19,219.49 0.010% 100.00% 6/30/2022 Mechanics Bank-SUMIT Operating xxxxxxx2233 705,233.99 705,233.99 705,233.99 0.000% NONE 100.00% 6/30/2022 Banner Bank (DDA Bank Anticipation Note) xxxxxxx5733 1,348.48 1,348.48 1,348.48 0.020% NONE 100.00% 6/30/2022 Petty Cash - City Departments 1,200.00 1,200.00 1,200.00 NONE 100.00% TOTAL CASH AND INVESTMENTS 27,197,871.14 $ 27,197,871.14 $ 26,741,999.77 $ *** See supplemental data on Multi Bank Securities and LAIF Investment maturities, investment portfolio mix and yield Emily Aldrich, Finance Director
Approved by motion of the Yreka City Council at its meeting held January 17, 2023Corey Middleton, Mayor Rhetta Hogan, Elected City Treasurer

QUARTERLY INVESTMENT REPORT
September 30, 2022
The instruments of investments used this quarter are in direct relationship with the City's investment policy. It is the opinion of the Finance Diretor and CityTreasurer that the next six (6) months expenditures will be met. 39 Fund Type Fund Fund Description Previous Balance
Receipts /
Debits
Disbursements /
Credits
Cash Balance by
Fund
General-Unrestricted 01 General Operating $ 7,689,474.53 $ 718,282.81 $ 608,753.83 $ 7,799,003.51 General-Designated 01 General Oper. - Other - - - 0.00
General-Designated 01 Comm Art - - - 0.00
General-Designated 01 Fire Museum 3,322.35 - - 3,322.35 General-Designated 01 Planning Deposits - - - 0.00
General-Designated 01 Sidewalk in Lieu 39,278.46 - - 39,278.46 General-Designated 01 Parkland Trust 300.00 - - 300.00
General-Designated 01 Police Asset Forfeit 12,239.86 - - 12,239.86 General-Designated 01 Parking Fees - - - 0.00
General-Designated 01 Campbell Tract Redemption - - - 0.00 General-Designated 02 Gifts Donations 25,651.73 - - 25,653.63 General-Designated 02 K-9 Unit - - - 0.00
General-Designated 02 YPD Donated - Hitson 4,812.02 - - 4,812.02 General-Designated 02 YPD Donated - Travellers 741.68 - - 741.68 General-Designated 02 YPD Donated - Teen Fund 3,956.43 - - 3,956.43 General-Designated 03 YVFD Volunter Fund 2,238.41 - - 2,238.41 General-Restricted 04 Crandell Cash 441,187.74 - - 441,187.74 General-Restricted 05 Property Abatement Recovery 58,046.49 - 15,931.61 42,114.88 General-Designated 08 Grant Projects Reserve 1,334,085.73 - 1,334,085.73 - General-Designated 08 PERS Pension Liability Reserve - - - 0.00 General-Designated 09 Reserves for Cap. Outlay 831,125.62 - - 831,125.62 General-Designated 10 Capital Outlay 241,821.35 - - 241,821.35 General-Designated 11 Capital Building Project - YPD (808.98) - 206.36 (1,015.34) General - All General-Designated 12 Debt Servicing - GF (YPD Bldg) 323,073.14 - 45,447.50 277,625.64 General-Designated 12 Debt Servicing Reserves - GF (YPD Bldg) 200,000.00 - - 200,000.00 General-Designated 90 Payroll Clearing (703,239.24) 595,771.68 635,306.77 (742,774.33) 10,515,717.64 $ Spec. Rev. -Streets 20 Road and Street Funds including HUTA 250,998.49 14,593.41 53,037.37 212,554.53 Spec. Rev. -Streets 21 Local Transportation 376,870.69 223,499.00 - 600,369.69 Streets Spec. Rev. -Streets 24 Fines - Traffic Safety 201,806.84 763.40 14,061.07 188,509.17 1,001,433.39 $ Special Revenue 30 Fire Assessment Spec. Rev 1,091,998.93 25,329.04 7,715.37 1,109,612.60 Special Revenue 31 Landfill Access Fee - Debt Service (86,523.24) 19,257.30 676.29 (67,942.23) Special Revenues Special Revenue 32 Developer Impact Fees 220,783.04 - - 220,783.04 $ 1,262,453.41 Special Grants 60 Spec Grants Capital Outlay 1,665,142.68 - 46,295.86 1,618,846.82 Special Grants Special Grants 65 Community Development Grants 924,970.49 100.00 4,361.58 920,708.91 SpecialOperating 67 SUMIT Operating 702,929.95 - - 702,929.95 $ 3,242,485.68 Water Enterprise 70 Water Operating 162,812.97 315,934.73 334,781.61 143,966.09 Water Enterprise 71 Water Capital Projects (1,474,497.92) 785,544.38 - (2,260,042.30) Water Enterprise 72 Water Debt Servicing 706,387.06 208,962.66 - 497,424.40 Water Enterprise 72 USDA COPS 2010 300,000.00 - - 300,000.00 Water Enterprise Water Enterprise 74 Water Reserves 5,238,272.07 91,247.98 5,329,520.05 - $ 4,010,868.24 Sewer Enterprise 80 Sewer Operating 490,783.83 229,136.14 204,721.67 515,198.30 Sewer Enterprise 81 Sewer Capital Outlay (113,273.87) - 60,915.04 (174,188.91) Sewer Enterprise 82 Sewer Debt Servicing 458,721.00 - - 458,721.00 Sewer Enterprise 82 USDA COPS 2003 250,000.00 - - 250,000.00 Enterprise-Sewer Sewer Enterprise 84 Sewer Reserves 4,893,361.10 59,086.74 4,952,447.84 - $ 6,002,178.23 Agency
Agency 92 Agency SUMIT - Cash 19,219.49 - - 19,219.49 $ 19,219.49 COLUMN TOTALS $ 26,788,070.92 $ 2,293,002.23 $ 3,026,718.97 $ 26,054,356.08 $ 26,054,356.08 -
BANK RECAPITULATION PER BANK Market Value Unrealized Gain PER LEDGER L.A.I.F. 0.861% 21,590,174.02 21,312,209.47 (277,964.55) Pershing Bank - CD & Treas Investments 2,697,000.00 2,631,501.59 (65,498.41) Pershing Bank - Cash 7,958.55
Petty Cash Drawers 1,200.00
YVFD Petty Cash -
Banner Bank (DDA for Bank Anticipation Not 1,348.51
MB SUMIT Operating x2233 705,233.99
MB SUMIT Asset Forfeiture X4281 19,219.49
Mechanics Bank - 01015102 1,217,169.54
TOTAL PER BANK 26,239,304.10

ADJUSTMENTS
Less Outstanding Checks MB (160,062.83)
Less Outstanding Checks SVB SUMIT (2,304.04)
Interest CR (GL ) October 2022 (11.48)
Transfer 9/30 - Posted 10/03 at Bank 4,302.79
HUTA recorded Nov (18,234.40)
VSP 12.51
BRMS Card (2.04)
CalPERS - ER (1,492.04)
Reconciling 3.29
MBSC Interest (7,159.78)
TOTAL PER LEDGER 26,054,356.08 26,054,356.08
(0.00)
Corey Middleton, City Mayor
Emily Aldrich, Finance Director

CITY OF YREKA

REPORT ON CASH TO THE CITY COUNCIL
Oct-2022
40 2022-2023 Operating Budget of Revenue and Expenditures with Year to Date Actual Results October 31, 2022
Fund AnalysisMajor Grp Fund Adopted Operating Budget Year to Date 3 Adopted Operating Budget Year to Date 4 Operating Budget Net Actual
Year to Date
Current Cash
Balance
Investment in LAIF 00 - - - - - - -
General Operating 01 7,474,244.57 7,923,861.07 2,469,471.35 7,854,692.39 7,854,692.39 2,508,967.21 (39,495.86) 69,168.68 7,854,144.18 General Operating Fund 7,474,244.57 7,923,861.07 2,469,471.35 7,854,692.39 7,854,692.39 2,508,967.21 69,168.68 (39,495.86) 7,854,144.18 Gifts Donations 02 - - 10,307.43 700.00 700.00 2,860.50 (700.00) 7,446.93 35,163.76 YVFD Volunter Fund 03 13,500.00 13,500.00 - 13,500.00 13,500.00 392.26 - (392.26) 2,238.41Trusts -Crandell-Stewart 04 - - 2,238.50 2,050.00 2,050.00 - (2,050.00) 2,238.50 441,187.74 Property Abatement 05 - - - - - 16,431.61 - (16,431.61) 42,114.88 General Fund Reserves 08 - - 52,098.17 - - - - 52,098.17 1,334,085.73 Reserves for Cap. Outlay 09 - - - - - - - - 831,125.62
Capital Outlay 10 82,500.00 82,500.00 - 82,500.00 82,500.00 (43,770.35) - 43,770.35 241,821.35 Construction Fund 11 - - - - - 902.60 - (902.60) (1,015.34) General Fund Debt Servicing 12 125,895.00 125,895.00 - 125,895.00 125,895.00 22,426.25 - (22,426.25) 477,625.64 Payroll Clearing 90 (764,015.98) (764,015.98) 183,738.50 - 143,638.80 - (764,015.98) 40,099.70 (742,774.33) General Fund - Restricted or Designated (542,120.98) (542,120.98) 248,382.60 224,645.00 224,645.00 142,881.67 (766,765.98) 105,500.93 2,661,573.46 Total General Fund 6,932,123.59 7,381,740.09 2,717,853.95 8,079,337.39 8,079,337.39 2,651,848.88 (697,597.30) 66,005.07 10,515,717.64 Gas Tax & Traffic Cong. 20 954,702.40 954,702.40 147,547.68 954,702.44 954,702.44 322,103.26 (0.04) (174,555.58) 212,554.53 Local Transportation 21 200,000.00 200,000.00 225,407.05 200,000.00 200,000.00 - - 225,407.05 600,369.69 Fines - Traffic Safety 24 68,164.14 68,164.14 5,922.10 68,164.14 68,164.14 23,161.25 - (17,239.15) 188,509.17 Road, Street & Transit - Restricted 1,222,866.54 1,222,866.54 378,876.83 1,222,866.58 1,222,866.58 345,264.51 (0.04) 33,612.32 1,001,433.39Total Road, Streets and Transit 1,222,866.54 1,222,866.54 378,876.83 1,222,866.58 1,222,866.58 345,264.51 (0.04) 33,612.32 1,001,433.39 Fire Assessment Spec. Rev 30 307,500.00 307,500.00 111,532.30 105,726.24 105,726.24 30,242.08 201,773.76 81,290.22 1,109,612.60Landfill Access Fee - Debt Service 31 240,000.00 240,000.00 80,381.47 240,000.01 240,000.01 177,542.88 (0.01) (97,161.41) (67,942.23) Developer Impact Fees 32 16,000.00 16,000.00 1,328.40 9,500.00 9,500.00 - 6,500.00 1,328.40 220,783.04 Special Revenue - Restricted 563,500.00 563,500.00 193,242.17 355,226.25 355,226.25 207,784.96 208,273.75 (14,542.79) 1,262,453.41 Total Special Revenue 563,500.00 563,500.00 193,242.17 355,226.25 355,226.25 207,784.96 208,273.75 (14,542.79) 1,262,453.41 Spec Grants Capital Outlay 60 - - - 2,249,000.00 2,249,000.00 145,966.38 (2,249,000.00) (145,966.38) 1,618,846.82 Community Development Grants 65 2,249,000.00 2,249,000.00 162,811.22 800,750.00 800,750.00 3,038.17 1,448,250.00 159,773.05 920,708.91 SUMIT Operating Fund 67 750,600.00 750,600.00 4,878.75 - - - 750,600.00 4,878.75 702,929.95 Special Grants - Capital Projects 2,999,600.00 2,999,600.00 167,689.97 3,049,750.00 3,049,750.00 149,004.55 (50,150.00) 18,685.42 3,242,485.68 Special Grants - Operating & Capital Projects 2,999,600.00 2,999,600.00 167,689.97 3,049,750.00 3,049,750.00 149,004.55 (50,150.00) 18,685.42 3,242,485.68 Water Operating 70 - - - 2,585,884.53 2,585,884.53 822,299.98 (822,299.98) (2,585,884.53) 143,966.09 Water Capital Projects 71 2,585,884.55 2,585,884.55 1,029,756.65 2,853,117.00 7,873,117.00 2,260,042.30 (1,230,285.65) (5,287,232.45) (2,260,042.30) Water Debt Servicing 72 2,853,117.00 7,873,117.00 - 349,238.17 349,238.17 (29,877.64) 29,877.64 7,523,878.83 797,424.40 Water Reserves 74 356,738.17 356,738.17 - - - - - 356,738.17 5,329,520.05 Water Enterprise 5,795,739.72 10,815,739.72 1,029,756.65 5,788,239.70 10,808,239.70 3,052,464.64 7,500.02 (2,022,707.99) 4,010,868.24 Sewer Operating 80 (916,687.72) (1,197,687.72) 220,569.95 2,360,449.97 2,360,449.97 585,697.01 (3,558,137.69) (365,127.06) 515,198.30 Sewer Capital Outlay 81 2,360,449.98 2,360,449.98 718,222.59 9,326,680.00 9,518,080.00 438,047.34 (7,157,630.02) 280,175.25 (174,188.91) Sewer Debt Servicing 82 9,326,680.00 9,326,680.00 263,858.43 316,855.00 316,855.00 (1,168.75) 9,009,825.00 265,027.18 708,721.00 Sewer Reserves 84 318,855.00 318,855.00 (263,858.41) - - - 318,855.00 (263,858.41) 4,952,447.84 Sewer Enterprise Fund 11,089,297.26 10,808,297.26 938,792.56 12,003,984.97 12,195,384.97 1,022,575.60 (1,387,087.71) (83,783.04) 6,002,178.23Total Enterprise Funds 16,885,036.98 21,624,036.98 1,968,549.21 17,792,224.67 23,003,624.67 4,075,040.24 (1,379,587.69) (2,106,491.03) 10,013,046.47 SUMIT Agency Trust - Cash 92 - - - - - - - - 19,219.49
Agency Funds - - - - - - - - 19,219.49 \
Total Agency Funds - - - - - - - - 19,219.49
All Funds Combined 33,791,743.61 28,603,127.11 5,426,212.13 30,499,404.89 35,710,804.89 7,428,943.14 (1,919,061.28) (2,002,731.01) 26,054,356.08 Excess of Rev over Exp.-Surplus/
R E V E N U E E X P E N S E (Deficit)
Approval:______________________________________________________Corey Middleton, Mayor 1/3/2023 10:28 AM 41 City of Yreka Financial Statement Groupings
Summary FY 22-23 YTD Fiscal Performance
as of October 31, 2022
ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt

1. GENERAL FUNDSRevenue
801 REVENUE: PROP TAXES 1,208,650.00 1,208,650.00 161,677.80 -1,046,972.20807 MVLF IN LIEU 650,000.00 0.00 -650,000.00 650,000.00810 SALES TAX 3,600,000.00 1,413,915.55 -2,186,084.45 3,600,000.00813 REVENUE: TOT TAXES 830,000.00 502,038.71 -327,961.29 830,000.00814 REVENUE: FRANCHISE FEES 285,000.00 46,019.14 -238,980.86 285,000.00815 REVENUE - LICENSES AND PERMITS 189,900.00 82,817.13 -107,082.87 189,900.00825 REVENUE - FINES & FORFEITURES 250.00 -674.34 -924.34 250.00830 REVENUE - USE OF MONEY & PROPERTY 70,800.00 -106,845.45 -177,645.45 70,800.00850 REVENUE - INTERGOVERNMENTAL 348,417.57 180,074.94 -617,959.13 798,034.07870 REVENUE - USER FEES AND CHARGES 50,825.00 14,468.48 -36,356.52 50,825.00880 ICA ALLOCATION 445,797.00 148,000.00 -297,797.00 445,797.00882 REVENUE - OTHER 16,500.00 92,623.49 76,123.49 16,500.00898 INTERFUND TRANSFERS 0.00 0.00 0.00 0.00

1. GENERAL FUNDS Revenue Totals 7,696,139.57 8,145,756.07 2,534,115.45 -5,611,640.62Expense 100 MAYOR, COUNCIL, CITY MANAGER, CLERK 432,382.41 432,382.41 109,132.06 323,250.35110 EXP. GENERAL GOVERNMENT 1,000,856.81 806,627.34 194,229.47 1,000,856.81130 PUBLIC SAFETY CODE ENFORCEMENT 124,003.29 52,330.67 71,672.62 124,003.29200 PUBLIC SAFETY - POLICE 3,764,055.55 1,058,611.04 2,705,444.51 3,764,055.55 Tuesday, January 3, 2023 Page 1 of 8
42 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
210 PUBLIC SAFETY - FIRE 688,288.33 688,288.33 136,337.62 551,950.71220 PLANNING AND DEVELOPMENT 556,999.77 187,459.17 369,540.60 556,999.77300 PUBLIC WORKS - ENGINEERING AND ADMIN 150,103.38 13,731.37 136,372.01 150,103.38350 PUBLIC WORKS - MECHANICAL MAINT (ELIM) 0.01 170,937.24 -170,937.23 0.01370 PUBLIC WORKS - SERVICE CENTER (ELIM) 0.00 9,666.67 -9,666.67 0.00400 CULTURAL & REC - PARKS AND REC 574,386.30 141,945.99 432,440.31 574,386.30645 CAPITAL OUTLAY 72,500.00 -57,356.54 129,856.54 72,500.00740 PRINCIPAL ON LT DEBT 35,000.00 0.00 35,000.00 35,000.00745 INTEREST ON LT DEBT 90,895.00 22,426.25 68,468.75 90,895.00760 INTERFUND TRANSFERS 589,866.54 0.00 589,866.54 589,866.54

1. GENERAL FUNDS Expense Totals 8,079,337.39 8,079,337.39 2,651,848.88 5,427,488.511. GENERAL FUNDS Net Position Change -383,197.82 66,418.68 -117,733.43 -184,152.11 Tuesday, January 3, 2023 Page 2 of 8
43 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
Summary for 'Auditor Fund' = 1. GENERAL FUNDS (974 detail records)2. STREETS FUNDSRevenue 825 REVENUE - FINES & FORFEITURES 15,000.00 15,000.00 4,878.92 -10,121.08830 REVENUE - USE OF MONEY & PROPERTY 3,500.00 5,143.20 1,643.20 3,500.00850 REVENUE - INTERGOVERNMENTAL 614,500.00 357,920.82 -256,579.18 614,500.00887 REVENUE: INKIND 0.00 10,933.89 10,933.89 0.00898 INTERFUND TRANSFERS 589,866.54 0.00 -589,866.54 589,866.54

2. STREETS FUNDS Revenue Totals 1,222,866.54 1,222,866.54 378,876.83 -843,989.71Expense 300 PUBLIC WORKS - ENGINEERING AND ADMIN 62,542.43 62,542.43 13,956.92 48,585.51310 PUBLIC WORKS - STREET MAINTENANCE 430,564.36 253,956.60 176,607.76 430,564.36311 PUBLIC WORKS - STREET SWEEPING 85,522.92 12,618.31 72,904.61 85,522.92312 PUBLIC WORKS - STREET LIGHTING 56,144.97 10,073.69 46,071.28 56,144.97313 PUBLIC WORKS - WEED CONTROL STREETS 10,995.72 1,982.49 9,013.23 10,995.72314 PUBLIC WORKS - PUBLIC PARKING LOTS 2,373.41 405.85 1,967.56 2,373.41320 PUBLIC WORKS - TRAFFIC SAFETY 68,164.14 68,164.14 23,161.25 45,002.89340 TRANSPORTATION 200,000.00 0.00 200,000.00 200,000.00390 PUBLIC WORKS - STORM DRAINS 171,558.63 29,109.40 142,449.23 171,558.63645 CAPITAL OUTLAY 40,000.00 0.00 40,000.00 40,000.00740 PRINCIPAL ON LT DEBT 90,000.00 0.00 90,000.00 90,000.00745 INTEREST ON LT DEBT 5,000.00 0.00 5,000.00 5,000.00

2. STREETS FUNDS Expense Totals 1,222,866.58 1,222,866.58 345,264.51 877,602.072. STREETS FUNDS Net Position Change -0.04 -0.04 33,612.32 33,612.36 Tuesday, January 3, 2023 Page 3 of 8
44 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
Summary for 'Auditor Fund' = 2. STREETS FUNDS (275 detail records)3. SPECIAL REVENUE FUNDSRevenue 811 OTHER TAXES 305,000.00 305,000.00 106,073.89 -198,926.11815 REVENUE - LICENSES AND PERMITS 16,000.00 0.00 -16,000.00 16,000.00830 REVENUE - USE OF MONEY & PROPERTY 2,500.00 6,786.81 4,286.81 2,500.00870 REVENUE - USER FEES AND CHARGES 240,000.00 80,381.47 -159,618.53 240,000.00

3. SPECIAL REVENUE FUNDS Revenue Totals 563,500.00 563,500.00 193,242.17 -370,257.83Expense 100 COLLECTION EXPENSE 65,000.01 65,000.01 2,542.88 62,457.13210 PUBLIC SAFETY - FIRE 15,000.00 0.00 15,000.00 15,000.00645 CAPITAL OUTLAY 0.00 0.00 0.00 0.00740 PRINCIPAL ON LT DEBT 185,708.43 132,115.92 53,592.51 185,708.43745 INTEREST ON LT DEBT 80,017.81 73,126.16 6,891.65 80,017.81760 INTERFUND TRANSFERS 9,500.00 0.00 9,500.00 9,500.00

3. SPECIAL REVENUE FUNDS Expense Totals 355,226.25 355,226.25 207,784.96 147,441.293. SPECIAL REVENUE FUNDS Net Position Change 208,273.75 208,273.75 -14,542.79 -222,816.54 Tuesday, January 3, 2023 Page 4 of 8
45 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
Summary for 'Auditor Fund' = 3. SPECIAL REVENUE FUNDS (40 detail records)4. CAPITAL & CDBG GRANTSRevenue 830 REVENUE - USE OF MONEY & PROPERTY 600.00 600.00 4,878.75 4,278.75850 REVENUE - INTERGOVERNMENTAL 2,249,000.00 162,811.22 -2,086,188.78 2,249,000.00898 INTERFUND TRANSFERS 750,000.00 0.00 -750,000.00 750,000.00

4. CAPITAL & CDBG GRANTS Revenue Totals 2,999,600.00 2,999,600.00 167,689.97 -2,831,910.03Expense 220 PLANNING AND DEVELOPMENT 0.00 0.00 18,103.48 -18,103.48600 COMMUNITY DEVELOPMENT 375,750.00 85,238.22 290,511.78 375,750.00645 CAPITAL OUTLAY 2,674,000.00 45,662.85 2,628,337.15 2,674,000.00

4. CAPITAL & CDBG GRANTS Expense Totals 3,049,750.00 3,049,750.00 149,004.55 2,900,745.454. CAPITAL & CDBG GRANTS Net Position Change -50,150.00 -50,150.00 18,685.42 68,835.42 Tuesday, January 3, 2023 Page 5 of 8
46 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
Summary for 'Auditor Fund' = 4. CAPITAL & CDBG GRANTS (164 detail records)5. WATER FUNDSRevenue 830 REVENUE - USE OF MONEY & PROPERTY 83,000.00 83,000.00 -96,950.28 -179,950.28850 REVENUE - INTERGOVERNMENTAL 1,734,000.00 0.00 -6,473,000.00 6,473,000.00870 REVENUE - USER FEES AND CHARGES 3,054,552.00 1,347,276.88 -1,707,275.12 3,054,552.00898 INTERFUND TRANSFERS 7,500.00 0.00 -7,500.00 7,500.00

5. WATER FUNDS Revenue Totals 4,879,052.00 9,618,052.00 1,250,326.60 -8,367,725.40Expense 100 COLLECTION EXPENSE 258,545.64 258,545.64 58,048.94 200,496.70300 ENGINEERING 268,491.91 63,481.35 205,010.56 268,491.91500 WATER DISTRIBUTION EXPENSE 872,028.16 201,954.32 670,073.84 872,028.16510 WATER TREATMENT AND CONSERVATION 860,333.82 314,938.64 545,395.18 860,333.82510 COST OF POWER AND WATER 289,000.00 107,876.73 181,123.27 289,000.00645 CAPITAL OUTLAY 2,286,335.00 2,063,508.74 5,242,826.26 7,306,335.00690 CAPITALIZATION OF ASSETS 0.00 196,533.56 -196,533.56 0.00740 PRINCIPAL ON LT DEBT 221,170.83 221,170.83 0.00 221,170.83745 INTEREST ON LT DEBT 128,067.34 -29,877.64 157,944.98 128,067.34760 INTERFUND TRANSFERS 375,000.00 0.00 375,000.00 375,000.00799 ICA EXPENSE 229,267.00 76,000.00 153,267.00 229,267.00

5. WATER FUNDS Expense Totals 5,788,239.70 10,808,239.70 3,052,464.64 7,755,775.065. WATER FUNDS Net Position Change -909,187.70 -1,190,187.70 -1,802,138.04 -611,950.34 Tuesday, January 3, 2023 Page 6 of 8
47 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
Summary for 'Auditor Fund' = 5. WATER FUNDS (306 detail records)6. SEWER FUNDSRevenue 830 REVENUE - USE OF MONEY & PROPERTY 35,395.00 35,395.00 -53,802.81 -89,197.81850 REVENUE - INTERGOVERNMENTAL 5,000,000.00 0.00 -5,000,000.00 5,000,000.00870 REVENUE - USER FEES AND CHARGES 2,904,574.00 955,763.92 -1,948,810.08 2,904,574.00882 REVENUE - OTHER 3,300,000.00 0.00 -3,300,000.00 3,300,000.00898 INTERFUND TRANSFERS 2,000.00 0.00 -2,000.00 2,000.00

6. SEWER FUNDS Revenue Totals 11,241,969.00 11,241,969.00 901,961.11 -10,340,007.89Expense 100 COLLECTION EXPENSE 247,545.64 247,545.64 56,202.62 191,343.02300 ENGINEERING 231,491.91 53,142.29 178,349.62 231,491.91510 COST OF POWER AND WATER 221,000.00 57,087.50 163,912.50 221,000.00550 WASTEWATER COLLECTION EXPENSE 589,801.84 63,651.03 526,150.81 589,801.84560 WASTEWATER TREATMENT EXPENSE 868,957.58 283,613.57 776,744.01 1,060,357.58645 CAPITAL OUTLAY 8,936,803.00 196,054.54 8,740,748.46 8,936,803.00690 CAPITALIZATION OF ASSETS 0.00 0.00 241,992.80 -241,992.80740 PRINCIPAL ON LT DEBT 88,000.00 0.00 88,000.00 88,000.00745 INTEREST ON LT DEBT 228,855.00 -1,168.75 230,023.75 228,855.00760 INTERFUND TRANSFERS 375,000.00 0.00 375,000.00 375,000.00799 ICA EXPENSE 216,530.00 72,000.00 144,530.00 216,530.00

6. SEWER FUNDS Expense Totals 12,003,984.97 12,195,384.97 1,022,575.60 11,172,809.376. SEWER FUNDS Net Position Change -762,015.97 -953,415.97 -120,614.49 832,801.48 Tuesday, January 3, 2023 Page 7 of 8
48 ACCOUNT DESCRIPTION Adopted Bdgt Current Period Favorable or (Unfavorable)
Revised Operating
Bdgt
Summary for 'Auditor Fund' = 6. SEWER FUNDS (240 detail records) Grand Total 1,896,277.78 1,919,061.28 2,002,731.01 83,669.73 Tuesday, January 3, 2023 Page 8 of 8
49

CITY OF YREKA

CITY COUNCIL AGENDA MEMORANDUM
To: Yreka City Council
From: John Elsnab, Human Resources Director
Agenda title: Adopt a Resolution 2023-02 Recognizing the City of Yreka’s 2023 Contribution to Employees Healthcare Costs through the IRS Section 125 Cafeteria Plan Meeting date: January 17, 2023
Summary:

The City currently contributes to employees cost of healthcare coverage through the City’s current cafeteria plan. The City provides a tiered Plan model contribution to all benefit eligible employees to participate in the City sponsored medical health benefits under the medical health insurance benefit program.

Under the CalPERS Health Benefit Program equal contribution option, the City is required under PEMHCA to provide the same benefit to active employees and retired employees (Public Employee Retirement Law Section 22892(b)(1)). The amount designated is the minimum amount required by CalPERS. The City of Yreka annually adopts the new minimum by Resolution for the coming year.

In 2023, the minimum will be $151 as this amount is increased annually on January 1 by a cost-of-living adjustment. This benefit is included in our collection bargaining unit agreements.

The City provides the minimum employer contribution (MEC) for retirees and a larger tiered-benefit for active employees. The City’s design is common and deemed PEMHCA compliant by using a flexible benefits cafeteria plan, for active employee contributions in excess of the retiree contribution. It is through the cafeteria plan, that City designates this minimum amount as the medical contribution towards active employees and then contributes the additional benefit through the plan structure for employee to use to pay (deduct from their payroll) for medical benefit premiums in excess of the minimum equal contribution.

This resolution defines the employer’s contribution amount to the cafeteria plan in excess of the equal MEC.

Fiscal Impact: Fiscal impacts for the annual minimum employer contribution were considered in approval of bargaining unit settlements and the City’s bi-annual budget.

Recommendation and Requested Action:

Adopt Resolution 2023-02 Recognizing the City of Yreka’s 2023 Contribution to Employees Healthcare Costs through the IRS Section 125 Cafeteria Plan.
50

Supplemental Information –
Cafeteria Plan and CalPERS PEMHCA
Cafeteria Plan
A cafeteria plan, hereafter the Plan, pursuant to Internal Revenue Code Section 125, is an employee benefits program that enables participants the opportunity to purchase certain qualified benefits (e.g., medical health insurance) on a pre-tax basis, thereby reducing their total taxable income and increasing their spendable/take­ home income.

Cafeteria Plan allowance
The City agrees to provide tiered Plan model contribution to all benefit eligible employees to participate in the City sponsored medical health benefits under the medical health insurance benefit program and offer employees FSA. Any tax consequences (most likely regarding employees who opt out) resulting from City contributions to the Cafeteria Plan are the sole responsibility of the employee. Any increases to the minimum monthly contribution under PEMHCA will result in a corresponding decrease in the employee's Plan allowance, unless otherwise agreed to on the employee/employer Memorandum of Understanding.

Under the CalPERS Health Benefit Program equal contribution option, the City is required under PEMHCA to provide the same benefit to active employees and retired employees (Public Employee Retirement Law Section 22892(b)(1)). The amount designated is the minimum amount required by CalPERS. In 2022, the minimum is $149. This amount increases annually on January 1 by a costof-living adjustment and will be $151 for calendar year 2023.

The City provides the Minimum Employer Contribution (MEC) for retirees, and a larger tieredbenefit for active employees. The City’s design is fairly common and deemed PEMHCA compliant by using a flexible benefits cafeteria plan, for active contributions in excess of the retiree contribution. It is through the cafeteria plan, that City designates this minimum amount as the medical contribution towards active employees and then contributes the additional benefit through the plan structure for employee to use to pay (deduct from their payroll) for medical benefit premiums in excess of the minimum equal contribution.

Active benefit eligible employees:

The City will contribute an amount to the Plan, on behalf of active employees currently covered by a CalPERS medical policy. The monthly contribution to the flexible benefit plan shall equal to 100% of the premium for the employee and his or her eligible dependents not to exceed the amounts in the following table.
51

City’s Plan Contribution 2022 Active Employee
Cafeteria Benefit
(that includes the
MEC)
CalPERS
Medical
Benefit
Total Benefit
Employee $ 550 $151 $ 701
Employee + 1 eligible covered
individual
$1,253 $151 $1,404
Employee + 2 or more eligible
covered individuals
$1,674 $151 $1,825

A portion of this amount (the minimum amount each year described above) is specifically designated toward the cost of medical insurance coverage. The City’s excess of the MEC contribution to the Plan can only be used for the purchase of City provided medical coverage though CalPERS, except for the employee opt out provision (see below).

No changes to retired employees:

The retiree’s monthly contribution toward their medical coverage shall be the cost of their monthly health benefit premium less the total amount of the City’s contribution on their behalf as described above. For a retired employee to be eligible to receive health benefits through the City upon retirement, a retiree must meet the following definition of “annuitant” under CalPERS’ requirements:
a) The employee must be a member of CalPERS; and
b) The employee must retire within 120 days of separation from employment with the City and begin receiving a monthly retirement allowance from CalPERS.

Summary:

The City will continue to contract with the California Public Employees' Retirement System (CalPERS) for the purpose of providing employees with medical insurance benefits. The City's maximum monthly contribution for each eligible active employee for the purpose of medical insurance will be equal to the minimum MEC required under the Public Employees Medical and Hospital Care Act (PEMHCA).
52 RESOLUTION NO. 2023-02
RESOLUTION RECOGNIZING THE CITY OF YREKA’S 2023 CONTRIBUTION TO EMPLOYEES HEALTHCARE COSTS THROUGH THE IRS SECTION 125 CAFETERIA PLAN
WHEREAS, the City Council of the City of Yreka deems it in the best interest of the City, the employees of the City of Yreka to contribute to active employee’s healthcare cost through a Section 125 Cafeteria Plan and adopt the Cafeteria Plan rates for 2023; and WHEREAS, the City of Yreka contracts with CalPERS for the purpose of providing employees with medical insurance benefits; and
WHEREAS, as part of contracting with CalPERS for medical health insurance and to meet the requirements of the Public Employees Medical and Hospital Care Act (PEMHCA) Government Code §22892(a) and §22892(b) of the Act, that requires employers to provide the same health benefit to active and retired employees; and
WHEREAS, the City of Yreka’s contribution for each employee, retiree, or survivor for the 2023 health benefit year shall be the amount necessary to pay the full cost of his/her enrollment, including the enrollment of family members in a health benefits plan up to the maximum of $151, (adjusted as necessary to meet the PEMCHA minimum contribution amount); and
WHEREAS, the City of Yreka through its Section 125 Cafeteria Plan meets the requirements set forth by CalPERS and PEMHCA for providing equal contributions for active and retiree health care through use of this plan; and
NOW THEREFORE BE IT RESOLVED, the City Council of the City of Yreka as follows:

Section 125 Cafeteria Plan for the City of Yreka as set forth in the attachment marked Attachment "A", and incorporated by reference.

Passed and adopted this 17th day of January, 2023 by the following vote:

AYES:

NAYS:

ABSENT:
______________________
Corey Middleton, Mayor
Attest: ______________________
Rhetta Hogan, City Clerk
53 S:\City Council\Council Agenda packet\2023 - City Council Agenda Packets\01 January 2023\01-17-23\HR\Reso Cafeteria Plan 2023 Rates.docx Attachment A
This document is for the City of Yreka Cafeteria Plan 125 Document.

DOLLAR ALLOWANCE
Covered Contractual Agreements for City of Department Heads, Yreka Management Employee Unit YMEU, Miscellaneous Employees (YEA) and Yreka Peace Officers (YPOA).

City’s Plan Contribution 2023 Active Employee
Cafeteria Benefit
(that includes the
MEC)
CalPERS
Medical
Benefit
Total Benefit
Employee $ 550 $151 $ 701
Employee + 1 eligible covered
individual
$1,253 $151 $1,404
Employee + 2 or more eligible
covered individuals
$1,674 $151 $1,825
54 BUSINESS OF THE COUNCIL OF THE CITY OF YREKA

AGENDA REPORT
For meeting of: January 3, 2023
TO: Honorable Mayor and City Council
FROM: Dohn Henion, Yreka City Attorney
TITLE: RESOLUTION TO CONTINUE HOLDING PUBLIC MEETINGS REMOTELY (AB 361) RECOMMENDATION:

In accordance with Assembly Bill 361, adopt a resolution to continue conducting the City’s Council, Commission, and Committee meetings remotely due to health and safety concerns to the public due to COVID-19.

FISCAL IMPACT:

There is no fiscal impact associated with this item.

BACKGROUND:

On March 4, 2020, Governor Newsom declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the state prepare for a broader spread of COVID-19.

Thereafter, on March 17, 2020, Governor Newsom issued Executive Order N-2920, which suspended certain provisions of the Ralph M. Brown Act to allow local legislative bodies to conduct meetings telephonically or by other means. Additionally, the State implemented a shelter-in-place order, requiring all non-essential personnel to work from home.

Staff quickly worked to set up remote meetings via Zoom for all City Council and Planning Commission meetings. The Zoom meetings have allowed the Council, Commissions, and Committees to continue to conduct City business from the safety of members’ homes. The City has been utilizing Zoom for the past 18 months to conduct nearly all public meetings. The usage of Zoom for public meetings has allowed the City to ensure the public’s continued access to government meetings while also ensuring the public’s safety.

On June 11, 2021, Governor Newsom issued Executive Order N-08-21, which extended the ability of agencies to hold remote meetings through September 30, 2021, after which agencies anticipated transitioning back to public meetings held in full compliance with the Brown Act. In preparation for the return to in-person meetings, staff has been working on acquiring audio and visual upgrades for City facilities to conduct hybrid meetings. Although hybrid meetings would help to keep the public safe by allowing them to continue accessing the meetings from their own home, Councilmembers, Commissioners, Committee members, and staff would need to meet in person.
55 Since the Governor issued Executive Order N-08-21, the Delta variant has emerged, causing a spike in cases throughout the state.

On September 16, 2021, Governor Newson signed Assembly Bill 361 (AB 361), which allows cities to continue to meet remotely during proclaimed states of emergency under modified Brown Act requirements that are similar but not identical to the rules and procedures established by the previous Executive Orders.

AB 361 authorizes local agencies to use teleconferencing without complying with the teleconferencing requirements imposed by the Ralph M. Brown Act during a declared state of emergency, when state or local health officials have imposed or recommended measures to promote social distancing during the proclaimed state of emergency, or when there is an imminent risk to the health or safety of attendees.

DISCUSSION:

AB 361 will allow local legislative bodies to continue to meet remotely after the September 30, 2021 expiration of the Governor’s executive orders. A local agency will be allowed to continue to meet remotely when:
• The local agency holds a meeting during a declared state of emergency • State or local health officials have imposed or recommended measures to promote social distancing
• Legislative bodies declare the need to meet remotely due to present imminent risks to the health or safety of attendees
The City meets the requirements to continue holding meetings remotely to ensure the health and safety of the public due to the following:
• The City is still under a local state of emergency;
• County health orders require that all individuals in public spaces maintain social distancing and wear masks;
• The City can’t maintain social distancing requirements for the public, staff, Councilmembers, Commissioners, and Committee Members in their meeting spaces; The City cannot ensure social distancing requirements are met inside City facilities where the City Council, Planning Commission, Parks and Recreation Commission, Redistricting Advisory Committee, Bicycle and Pedestrian Advisory Committee, and Main Street Bridge Advisory Committee meet.

Moreover, the indoor mask order is still in effect, making it difficult to hear what Councilmembers, Commissioners, Committee Members, staff, and public speakers are saying.

Furthermore, while speaking through masks may be understandable in person, picking up speech on microphones for those attending remotely and those watching any livestreams would be difficult.
56 Per AB 361, the City Council would need to declare every 30 days that the City’s legislative bodies must continue to meet remotely to ensure the health and safety of the public. Staff recommends that the City Council declare these findings are true so these bodies can continue to meet remotely. Staff will return with this resolution for re-ratification at the Council’s 1st Tuesday meeting each month, at which time the Council can reassess as various health orders and COVID-19 parameters change.
57 RESOLUTION NO. 2021- 51
2 3
4 5
6 7
8 A RESOLUTION OF THE YREKA CITY COUNCIL OF THE CITY OF

YREKA PROCLAIMING A LOCAL EMERGENCY, RATIFYING THE

PROCLAMATION OF A STATE OF EMERGENCY BY GOVERNOR
NEWSOM ON MARCH 4, 2020, AND AUTHORIZING REMOTE

TELECONFERENCE MEETINGS OF THE LEGISLATIVE BODIES OF
CITY OF YREKA FOR THE PERIOD SUCCESSIVE 30-DAY PERIODS
PURSUANT TO ASSEMBLY BILL 361
9 WHEREAS, the City of Yreka is committed to preserving and nurturing IO public access and participation in meetings of the Yreka City Council; and 11 WHEREAS, all meetings of City of Yreka's legislative bodies are open and 12 public, as required by t.he Ralph M. Brown Act (Cal. Gov. Code§ 54950 13 54963), so that any member of the public may attend, participate, and watch the 14 City's legislative bodies conduct their business; and 15 16 WHEREAS, the Brown Act, Government Code section 54953(e), makes 17 provisions for remote teleconferencing paiiicipation in meetings by members of 18 a legislative body, without compliance with the requirements of Government 19 Code section 54953(b )(3), subject to the existence of certain conditions; and 20 WHEREAS, a required condition is that a state of emergency is declared by the 21 Governor pursuant to Government Code section 8625, proclaiming the existence 22 of conditions of disaster or of extreme peril to the safety of persons and property 23 within the state caused by conditions as described in Government Code section 24 8558;and
25 WHEREAS, a proclamation is made when there is an actual incident, threat of 26 disaster, or extreme peril to the safety of persons and prope1iy within the 27 jurisdictions that are within the City's boundaries, caused by natural, 28 technological, or human-caused disasters; and
29 WHEREAS, it is further required that state or local officials have imposed or 30 recommended measures to promote social distancing, or, the legislative body 58 31 meeting in person would present imminent risks to the health and safety of 32 attendees; and
33 WHEREAS, such conditions now exist in the City, specifically, in Executive Order 34 N-29-20 the Governor of the State of California declared a state of emergency to 35 exist as a result of the threat of COVID-19; and
36 WHEREAS, said order suspended provisions of celiain provisions of the Brown 37 Act relating to teleconference meetings and creating the ability for viliual meetings 38 to keep the public and our public officials safer from exposure to the pandemic; and 39 WHEREAS, that suspension of the Brown Act requires expired on September 30, 40 2021; and
41 WHEREAS, On September 16,2021 Assembly Bill 361 was passed into law 42 permitting the extension of virtual meetings so long as the state of emergency 43 exists and is reviewed every thirty days by the Yreka City Council; and 44 WHEREAS, the delta variant of COVID-19 has resulted in Siskiyou County 45 having experienced 4,382 confirmed COVID-19 amongst the local population 46 cases, 54 deaths, 56 new cases reported in the last 24 hours with 271 active cases 47 and 23 persons presently hospitalized and, accordingly, social distancing and 48 masking is required for attendees' health and safety to mitigate the imminent risk 49 of COVID-19 being transmissible during public, in-person meetings of the City of 50 Yreka; and
51 WHEREAS, virtual meetings further mitigate the public's health and safety while 52 still providing the opportunity for public input on the people's business; and 53 WHEREAS, the City Council has reconsidered the circumstances of the state of 54 emergency; and
55 WHEREAS, the state of local emergency continues to directly impact the ability of 56 the City Council, Commissions, and Committees, as well as staff and members of 57 the public, from meeting safely in person; and
58 WHEREAS, the Yreka City Council does hereby find that prevalence of COVID-19 59 amongst the local population and, accordingly, social distancing and masking is 2 59
60 required for attendees health and safety to mitigate the imminent risk of COVID-19 61 being transmissible during public, in-person meetings of the City of Yreka, its 62 commissions and committees may cause, and may continue to cause, conditions of 63 peril to the safety of persons within the City that are likely to be beyond the control of 64 services, persOlmel, equipment, and facilities of the City, healthcare providers and 65 local hospitals, and desires to proclaim a local emergency and ratify the 66 proclamation of state of emergency by the Governor of the State of California; and 67 68 WHEREAS, as a consequence of the local emergency, the Yreka City Council 69 does hereby find that the City of Yreka's governing body, its commissions and 70 committees shall conduct their meetings without compliance with paragraph (3) of 71 subdivision (b) of Government Code section 54953, as authorized by subdivision 72 (e) of section 54953, and that such legislative bodies shall comply with the 73 requirements to provide the public with access to the meetings as prescribed in 74 paragraph (2) of subdivision (e) of section 54953; and 75 WHEREAS, meetings are posted on the City's website providing the necessary 76 information for the public to virtually provide input to the governing body on the 77 people's business.
78 NOW, THEREFORE, THE YREKA CITY COUNCIL OF THE CITY OF 79 YREKA DOES HEREBY RESOLVE AS FOLLOWS:
80 Section 1. Recitals. The Recitals set forth above are true and correct and are 81 incorporated into this Resolution by this reference. 82 Section 2. Proclamation of Local Emergency. The City Council hereby proclaims 83 that a local emergency now exists throughout the City, and prevalence of COVID84 19 amongst the local population and, accordingly, social distancing and masking is 85 required for attendees health and safety to mitigate the imminent risk of COVID-19 86 being transmissible during public, in-person meetings of the City of Yreka has 87 caused, and will continue to cause, conditions of peril to the safety of persons within 88 the City that are likely to be beyond the control of services, personnel, equipment, and 89 facilities of the City, healthcare providers and local hospitals. 3 60
90 Section 3. Ratification of Governor's Proclamation ofa State of Emergency. The 91 City Council hereby ratifies the Governor of the State of California's Proclamation 92 of State of Emergency, effective as of its issuance date of March 4, 2021. 93 Section 4. Remote Teleconference Meetings. The staff and legislative bodies of 94 City of Yreka are hereby authorized and directed to take all actions necessary to 95 cany out the intent and purpose of this Resolution including, conducting open and 96 public meetings in accordance with Government Code section 54953(e) and other 97 applicable provisions of the Brown Act.
98 Section 5. Effective Date of Resolution. This Resolution shall take effect 99 immediately upon its adoption and shall be effective until the earlier of (i) 30 days 100 from adoption of resolution, and 30 days from each successive affirmation that the 101 state of emergency continues to exist or such time the Yreka City Council adopts a 102 subsequent resolution in accordance with Government Code section 54953( e)(3) to 103 extend the time during which the governing body of the City of Yreka may continue 104 to teleconference without compliance with paragraph (3) of subdivision (b) of 105 section 54953.
106 PASSED AND ADOPTED by the Yreka City Council of the City of Yreka, this 5th 107 day of October, 2021, by the following vote:
108 AYES: FREEMAN, MIDDLETON, BAIRD, KEGG
109 NOES:
110 ABSENT: MCCOY
111 ABSTAIN:
112
113 DuaneK
114 Attest:
115
116
4 61

CITY OF YREKA

CITY COUNCIL AGENDA MEMORANDUM
To:

Prepared By:

Agenda Title:

Meeting date:

Yreka City Council
City Clerk
Discussion/Possible Action: Continuation of Urgency Ordinance 864.

January 3, 2023
Discussion:

The drought, prevailing climatic temperatures, and the allocation of Yreka Fire Resources to mutual aid to suppress wildfires was found to constitute an immediate threat to the public safety.

Ordinance 864 delays the sale of fireworks and the use of fireworks and public displays of pyrotechnics until the threat to public safety is abated.

Recommendation:

That the Council continue Urgency Ordinance 864.
62 SUMMARY OF ADOPTED URGENCY ORDINANCE No. 864
Please take notice that the Yreka City Council adopted, at an emergency meeting held on July 29, 2021, a temporary urgency ordinance, number 864, entitled: “AN UNCODIFIED URGENCY

ORDINANCE OF THE CITY OF YREKA DECLARING A LOCAL EMERGENCY, AND AUTHORIZING THE

DELAY OF THE SALE AND USE OF FIREWORKS WHICH MAY CREATE A THREAT TO PUBLIC SAFETY

DEEMED TO BE ARISING FROM THE INCIDENCE OF THE LAVA FIRE AND SETTING FORTH THE FACTS CONSTITUTING SUCH URGENCY AND FINDING THE ORDINANCE EXEMPT FROM CEQA REVIEW” This urgency ordinance generally provides:

1. The factual background of the Lava Fire, the drought, the prevailing climatic temperatures and the fact that Yreka’s Fire Resources are engaged in mutual aid to suppress the Lava Fire as well as the allocation of law enforcement resources in traffic control and the fact that without Yreka’s normally available police and fire resources, the use of fireworks and pyrotechnics fire may not be able to be suppressed which was found to constitute the basis for the urgency nature of the ordinance and the City Council determined that there existed an immediate threat to the public health, safety and/or welfare and a need for immediate preservation of the public peace, health, or safety that warrants the adopted urgency measures.

2. The ordinance delays the sale of fireworks and the use of fireworks and public displays of pyrotechnics until the threat to public safety is abated and the urgency ordinance is terminated.

3. The city council determined that a local emergency now exists and shall continue to exist until its termination is ordained by the City Council. The need for continuance of the urgency measures will be regularly reviewed by City Council until it is terminated. The ordinance will be terminated at the earliest possible time.

4. The ordinance vests in the City Manager, Chief of Police and the Fire Chief with the discretion to take such acts as may be necessary to effectuate the intent of the ordinance.

5. The Council determined that the ordinance complies with a categorical exemption from CEQA review.

By roll call vote the following councilmembers voted in favor of the ordinance: Duane Kegg, Deborah Baird, Paul McCoy and Corey Middleton.

This summary is not intended to be a comprehensive statement of all of the provisions of the Ordinance, but constitutes only a fair summary of the Ordinance. The complete text of the Ordinance and the minutes of the emergency session is available for review online in Yreka’s City Council Agenda section or through a public records request as an in-person review of it is not available because City Hall is not currently open to the public.

Yreka City Clerk
63 CITY COUNCIL AGENDA MEMORANDUM
TO: Yreka City Council
FROM:

PREPARED BY:

Mayor Corey Middleton
Rhetta Hogan, Assistant City Manager and John Elsnab,
Human Resources Director
AGENDA TITLE: Requested Action: Motion to Approve Yreka City Manager Employment Agreement
MEETING DATE: January 17, 2023
Discussion:

On December 21, 2021, an employment agreement was made between the City Council and the new City Manager Jason Ledbetter. That agreement did not include merit and cost-of-living adjustments that are afforded all other full-time City employees on annual basis. Other compensation/benefit sections of the agreement were rewritten to have consistency in language with the City’s employment contracts with its employees.

Summary of Compensation Benefits
Term At-will agreement
Salary Schedule The salary schedule for cost-of-living will be adjusted by the same percentage of general wage increases received by the Unrepresented Employees Unit.

Medical Premium The City’s medical cap benefit will increase in plan years 2023, 2024, and 2025. The medical cap benefits are equivalent to the cost of 85% of Pers Gold in year one along with an annual increase to the benefit cap for plan year 2024 and 2025.

Administrative Leave Employee receives eighty (80) hours of paid administrative leave annually on the first full pay period in January.

Vacation Employee accrues vacation at the rate of 4.62 hours per pay period. Upon fifteen (15) years of service, the employee accrues vacation at the rate of 6.15 hours per pay period.

Deferred
Compensation Match
The City matches dollar for dollar contributed by Employee into their deferred compensation account up to the maximum City match of $2,000 per year.

64 Fiscal Impact:

Estimated compensation for 2023 including City benefits is estimated $25,832 ($14,000 for salary [ 5% merit step and 5% cost of living adjustment to the salary range] and $11,832 for benefits.

Recommendation and Requested Action:

Motion to Approve Yreka City Manager Employment Agreement.

Attachments:
• City Manager Employment Agreement
65 YREKA CITY MANAGER EMPLOYMENT AGREEMENT
This Employment Agreement (Agreement) is entered into on this 18th day of January 2023, by and between the City of Yreka, State of California, a municipal corporation, (City), and Jason Ledbetter (Employee) collectively referred to as the “Parties”. This Agreement is effective January 8, 2023.

1. Essential Duties
The City agrees to employ employee as City Manager of the City to perform the functions and duties of City Manager as set forth in the Yreka Charter, Municipal Code, resolutions, ordinances, and/or other regulations of the City, and to perform other legally permissible and proper duties and functions as the City Council may assign from time to time.

2. At-Will Employment
This Agreement continues for an indefinite time. Unless earlier terminated as outlined in Sections 17 and 19. Employee serves as an at-will employee of the City and nothing in the Agreement is intended to prevent, limit, or otherwise interfere with the right of the City to terminate Employee’s employment at any time. Nothing in this Agreement prevents, limits, or otherwise interferes with the right of the employee to resign, subject only to the provisions in Section 19.

3. Salary Schedule
The Employee shall be placed at step one on January 8, 2023.

The City Manager’s salary schedule consists of five (5) steps, with the five percent (5.0%) between steps (1) through (2). The salary schedule is as follows:

Step 1 Step 2 Step 3 Step 4 Step 5
$ 154,350.00 $ 162,067.50 $ 170,170.88 $ 178,679.42 $ 187,613.39 The salary schedule will be increased by the same percentage of general wage increases received by the Unrepresented Employees Unit.

4. Step Advancement
The employee will automatically receive a step advancement until they reach the top step of his salary schedule unless he receives a performance evaluation prior to his anniversary date where the overall rating is equivalent to “does not meet expectations” or “needs improvement.” Anniversary date is defined as the employee’s date of hire or last date of promotion, whichever is later. 66 City Manager Page 2
Employment Agreement

5. Performance Evaluation
The City Council reviews and evaluates the performance of Employee.

6. Vacation
Employee accrues vacation at the rate of 4.62 hours per pay period. Upon fifteen (15) years of service, the employee accrues vacation at the rate of 6.15 hours per pay period. The employee has a vacation cap of two hundred (200) hours. When Employee’s accrued, unused vacation reaches the vacation cap, the Employee shall not accrue additional vacation until the employee’s vacation balance drops below the vacation cap.

7. Holidays
The City observes the following holidays: New Year’s Day, Martin Luther King Day, President’s Day, Memorial Day, Independence Day, Labor Day, Veteran’s Day, Thanksgiving Day, Day after Thanksgiving Day, Christmas Eve, and Christmas Day.

When a holiday falls on a Sunday, the following Monday is observed as the holiday and when a holiday falls on a Saturday, the preceding Friday is observed as the holiday. Should December 24th fall on a Friday, December 23rd is observed as the holiday. Should December 25th fall on a Monday, December 26th is observed as the holiday.

8. Administrative Leave
Employee receives eighty (80) hours of paid administrative leave annually on the first full pay period in January. Administrative leave must be used in the year that it is received or it will be forfeited by December 31.

9. Sick Leave
Employee accrues three and sixty-nine-hundredths (3.69) hours of paid sick leave per pay period.

10. Bereavement Leave
Employee may utilize up to twenty-four (24) hours of paid bereavement leave for the death of an immediate family member. “Immediate family” consists of the following: Employee’s spouse, domestic partner, child, parent, grandparent, grandchild, brother, sister, mother/father-in-law, brother/sister-in-law, or has met the criteria for a loco parentis relationship.
67 City Manager Page 3
Employment Agreement

11. Medical and Dental Insurance
The City contracts for Employee and their dependents, and retirees and their dependents, medical insurance benefit plans through the California Public Employees’ Retirement System (CalPERS) Public Employees Medical and Hospital Care Program (PEMHCA). Employee deductions are “pre-tax.” Effective plan year 2023, the City will contribute up to the following amounts towards medical benefits and cafeteria plan benefits:

Tier Medical Benefit Cafeteria Plan
Benefit
Total
Benefit
Employee only Note 1 Note 2 Note 3
Employee plus one Note 1 Note 2 Note 4
Employee plus family Note 1 Note 2 Note 5
Note 1: The Medical Benefit is equal to the PEMHCA minimum employer contribution established annually by CalPERS.

Note 2: Cafeteria Plan Benefit is equal to the difference between the Medical Benefit and the Total Benefit.

Note 3: The total benefit is equal to $701.00 plus 100% of the dental premium.

Note 4: The total benefit is equal to $1,404.00 plus 100% of the dental premium.

Note 5: The total benefit is equal to $1,825.00 plus 100% of the dental premium.

Effective plan year 2024, the City will contribute up to the following amounts towards employee medical insurance coverage and cafeteria plan benefits:

Note 1: The Medical Benefit is equal to the PEMHCA minimum employer contribution established annually by CalPERS.

Note 2: Cafeteria Plan Benefit is equal to the difference between the Medical Benefit and the Total Benefit.

Note 3: The total benefit is equal to $758.00 plus 100% of the dental premium.

Note 4: The total benefit is equal to $1,516.00 plus 100% of the dental premium.

Note 5: The total benefit is equal to $1,971.00 plus 100% of the dental premium.

Effective plan year 2025, the City will contribute up to the following amounts towards employee medical insurance coverage and cafeteria plan benefits:

Note 1: The Medical Benefit is equal to the PEMHCA minimum employer contribution established annually by CalPERS.

Note 2: Cafeteria Plan Benefit is equal to the difference between the Medical Benefit and the Total Benefit.

Note 3: The total benefit is equal to $819.00 plus 100% of the dental premium.

Note 4: The total benefit is equal to $1,637.00 plus 100% of the dental premium.

Note 5: The total benefit is equal to $2,128.00 plus 100% of the dental premium. 68 City Manager Page 4
Employment Agreement

12. Vision Insurance
The City provides Employee and their dependents the California Vision Service Plan (VSP) B. The city retains the right to self-insure at the same benefit level.

13. Life Insurance
The City provides Employee with life insurance equal to double their annual base salary and one thousand dollars ($1,000) per dependent.

14. Retirement
The employee receives 2% at 62 miscellaneous CalPERS formula (26550) with the three (3) year final average compensation period, with the following optional CalPERS retirement benefits: Military Service Credit, Sick Leave Service Credit, and 2% Retirement COLA. Employee pays one-half of the total normal cost as determined annually by CalPERS on a pre-tax basis.

15. Deferred Compensation
Subject to the terms and conditions set forth in the City’s Deferred Compensation Plan and IRS rules, Employee may participate in the City’s section 457 Deferred Compensation Plan. The City matches dollar for dollar contributed by Employee into their deferred compensation account up to the maximum City match of $2,000 per year. The City’s contribution is deposited into the employee’s 457 plan.

16. Membership and Conferences
The City pays dues and fees for professional and community organizations, continuing education, and conferences for his continued professional growth and advancement and/or related to the City’s business. The City will reimburse the employee for travel expenses consistent with the City’s policy.

17. Termination and Severance Pay
Employee is an at-will employee and may be terminated at any time with or without cause or prior notice.

If the City terminates this Agreement for reasons other than cause, the City shall provide Employee with a severance payment in an amount equal to six (6) months’ base salary and six (6) months of the City’s contribution towards medical, dental, and vision insurances as of the date of termination subjection to applicable withholdings. This section is intended to comply with California Government Code section 53260 et seq. This severance payment will be made within thirty (30) calendar days of the effective date of the termination. 69 City Manager Page 5
Employment Agreement
Any severance payment that Employee may receive from the City must be fully reimbursed to the City if Employee is subsequently convicted of a crime involving abuse of his office. This Agreement is subject to the provisions of Government Code sections 53243-53243.4 which require reimbursement to the City under circumstances stated therein.

If the City Council determines it has cause, as defined below, to terminate Employee, then the City Council must provide Employee with written notice of termination specifying the effective date of the termination. The City Council may, in its sole discretion, provide in this notice the general reasons for termination. The City is not required to provide any notice period or to pay Employee any severance pay if the council terminates this Agreement for cause. Employee will be provided an opportunity to request a meeting with the City Council, the meeting will be held within thirty (30) calendar days of Employee’s request. The meeting may be in a closed session unless Employee requests that it be in an open session. The City Council’s decision on the appeal is final.
“Cause” includes but is not limited to:
a. Violation of administrative policies and procedures; b. Abuse of office or position;
c. Theft of City property;
d. Insubordination;
e. Conviction of a felony, or conviction of a misdemeanor relating to General Counsel’s fitness to perform assigned duties;
f. Unauthorized or excessive absences from the City;
g. Failure to maintain satisfactory working relationships with other employees or the public;
h. Improper use of City funds;
i. Unauthorized use of City property;
j. Willful misconduct or malfeasance;
k. Any act of moral turpitude or dishonesty;
l. Other failure of good behavior either during or outside of employment such that General Counsel’s conduct causes discredit to the City; m. Violation of the Political Reform Act or corresponding regulations; n. Loss or disbarment or suspension of California State Bar license, and/or o. Violation of Government Code Section 1090.

Termination for cause will also include an agreement by the City that Employee be allowed to resign in lieu of termination.

18. Cooling Off Period
70 City Manager Page 6
Employment Agreement
The employee may not be terminated by the City without cause during or within a period of ninety (90) days following any election when a new member of the City Council is elected. The ninety (90) day period begins on the day the newly elected Council Member(s) take the oath of office. This provision is to allow any newly elected City Council Member to observe the actions and ability of the employee in their performance of the powers and duties as the City Manager.

19. Resignation
Employee may terminate this Agreement upon thirty (30) days written notice to the Mayor. If Employee resigns or retires, or upon his death, Employee is not entitled to any severance pay as set forth in Section 17.

20. Entire Agreement
This Agreement contains the entire agreement and understanding between the parties. There are no oral understandings, terms or conditions, and neither party has relied upon any representation, express or implied, not contained in this Agreement.

21. Effect of Waiver
No waiver by a party of any provision of this Agreement is considered a waiver of any other provision or subsequent breach of the same or of any other provision, including the time for performance of any such provision. The exercise by either Party of any remedy provided in this Agreement or at law does not prevent the exercise by that party of any other remedy provided in this Agreement or at law.

22. Supersedes Prior Agreement
This Agreement supersedes any and all previous employment agreements and amendments thereto entered into by and between the City and Employee.

23. Amendment
This Agreement cannot be changed or supplemented orally. No amendment, modification, alteration, or variation in the terms of this Agreement is valid unless made in writing and signed by both parties.

24. Notices
Any notices to be given by either Party to the other shall be made in writing by personal delivery, United States Postal Service, or Federal Express/overnight mail, with postage prepaid. Notices delivered personally are deemed received as of actual receipt; mailed notices are deemed received as of one business day 71 City Manager Page 7
Employment Agreement
following the date of mailing of the notice. Mailed notices must be addressed to the respective parties as follows:

To the City: 701 Fourth Street
Yreka, CA 96097
To Employee: at their last known home address as reflected in the City’s personnel records
Any party may change their address for the purpose of this Section by giving written notice of such change to the other party.

CITY: CITY MANAGER:

By: ________________________ ________________________
Corey Middleton, Mayor Jason Ledbetter, City Manager
Date: ________________________ Date: ________________________ ATTEST: __________________________________
Rhetta Hogan, City Clerk
72 CITY COUNCIL AGENDA MEMORANDUM
TO: Yreka City Council
FROM: Jason Ledbetter, City Manager and SCEDC
AGENDA TITLE: Requested Action: Motion to Approve the Yreka Community Action Plan: Recreation Economy for Rural Communities
MEETING DATE: January 17, 2023
Discussion:

The Siskiyou Economic Development Council, along with a group of local partners and organizations, applied to the Recreation Economy for Rural Communities program in hopes of combining Yreka’s progress on sustainable land use and brownfields assessment with nearby outdoor recreation resources to create an action plan that supports local business, employment, and economy in ways that respect the area’s people, environment, and history.

The Community Action Plan:

Goal 1 – Grow Yreka’s Downtown Amenities: Make Yreka’s Main Street a vibrant community gathering space and hub to support outdoor recreation and local businesses. ▪ Action 1.1 – Yreka Lights Festival: Plan, identify resources, & conduct a Yreka Lights Festival at the county museum (contact people for small grant to support). ▪ Action 1.2 – Taphouse or Brewery in Yreka: Conduct an analysis of vacant restaurant facilities in Yreka to determine feasible locations for potential brewery/taphouse & use EDC data to identify potential investors. ▪ Action 1.3 – Miner Street Change: Evaluate the pros and cost of creating one-way Miner Street from Main to Oregon & make one lane with parklets/outdoor seating.
▪ Action 1.4 – Broadway Theatre: Conduct market/ feasibility study & restore the theater on Broadway.
▪ Action 1.5 – Carnegie Building: Conduct additional fundraising for the Carnegie Building to support the plan for use.
▪ Action 1.6 – Downtown Events: Plan & conduct events downtown: farmer’s market, beer & brew festival, bluegrass festival, concerts in the park (Miner’s Park).

Goal 2 – Enhance Connections to Outdoor Recreation for All: Address physical and informational barriers to accessing local outdoor recreation for community members of all ages to promote a healthy, safe, amenity-rich quality of life. ▪ Action 2.1 – Create Greenhorn Park master plan that incorporates infrastructure improvements.
73 ▪ Action 2.2 – Create outdoor recreation/tourism program through COS (AA program).
▪ Action 2.3 – Create GPS/audio history tours of the area and include recreational opportunities (Audio app).
▪ Action 2.4 – Create gateway to the Yreka to Coast OHV trail system. ▪ Action 2.5 – Assess youth access to connection to outdoor recreation and nature in our community.

Goal 3 – Inspire Community Pride & Identity: Build off existing regional promotional efforts to carve out a unique celebration of Yreka’s natural, recreational, cultural, and historical assets as a destination and hub of activity. ▪ Action 3.1 – Develop Yreka’s unique branding identity to create a unified marketing strategy
▪ Action 3.2 – Guarantee the successful implementation of the RERC action plan through sustained staffing and continued events and coordination ▪ Action 3.3 – Actively participate in the future of the Klamath River Goal 4 – Catalyze Business & Entrepreneur Development: Attract, engage and grow businesses in Yreka that support the outdoor recreation sector. ▪ Action 4.1 – Business plan to be created, including a small business formation guide and training staff for tourism opportunity.
▪ Action 4.2 – Develop/encourage volunteer tourism and stewardship visits. ▪ Action 4.3 – Encourage rental shops for outdoor adventures, rafting, bicycling. ▪ Action 4.4 – Review zoning ordinances & standards to encourage recreational economy (i.e., for hip camping rental) & historic identity downtown development Implementation and Next Steps:

Following the workshop, the Local Steering Committee and additional workshop participants continued working together to develop and begin implementing the Community Action Plan. Three Zoom calls with the Planning Assistance Team were held on July 14, 2022; September 1, 2022; and September 28, 2022, during which the group refined the action plan, discussed progress made post-workshop, and planned their next steps. The local team in Yreka has made exciting initial progress. Listed below are some key implementation steps they have made since the workshop.

At the conclusion of the workshop, every participant shared an offer—what they can and/or would like to provide to advance the action plan—and an ask—what they hope and/or expect from the process moving forward. These are included in Appendix B.

The City of Yreka staff will present this Community Action Plan to the City Council and recommend it for adoption.

The Siskiyou Economic Development Council applied for USDA’s Rural Placemaking Innovation Challenge to help provide planning support, technical assistance, and training 74 to foster placemaking activities in rural communities. Although they were not selected for funding this year, they will continue to apply.

The steering committee members remain committed to implementing the activities presented in this document and will hold an annual meeting in spring/summer to collaboratively address plan progress.

Fiscal Impact:

Fiscal impact will vary by activity and level of engagement on each initiative that will be assessed individually.

Recommendation and Requested Action:

Motion to Approve Yreka City Manager Employment Agreement.

Attachments:
• Yreka RERC Action Plan Final December 2022
75 Yreka, California
December 2022

COMMUNITY

ACTION PLAN
76 2
Yreka, California
For more information about the Recreation
Economy for Rural Communities program,
please visit:
https://www.epa.gov/smartgrowth/recreationeconomy-rural-communities U.S. EPA Project Contact:

Lauryn Coombs
Office of Community Revitalization
U.S. Environmental Protection Agency
1200 Pennsylvania Ave. NW (MC 1807T)
Washington, DC 20460
202-564-8497
[email protected]
Local Project Contact:

Alia Roca-Lezra
Siskiyou Economic Development Council
1512 S. Oregon St. Yreka, CA 96097
(530) 842-1638
[email protected]
Cover photo credit:

Jason Espie, Revive Strategies

PROJECT CONTACTS
77 3
Yreka, California

PLAN CONTEXT
Yreka was one of 25 towns across the nation
selected to receive planning assistance through
the second round of the Recreation Economy for
Rural Communities program. Sponsored by the
U.S. Environmental Protection Agency (EPA), the
USDA Forest Service, the Northern Border
Regional Commission (NBRC), and the
Appalachian Regional Commission, the program
is helping communities develop action plans to
strengthen their outdoor recreation sectors and
revitalize their downtowns.

Local leaders in Yreka requested planning assistance
to address the economic challenges the region faces
and leverage its excellent scenic and natural
amenities to support renewed economic vitality in
Yreka and surrounding areas. Siskiyou County,
including the County seat of Yreka, has an economic
history that includes heavy reliance on mining and
timber industries. Declines in these industries have
left Yreka with unemployment of approximately 9%,
double the state average, and a median household
income of $31,902, less than 60% of California's
overall median. Yreka businesses must also
compete with areas of southern Oregon where taxes,
fuel prices, and other employment expenses are
lower. Yreka’s downtown continues to have vacant
storefronts, while the remnants of past industries
have resulted in scattered brownfield sites that raise
the costs of reinvestment and revitalization.

Despite economic hardships, Yreka and Siskiyou
County are rich in natural beauty and resources.

This area includes dynamic rivers, forests, mountains,
and volcanic landscapes. With 60% of land in
Siskiyou County held in public trusts, as well as
excellent transportation access via Interstate-5,
Yreka can be revitalized as an ideal basecamp for
outdoor recreation pursuits like climbing, hiking,
camping, rafting, mountain biking and off-road
driving, with city lodging, outdoor gear, dining, and
Aman Dhillon, Yreka Holiday Inn
Heather Dodds, Discover Siskiyou
Jill Drinkwater, Go-Biz California
Scott Eastman, YMCA
Kory Hayden, Siskiyou Economic
Development Council
Alia Roca-Lezra, Siskiyou Economic
Development Council
Joan Smith-Freeman, Yreka City
Council
Justi Hansen, Siskiyou Outdoor
Recreation Alliance
Jason Young, Siskiyou Economic
Development Council
Nancy Ogren, Siskiyou County
Laurel Harkness, Go-Biz California
Jason Ledbetter, City Manager, City of
Yreka
Julian Lucchesi, Planning Director,
City of Yreka
Sam Cuenca, Siskiyou Gardens, Parks,
and Greenway Association (SGPA)
Corey Middleton, City of Yreka
Council
Bill Robberson, Jefferson Mountain
Bike Association
Arron Hockaday, Karuk Tribe

STEERING COMMITTEE
78 4
Yreka, California
other businesses as beneficiaries and integral parts
of an outdoor recreation economy.

The Siskiyou Economic Development Council, along
with a group of local partners and organizations,
applied to the Recreation Economy for Rural
Communities program in hopes of combining
Yreka’s progress on sustainable land use and
brownfields assessment with nearby outdoor
recreation resources to create an action plan that
supports local business, employment, and economy
in ways that respect the area’s people, environment,
and history.

Key point: Yreka leaders hope to build a
local economy that works with nature
rather than extracting from it.

Between February and April 2022, a local Steering
Committee worked with a Planning Assistance
Team made up of planning consultants and
federal and state agency partners to assess
opportunities and challenges, set goals to
strengthen Yreka’s recreation economy and
invigorate its downtown, and convene a public
workshop in late June. This community action
plan was developed through a collaborative
process starting at the workshop and continuing
in follow-up meetings focused on refining the
plan and identifying implementation resources.

The plan documents the workshop process and
community feedback and includes a set of specific
actions—complete with initial steps and timeframes,
lead and support roles, and measures of success—to
guide recreation economy development in Yreka
over the next two to three years.

Jason Espie, Revive Strategies
(Facilitator)
Katie Allen, Appalachian Trail
Conservancy (Facilitator)
Todd Gordon, EPR-PC (Facilitator)
Lauryn Coombs, U.S. EPA Office of
Community Revitalization
Scott Stollman, U.S. EPA Region 9
C.J. Mishima, EPA Region 9
Eric Byous, EPA Region 9
Garrett Villanueva, USDA Forest
Service
A.R. Bhuta, USDA Forest Service
Andrea Giardina, USDA Forest
Service
Malinda Matson, U.S. Economic
Development Administration
Frances Sakaguchi, U.S. Economic
Development Administration
Barbara Rice, National Park Service
Jennifer Womack, USDA Forest
Service
Heather Luzzi, U.S. Small Business
Administration
Tan Hoang, Federal Emergency
Management Administration
Tim O’Connell, USDA Rural
Development

PLANNING ASSISTANCE TEAM
79 5
Yreka, California

THE OPPORTUNITY
At the northern-most border of California, Siskiyou
County is one of California's largest counties by
geographic area, at 6,347 square miles, and one of
its smallest by population with just 44,900 residents.

Of this vast area, 60% is held in public trusts. As the seat of Siskiyou County, the City of Yreka is
surrounded by these lands and the outdoor
recreation attractions they contain, including the
Cascade-Siskiyou National Monument, Mount
Shasta, Klamath National Forest, Lava Beds National
Monument, Tulelake National Wildlife Refuge, and
Lower Klamath National Wildlife Refuge. This area’s
rugged landscape and unique places have the
potential to attract draw mountain bikers, hikers,
ATV riders, boaters and paddlers, hunters and
anglers, skiers and more from the local community
and beyond.

The City of Yreka itself is well-positioned as a hub
for visitors to this spectacular area. With excellent
transportation access via Interstate 5, Yreka can
provide lodging, fuel, and basic supplies at a
number of national-brand businesses, as well as a
small, quaint downtown with local shops. As a
center for local residents, Yreka is also home to
institutions like the College of the Siskiyous and
Fairchild Medical Center, along with local
government offices and courts. The city takes
advantage of outdoor recreation within its limits as
well, with several parks and trails, including the
Yreka Creek Greenway and Greenhorn Park. The City
was established in 1851 and is a registered historic
district on the National Register of Historic Places
and as a California Historical landmark. This local
history is displayed in the Siskiyou County Museum
in Yreka and is visible in local art and events like the summer Gold Rush Days festival.

City and County leaders, along with local
organizations and residents, continue to work on
initiatives to improve the community and economy
Grow Yreka’s Downtown Amenities:

Make Yreka’s Main Street a vibrant
community gathering space and hub
to support outdoor recreation and
local businesses.

Enhance Connections to Outdoor
Recreation for All: Address physical
and informational barriers to
accessing local outdoor recreation for
community members of all ages to
promote a healthy, safe, amenity-rich
quality of life.

Inspire Community Pride & Identity:

Build off existing regional promotional
efforts to carve out a unique
celebration of Yreka’s natural,
recreational, cultural, and historical
assets as a destination and hub of
activity.

Catalyze Business & Entrepreneur
Development: Attract, engage, and
grow businesses in Yreka that support
the outdoor recreation sector.

WORKSHOP GOALS
Greenhorn Reservoir, centerpiece of Greenhorn Park
(Credit: EPR PC)
80 6
Yreka, California
of Yreka and Siskiyou County. The launch of the
Siskiyou Small Business Development Center brings
resources for potential startups. The College of the
Siskiyous is willing and able to offer programs that
train local residents in applicable outdoor recreation, business, and tourism skills. Ongoing transportation
improvements along Main Street (U.S. Route 3) will
create a more pedestrian-friendly central street. The
city will soon undertake a General Plan update and
investigation of potential zoning changes to help
revitalize the Miner Street business district. The
Siskiyou Gardens, Parks, and Greenway Association
continues to promote and improve park and
recreation assets for residents and visitors.

Key point: Yreka has substantial assets to
become a basecamp for exploration of
Siskiyou County’s excellent natural
landscapes.

Yreka’s RERC Steering Committee decided to focus
their action planning on the promotion of Yreka as
an outdoor destination to lift local businesses and
revitalize the downtown while making outdoor
recreation accessible to all. The goals they
developed and approved, shown in the text box to
the right, guided the workshop and this action plan.

With these goals, the community seeks to
reinvigorate the area’s economy in a way that
protects, rather than extracts from, the natural
environment, promoting a vibrant city that provide
jobs for working families and plentiful recreation
opportunities for residents and visitors.

Downtown mural recalling Yreka’s rich history (Credit:

Revive Strategies)
Community tour participants touring Greenhorn Park
(Credit: EPR PC)
The Carnegie building shown here holds promise as a
future hub for visitors and recreation, as well as a
community space, and/or a co-working space .
(Credit: Revive Strategies)
81 7
Yreka, California

PLANNING PROCESS
The RERC planning assistance process consists of
three phases, illustrated in the diagram below: plan,
convene and act. The “plan” phase includes three
conference calls with the Steering Committee and
Planning Assistance Team to gain a baseline
understanding of the community, clarify local goals,
and arrange workshop logistics. The “convene”
phase is focused on the capstone event—a two-day,
in-person public workshop as well as one follow-up
virtual session. The “act” phase entails three followup conference calls to finalize the community action plan and strategize on how to maintain the
momentum generated at the workshop and
implement the plan. Yreka’s workshop program and
activities are described briefly below. The workshop
contact list is provided in Appendix A, workshop
exercise results are detailed in Appendix B, a
workshop photo album is in Appendix C, a funding
and technical assistance resources in Appendix D,
and general recreation- and downtown-related
references in Appendix E.

Downtown Yreka businesses along Miner Street
(Credit: EPR PC)
RERC Process Diagram
82 8
Yreka, California

THE WORKSHOP
Over 50 participants joined the two-day, in-person
RERC workshop in Yreka, including city and county
residents, representatives of local governments and
community organizations, state and federal agency
partners, and others.

Prior to the official workshop convening, members
of the local Steering Committee, Facilitation Team,
and selected federal partners participated in a
community tour. Organized by the Siskiyou
Economic Development Council and traveling by bus
and on foot, the tour visited the Randolph Collier
Rest Area, Shasta Valley Vista Point, Greenhorn Park,
Siskiyou County Museum, and Miner Street business
district. This tour was an important opportunity for
visiting federal partners and facilitators to get to
know local sites and assets.

An opening community meeting was held on June
23 at the Best Western Miners Inn. Opening remarks
from Jason Ledbetter, Yreka City Manager, and Alia
Roca-Lezra, Steering Committee point of contact
and Siskiyou Economic Development Council
representative, welcomed attendees.

After introductions from all participants, the
Planning Assistance Team, with the assistance of
Laurel Harkness of Go-Biz California, gave an
overview of the RERC program, highlighted the
opportunities presented by the growing outdoor
recreation economy both nationally and locally,
shared some of their own reflections from the
community’s pre-workshop self-assessment as well
as the community tour they took earlier that day,
and presented the draft workshop goals.

The assembled participants finished the evening
session by participating in exercises designed to
elicit local vision for the future, and to brainstorm
Yreka’s assets and challenges. Themes discussed
Basecamp for outdoor enthusiasts
Miner Street and Main Street
Revitalization
A community that is inclusive and
welcoming
Prioritize community health and
wellness
Community prosperity and quality of
life
Comprehensive outdoor access
Stewardship values for locals and
visitors
Connecting youth to the outdoors

IDEAL COMMUNITY VISIONS
In the community self-assessment, Steering Committee
members described their ideal visions for their
community. Select responses are shown here; the full
assessment can be found in the Appendix.

Community Meeting, evening of Day One (Credit:

Revive Strategies)
83 9
Yreka, California
throughout these exercises included the need for
promotions and events that draw people to Yreka
and the need for more businesses that serve visitors,
but also larger community issues of mitigating
wildfire risk, developing sustainable supplies of
drinking water, and issues of homelessness and
housing affordability. This exercise process also
pointed out the enthusiasm of local residents and
the availability of many local organizations to work
toward solutions for Yreka.

Key point: Local stakeholders are
enthusiastic about the future but also
concerned about larger community issues.

Workshop participants continues their progress
toward an action plan during Day 2’s all-day
workshop, again held at the Best Western Miners
Inn. Day 2 was an interactive day of case study
sharing, mapping exercises, and brainstorming and
planning for actions to make the community’s goals
a reality.

The day kicked off with a recap of Day 1 and a
review of the workshop goals. The Planning
Assistance Team then presented several case studies
relevant to Yreka’s local issues and interests.

Day 2 also included opportunities for federal and
state partners to share information about the
programs and resources available to communities
like Yreka through their offices.

The remainder of Day 2 was spent on small group
exercises and action planning.

CASE STUDIES
The Planning Assistance Team chose case studies for
the Yreka workshop based on issues and interests
expressed by the local Steering Committee during
pre-workshop calls and Yreka’s original application
to the RERC program. The Planning Assistance
This graphic of the five-hour driveshed around Yreka
was shown to workshop attendees to illustrate the
large potential for recreation tourism and spending in
the area.

Population: 9,944,907
Median HH income: $74,149
Avg HH spending on entertainment/rec:
$3,616
Fishing, rafting, and hiking
Transformative spaces
Dark skies and seeing stars
Kayaking, paddling, mountain biking
Outdoor recreation education
Disconnecting
WHAT DOES RECREATION MEAN?
In a group exercise designed to capture the
community’s vision and values, participants related
what outdoor recreation means to them. Select
responses are shown here; all can be found in
Appendix B.
84 10
Yreka, California
Team presented these case studies during Day 2 of
the workshop to prime participants for action
brainstorming by seeing the wide variety of activities
that peer communities are engaged in.

Presented case studies included the Pennsylvania
Wilds partnership formed between 13 counties in
central Pennsylvania, business incubation efforts in
Marion Virginia, and the branding and marketing
campaign created by the Las Cruse New Mexico
Green Chamber of Commerce and centered on the
Organ Mountains Desert Peaks National Monument.

Each of these communities is using a variety of tools
to build identity, marketing, and small businesses
around both the presence of, and preservation of,
outdoor character and assets.

VISIONS AND VALUES
This action plan is rooted in the visions and core
values of Yreka residents and other stakeholders, so
workshop participants engaged in several exercises
to bring out and distill these values. The full results of these exercises are available in Appendix B.

On Day 1, during their introductions, each workshop
attendee shared three words about Yreka or Siskiyou
County that interested or excited them when it
comes to outdoor recreation or the RERC program.

Participants also volunteered their answers to the
question, “What does outdoor recreation look like to
you?” These responses are displayed in word clouds
in Appendix B.

Day 1 exercises also included envisioning future
success by imagining headlines participants would
like to see in their local newspaper in five years.

Finally, Day 1 workshop attendees brainstormed
their community’s biggest assets and challenges.

Each of these exercises helped to reveal issues and
themes around which actions could be built on Day

2. Yreka Awarded Firewise Community
Status
Yreka’s Carnegie Library Hailed as a
Model for Adaptive Reuse
Local Mountain Biker Wins
Greenhorn Race - Celebrates by
Eating Local Beef
Chronic Disease Rates Plummet on
Promotion of Active Living Policies
Yreka Revitalizes Five Brownfield
Sites, Creating New Affordable
Housing

HEADLINES FROM THE FUTURE
Participants brainstormed headlines they would like to
read in the local paper in five years. Select responses are shown here; all can be found in Appendix B.

Mount Shasta, the highest point in Siskiyou County
at14,179 feet (Credit: Katie Allen)
85 11
Yreka, California
On Day 2, workshop participants engaged in a small
group mapping exercise to uncover opportunities
and ideas related to outdoor recreation and
downtown revitalization in and around Yreka.

Groups marked up maps of Yreka, the larger region,
and all of Siskiyou County with recreation and other
community assets; supportive partners, businesses,
organizations, infrastructure, and services;
opportunities or big ideas; gaps, needs, or fixes
they’d like to see; and actual or desired
transportation connections.

Attendees also worked in small groups to map the
recreation economy value chain in Yreka and
Siskiyou County. The value chain shows the full
range of economic opportunities tied to outdoor
recreation, including destinations and activities,
goods and services, outfitters and guides, rental,
retail, wholesale, and small-scale manufacturing. This
exercise helped participants to understand what
exists locally, and, importantly, what doesn’t.

Key point: Yreka priorities include economic
revitalization, expanding outdoor access to
all, and building a future that respects
environment and history.

ACTION PLANNING
The action planning process during the workshop
consisted of several phases of work. First,
participants reflected on their own, using post-it
notes to brainstorm specific actions that could help
to advance one or more of the stated goals. They
were instructed to begin each action with a verb, to
be as specific as possible, to think in the near- to
medium-term (within 2 years), and to consider
actions that they could help with themselves.

Attendees then placed their post-it notes onto
posters for each goal, where the Planning Assistance
Team grouped and consolidated alike or similar
Participants gathering for day 2 workshop convening
(Credit: EPR PC)
Klamath River seen from Randolph Collier Rest Area
(Credit: EPR PC)
Siskiyou EDC went above and beyond what is typically
expected of host communities and contracted a
professional AV firm to run sound and live streaming .
(Credit: Revive Strategies)
86 12
Yreka, California
actions. Once this organization was complete, each
participant was given dot stickers and asked to vote
on the actions to which they would assign the
highest priority, with the Planning Assistance Team
tallying the votes. Following action voting,
participants broke into small groups to assess the
voting results and select the top three to five actions for each goal.

In a follow-up virtual meeting one week after the inperson convening, participants began the process of adding details to each proposed action, including
initial next steps and deadlines, measures of success,
lead and supporting roles, and potential needs and
resources. This work continued on subsequent postworkshop calls until every action included sufficient details for implementation.

Following is the full, completed action tables.

Day two of the workshop included action
brainstorming, followed by dot voting to prioritize
actions, seen above. (Credit: Revive Strategies)
After prioritization, small groups worked to detail the actions. (Credit: Revive Strategies)
Day two included a tasty BBQ at a local restaurant on
Miner Street. (Credit: Revive Strategies)
Panorama of the meeting room. (Credit: Revive Strategies) 87 13
Yreka, California

COMMUNITY ACTION PLAN
Goal 1 – Grow Yreka’s Downtown Amenities: Make Yreka’s Main Street a vibrant community gathering space and hub to support outdoor recreation and local businesses. ▪ Action 1.1 – Yreka Lights Festival: Plan, identify resources, & conduct a Yreka Lights Festival at the county museum (contact people for small grant to support). ▪ Action 1.2 – Taphouse or Brewery in Yreka: Conduct an analysis of vacant restaurant facilities in Yreka to determine feasible locations for potential brewery/taphouse & use EDC data to identify potential investors.
▪ Action 1.3 – Miner Street Change: Evaluate the pros and cost of creating one-way Miner Street from Main to Oregon & make one lane with parklets/outdoor seating. ▪ Action 1.4 – Broadway Theatre: Conduct market/ feasibility study & restore the theater on Broadway.
▪ Action 1.5 – Carnegie Building: Conduct additional fundraising for the Carnegie Building to support the plan for use.
▪ Action 1.6 – Downtown Events: Plan & conduct events downtown: farmer’s market, beer & brew festival, bluegrass festival, concerts in the park (Miner’s Park).

Goal 2 – Enhance Connections to Outdoor Recreation for All: Address physical and informational barriers to accessing local outdoor recreation for community members of all ages to promote a healthy, safe, amenity-rich quality of life. ▪ Action 2.1 – Create Greenhorn Park master plan that incorporates infrastructure improvements. ▪ Action 2.2 – Create outdoor recreation/tourism program through COS (AA program). ▪ Action 2.3 – Create GPS/audio history tours of the area and include recreational opportunities (Audio app).
▪ Action 2.4 – Create gateway to the Yreka to Coast OHV trail system. ▪ Action 2.5 – Assess youth access to connection to outdoor recreation and nature in our community.

Goal 3 – Inspire Community Pride & Identity: Build off existing regional promotional efforts to carve out a unique celebration of Yreka’s natural, recreational, cultural, and historical assets as a destination and hub of activity.
▪ Action 3.1 – Develop Yreka’s unique branding identity to create a unified marketing strategy ▪ Action 3.2 – Guarantee the successful implementation of the RERC action plan through sustained staffing and continued events and coordination
▪ Action 3.3 – Actively participate in the future of the Klamath River Goal 4 – Catalyze Business & Entrepreneur Development: Attract, engage and grow businesses in Yreka that support the outdoor recreation sector. 88 14
Yreka, California
▪ Action 4.1 – Business plan to be created, including a small business formation guide and training staff for tourism opportunity.
▪ Action 4.2 – Develop/encourage volunteer tourism and stewardship visits. ▪ Action 4.3 – Encourage rental shops for outdoor adventures, rafting, bicycling. ▪ Action 4.4 – Review zoning ordinances & standards to encourage recreational economy (i.e., for hip camping rental) & historic identity downtown development Drone photo from a stop of the tour with a beautiful view of Mount Shasta. (Photo Credit: SEDC) 89 15
Yreka, California
Goal 1: Grow Yreka’s Downtown Amenities: Make Yreka’s Main Street a vibrant community gathering space and hub to support outdoor recreation and local businesses.

Action 1.1 – Yreka Lights Festival: Plan, identify resources, & conduct a Yreka Lights Festival at the county museum (contact people for small grant to support).

What this is? Why
it is important?
Who benefits?
▪ Having an event to draw in folks from out of the area to lodging/retail/etc.

Into downtown Yreka.
▪ Placemaking strategy to put Yreka “on the map” in a different way than surrounding communities
▪ Community benefits from events, and opportunities
▪ Museum benefits with more exposure, potential for more fundraising, highlight attractions.
▪ Multiply benefits and generate momentum.
▪ Opportunity to pull folks off of I5 - high travel time in December ▪ Potential to set the trend for replacing fireworks in July ▪ Can highlight Yreka's history, arts and natural amenities. ▪ Show off all of Yreka’s newest improvements
Initial steps and
deadlines (present
– 24 months)
▪ Conversation with Grace at Museum
▪ Conversation with installation vendors with Brookings, OR & Redding, CA for scope - infrastructure, planning, security, $$$ required (Crystal for contacts - sending to Heather)
▪ Align with Main Street/transportation project – 24-month planning horizon Lead or catalytic
role
▪ North County Siskiyou Chamber
▪ (Crystal Stiles)
▪ Discover Siskiyou (Heather Dodds)
▪ Event Space: Siskiyou County Museum (outdoor)(visible from I5) - Grace Supporting cast ▪ Turtle Bay/Redding and Brookings, OR as examples for resources ▪ Discover Siskiyou - event marking awards, event planning staff (Sarah) ▪ Vendors: Crystal has recommended professionals for light installations (planning)
▪ City Manager
▪ City Council
▪ Chartwell Company (Redding Rebrand)
▪ Carrie (CAL Trans) - alignment with Main Street Project Potential needs
and resources
▪ Event space - visibility, fencing
▪ Redding: $1million budget for light installation alone ▪ Grant: Pacific Power for electricity usage
▪ Grant: Discover Siskiyou for event planning
▪ Volunteers: Event staffing/planning/ticket sales
▪ Idea: Christmas in July/replace fireworks as fire hazard; discount on costs ▪ Idea: see Mt Shasta Christmas House pricing
▪ USDA just announced a placemaking grant:
▪ https://www.rd.usda.gov/about-rd/initiatives/rural-placemaking-innovationchallenge 90 16
Yreka, California
Action 1.1 – Yreka Lights Festival: Plan, identify resources, & conduct a Yreka Lights Festival at the county museum (contact people for small grant to support). ▪ National Endowment Grants (https://www.arts.gov/grants/our-town/awardinformation Measures of
success
▪
Action 1.2 – Taphouse or Brewery in Yreka: Conduct an analysis of vacant restaurant facilities in Yreka to determine feasible locations for potential brewery/taphouse & use EDC data to identify potential investors.

What this is? Why
it is important?
Who benefits?
▪ Appeal to Outdoor Rec travelers
▪ Discover Siskiyou feedback - need for evening/after recreating activities - food/beverage - a need in full experiences
▪ Encourage social/community activity/activation
▪ Less commitment than full dining experience - family friendly, games, etc. ▪ See about limited overhead - increase food truck activity, diversify food options
▪ Revitalize/reuse infrastructure
▪ Tap into homebrewer community to engage interest, possibly hold competition/tasting/pop up events.

Initial steps and
deadlines (present
– 24 months)
▪ Check on Roadhouse Development near Liberty Arts? - bar atmosphere vs family friendly - no outdoor space/parking needs
▪ Check in on Grandma’s House (visible from I5) potential for new use supported by owner - outdoor space available
▪ Check in on Train Station - potential for brewery - currently empty - Joan/Heather to find out who owns it
▪ Old Hardware Store Miner Street as potential though may be expensive reuse
▪ Set up tours to other communities to talk to other DMOs, EDCs - Chambers, etc.
▪ Need for Phase 1 Brownfields for any redevelopment if contamination is found (specifically look at Grandma’s House-water damage) ▪ Find pop up ways to elevate this concept before the bricks and mortar happen.

Lead or catalytic
role
▪ SEDC - lead to engage on gap analysis data (good biz decision); pull from RD grant to pair potential investors with vacant buildings ▪ Discover Siskiyou to support with promotion
▪ Quintin - relationship with CDBG, engage to discuss opportunities Supporting cast ▪ Chico Start - Business Startup Support? ▪ Scott Stollman - EPA - Brownfields and TA support for site planning Potential needs
and resources
▪ EDC data to identify potential investors
▪ SEDC cluster analysis study for Yreka which will involve creating a short inventory list of vacant properties that are "primed" for 91 17
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Action 1.2 – Taphouse or Brewery in Yreka: Conduct an analysis of vacant restaurant facilities in Yreka to determine feasible locations for potential brewery/taphouse & use EDC data to identify potential investors.
redevelopment/business attraction-- followed by business incubator study (related Carnegie) - 6 months to finalize cluster analysis ▪ USDA RD CDBG eligible use for infrastructure revitalization - look at similar brewery awards (Kirsten Ray, HUD)
▪ https://www.rd.usda.gov/programs-services/business-programs/ruralbusiness-development-grants ▪ See Bend’s - Silver Moon Outdoor Brewery/Food Truck as example ▪ Growler Guys - Ashland Example
▪ Baker City, OR - outdoor rec/agritourism/historical friendly as example (Crystal) - investment in preservation
▪ USDA Rural Development--Business Development Grant can be used for feasibility studies, etc. for rural small businesses:
https://www.rd.usda.gov/programs-services/business-programs/ruralbusiness-development-grants Measures of
success
▪
Action 1.3 – Miner Street Change: Evaluate the pros and cost of creating one-way Miner Street from Main to Oregon & make one lane with parklets/outdoor seating.

What this is? Why
it is important?
Who benefits?
▪ GOAL - friendly, inviting downtown
▪ Research. Weigh the pros and cons of this action, lessons learned from other communities.
▪ Hold conversations with main street owners and vendors to explore thoughts and reactions to what lessons learned.
▪ Is it for outdoor seating? And if so, there may be other options. Temporary closures for special events.
▪ Make sure this has merchant buy in, landowners and businesses. ▪ Study should also explore potential for alleyway enhancement, seating and gathering, pocket parks, etc. May not need to happen on Miner itself. But the study should explore this.
▪ Could look like artists painting and converting alley ways (e.g., Farmington, NM)
▪ Instead of planters that need to maintain, install artwork that takes less maintenance.

Initial steps and
deadlines (present
– 24 months)
▪ The main street renovation is happening in the next two years (2022-2024). ▪ Conduct feasibility study, research options, conduct public involvement. ~next 12-18 months, while Main Street is being renovated.

Lead or catalytic
role
▪ SEDC
▪ City Council
Supporting cast ▪ Other experts in downtown place making efforts, e.g., local businesses 92 18
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Action 1.3 – Miner Street Change: Evaluate the pros and cost of creating one-way Miner Street from Main to Oregon & make one lane with parklets/outdoor seating.

Potential needs
and resources
▪ Rural Business Development Grant
▪ EDA also possibly to support
Measures of
success
▪
Action 1.4 – Broadway Theatre: Conduct market/ feasibility study & restore the theater on Broadway.

What this is? Why
it is important?
Who benefits?
▪ Bringing performing arts back to Yreka will bring people downtown, create vitality and recreation options. Generate excitement about being downtown, add things to do before or after eating downtown.
▪ May take a private investment - may require “angel” investor who wants to see this happen.
▪ See example:
▪ Back to Brewery/theatre idea (love), related example in Quincy - West End Theatre has Quintopia Brewing Co. Taproom as part of their lobby. https://westendtheatre.us/
Initial steps and
deadlines (present
– 24 months)
▪ Need for Phase 1 Brownfields for any redevelopment if contamination is found
▪ May be more attractive once other things start happening downtown (e.g., brewer, street overhaul).

Lead or catalytic
role
▪ Business attraction/recruitment effort to be on the EDC to follow up.

Supporting cast ▪
Potential needs
and resources
▪ Technical Assistance to Brownfields (planning) + Targeted Brownfields Assessment (Phase I/ Phase II - noncompetitive and free!) ▪ USDA RD has resources for market studies and feasibility studies (more grant) ▪ Renovations are in the Loan department.
▪ EDA programs for funding - if linked to job creation. ▪ Is it worth contacting the McConnell foundation? They funded the cascade theater renovation
▪ https://www.mcconnellfoundation.org/portfolio-posts/cascade-theatrerestoration/ Measures of
success
▪
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Action 1.5 – Carnegie Building: Conduct additional fundraising for the Carnegie Building to support the plan for use.

What this is? Why
it is important?
Who benefits?
▪ This has huge potential for a “base camp” or visitor landing place for the community.
▪ Multi-purpose community meeting space, incubator space, visitor information center.
▪ Are in planning phase now, preliminary design.
▪ Need to grow a strong local funding stack/contributions to give the contributing foundations encouragement. Even small amounts will show community support, and even leverage more foundation dollars. ▪ Give a nod to existing Yreka cultural actors and artists.

Initial steps and
deadlines (present
– 24 months)
▪ Consider hosting fundraising at community events, raffles, silent raffles, bake sales, etc.
▪ Explore new relationships and funding opportunities.
▪ Create a visual prospectus that shows potential of the facility in the future, both indoor and outdoor space that will inspire potential funders.

Lead or catalytic
role
▪ EDC and City are partners in this effort.
▪ College Siskiyou
Supporting cast ▪ YMCA to help with fund raising efforts. ▪ Main street businesses.
▪ Housing resources.
▪ Local nonprofits.
▪ Local arts groups.

Potential needs
and resources
▪ RISE dollars already committed (600k) already secured ▪ McConnell 400k
▪ Ford Family Foundation 250k
▪ Minor bank investments.

Measures of
success
▪
Action 1.6 – Downtown Events: Plan & conduct events downtown: farmer’s market, beer & brew festival, bluegrass festival, concerts in the park (Miner’s Park) What this is? Why it
is important? Who
benefits?
▪ The big need for this action is to find good organizers and conveners to run these events.
▪ Looks like more events downtown (is this goal to refine what you do already or grow it?).
▪ Bring back concert series that paused during COVID. Bring this back! ▪ Farmers market move to miner St.
▪ Gold Rush Days
▪ Concerts in the Park
▪ Sip and Stroll
▪ See Garden of Lights Action - fits into this action too. 94 20
Yreka, California
Action 1.6 – Downtown Events: Plan & conduct events downtown: farmer’s market, beer & brew festival, bluegrass festival, concerts in the park (Miner’s Park) ▪ Opportunity: build on existing high traffic opportunities (e.g., volleyball tourney) bring a lot of people to town. Can capitalize on these events to bring visitors to Yreka.
▪ Farm to table dinner downtown Yreka?
https://visitnevadacityca.com/blog/farm-to-table-dinner-nevada-city.htm/ ▪ Balloon fair (7 miles away)
▪ Events at Casino
▪ Consider outdoor festival.
▪ Will require examining land use and sustainability of multi-use.

Initial steps and
deadlines (present –
24 months)
▪ Seek champions and organizers to both re-establish existing events and grow future events.

Lead or catalytic
role
▪ ???
▪ Discover Siskiyou (SCTID fund)
Supporting cast ▪ ???
▪ Mike-Gravel Bike Rally
▪ Karuk Tribe - Convention center and Tribe to collaborate ▪ Volleyball tournament and other external events (ballooning) ▪ Museum
▪ Siskiyou county fair and supporters
Potential needs and
resources
▪ Need people who can convene these events well and successfully, with consistency. Staffing and convening are an issue.
▪ Seed money needed for events.
▪ SCTID funds can be utilized.

Measures of
success
▪
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Goal 2: Enhance Connections to Outdoor Recreation for All: Address physical and informational barriers to accessing local outdoor recreation for community members of all ages to promote a healthy, safe, amenity-rich quality of life.

Action 2.1 – Create Greenhorn Park master plan that incorporates infrastructure improvements such as trail improvements, amphitheater, zipline and amenities.

What this is? Why
it is important?
Who benefits?
▪ An overall parks master plan with Greenhorn as a component ▪ Overview of parks
▪ Community input on what is needed/desired
▪ A foundation to go seek funding for individual projects ▪ Trail improvements could attract bike events/races that attract visitors (https://www.rd.usda.gov/about-rd/initiatives/rural-placemaking-innovationchallenge ▪ An older Greenhorn Park Master Plan may exist already ▪ Ashland Oregon may be a model re. Parks district
▪ Some budget constraints need to be addressed by Council.

Initial steps and
deadlines (present
– 24 months)
▪ Take the RERC action plan to city council for adoption/endorsement ▪ Have already secured a consultant for the General Plan update - may add others specific to parks and rec
▪ Want to start within the year (next twelve months, sometime in 2023).

Lead or catalytic
role
▪ City Planning Dept.
▪ Public Works Department
▪ Outside consultant to city with parks/rec experience
Supporting cast ▪ Community input generally
▪ EDC
▪ Siskiyou gardens parks and greenways
▪ Jefferson mountain bike association (Bill Roberson)
▪ Yreka Rotary Club
▪ Disc golf group (Ryan H.)
▪ Siskiyou County Science Education https://www.siskiyoucoe.net/domain/58 ▪ Siskiyou Public Health
▪ Children’s Foster Families First
▪ First Five
▪ Siskiyou Works
▪ Forest Service
▪ Fish and Wildlife
▪ Fire safe council/fire dept.

Potential needs
and resources
▪ The master plan may be a good fit for our Rural Placemaking Innovation Challenge. The NOFA was released today! Up to $250,000 planning grant:
https://www.govinfo.gov/content/pkg/FR-2022-06-30/pdf/2022-14028.pdf ▪ NPS rivers trails and conservation assistance planning grants ▪ Laurel Harkness - connections to state support for master planning Measures of
success
▪ Completion of document
▪ Creation of a parks district to fund projects? (Would require public vote) 96 22
Yreka, California
Action 2.2 – Create outdoor recreation/tourism program through COS (AA program).

What this is? Why
it is important?
Who benefits?
▪ Some colleges run hospitality programs. An opportunity to educate students on recreation and stewardship
▪ Go-Biz and COS have already considered this.
▪ No other community college is doing an outdoor rec stewardship program ▪ Teach trail maintenance, wildfire, and other skills
▪ COS formerly has a natural resources program
▪ Recent CA legislation allows certain connections between college programs ▪ Forest service working on sustainable outdoor recreation plan ▪ Chico State has potentially similar programs and could be helpful (https://www.csuchico.edu/rhpm/) Jessie Engebretson
Initial steps and
deadlines (present
– 24 months)
▪ Contact potential partners to establish interest (Forest Service, Siskiyou Works, etc.)
▪ Finding a funding partner organization
▪ A summer school course (like NOLS)
▪ Establish non-credit instruction
▪ Later, credit program
Lead or catalytic
role
▪ College of Siskiyous (college president and/or Marc Klever) Supporting cast ▪ Forest Service region 5
▪ Siskiyou Works
▪ Marie Caldwell
▪ George Jennings
▪ EDC
▪ Pac. Crest Trail Assoc.

Potential needs
and resources
▪ Peer institutions with experience
▪ Funding partner
▪ Statewide market assessment to avoid redundancy (make COS a unique program in California)
Measures of
success
▪ Concept, vision, curriculum
▪ Approval for credit by regulators
Action 2.3 – Create GPS/audio history tours of the area and include recreational opportunities (audio app).

What this is? Why
it is important?
Who benefits?
▪ Can tap into existing technology to boost visitation
▪ Have created a script for a historic Miner St tour - will record soon) ▪ Can bring in I-5 visitors
▪ Have exiting tours (2) in Tulelake and Tulelake wildlife refuge (through voicemap.me)
▪ Opportunity to hear recorded messages from real gold miner, cowboy, etc. ▪ Potential visual component in the future (video presentation on phones, etc.) 97 23
Yreka, California
Action 2.3 – Create GPS/audio history tours of the area and include recreational opportunities (audio app).

Initial steps and
deadlines (present
– 24 months)
▪ Verify the Miner St. tour script with the community
▪ Complete Miner Street audio tour
▪ Promotional materials to drive participation
▪ Could start with walking tours - an easier lift
▪ Gather information from public on what they are interested in Lead or catalytic
role
▪ Siskiyou Arts Council
▪ EDC (working on Miner St tour)
Supporting cast ▪ Historical society (Mike Griffintini doing existing walking tours) ▪ Siskiyou Arts Council (Patricia)
▪ Siskiyou County Museum
▪ Discover Siskiyou
▪ Yreka Preservation
Potential needs
and resources
▪ Recording facility - ideally local)
▪ Funding from a potential tax district/main street organization Measures of
success
▪ Complete Miner St Street scape
▪ Explore further tours/areas
Action 2.4 – Create gateway to the Yreka to Coast OHV trail system.

What this is? Why
it is important?
Who benefits?
▪ The project would create a high value compelling outdoor experience, putting Yreka at the center of a significant tourism/destination experience. ▪ Unique recreational experience to connect people to the natural assets of the region. Creates connections between communities. Helps to cultivate connections with land and community of stewardship. Economic benefits to the community through increased quality of life, visitor spending, workforce recruitment.
▪ Could provide important access for wildfire response
Initial steps and
deadlines (present
– 24 months)
▪ CHP and BOS will meet on September 6th for the highway multi-use permit for on Hwy 96 access and other trail cross points. This starts at the local CHP and moves up the chain of command.

Lead or catalytic
role
▪ This project is being championed by Nancy Ogren, and our local SCORR chapter (Siskiyou County Off Road Riders).

Supporting cast ▪ Board of Supervisors could ultimately approve a prepared ordinance for Siskiyou’s portion of the project.
▪ US Forest Service
▪ SCORR
▪ CHP
SOES
▪ CalFire
Potential needs
and resources
▪ Collaboration with State and Federal OHV organizations. ▪ Use by electric mountain bikes would be a benefit.
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Yreka, California
Action 2.4 – Create gateway to the Yreka to Coast OHV trail system. ▪ Downiville can serve as a test case community for the impact and benefits of a like project.
▪ If trails assist with wildfire mitigation that can also be helpful.

Measures of
success
▪ The Board of Supervisors approves the ordinance to permit the new designation OHV trail access within Siskiyou County.
▪ Trail signs and maps are complete.
▪ This project may be 1 year to completion.
▪ Official Naming of the Trail
Action 2.5 – Assess youth access to connection to outdoor recreation and nature in our community.

What this is? Why
it is important?
Who benefits?
▪ Current examples such as YMCA Camp LEAD, the Etna PAL YES program, School Ski programs, 5th Grade Outdoor Camp (Kidder Creek) demonstrate cases of benefits for youth to outdoor programs.
▪ There is a need for assessment revolving around this topic (youth survey in schools) to identifying baseline experiences for youth, in Siskiyou. ▪ It is important to create a sense of community pride, to help our youth value, navigate and enter the outdoor recreation assets that we have. (Castle Crags, Mt. Shasta)
Initial steps and
deadlines (present
– 24 months)
▪ Meeting with the experts. Meeting with those already in this space and succeeding. (YMCA, Etna PAL, SORA, Christan, Jason, Kidder Creek Expertise) Lead or catalytic
role
▪ Chritain Birch
▪ Jason Singleton
▪ Scott Eastman
▪ (These are professionals in the field, are local outdoor rec businesses and have connections to schools).

Supporting cast ▪ Siskiyou YMCA
▪ Etna PAL
▪ SORA
▪ Outdoor Education/Science Lab Specialist: Christian Birch and Jason Singleton ▪ ETS, GEARUP
▪ School Dis.
▪ School Psychologists
▪ STEM/CTE Coordinators
▪ After School/SAFE programs
▪ American College Corps
▪ Girl/Boy Scouts
▪ Boys/Girls Club
▪ 4H/FFA
Potential needs
and resources
▪ Organization
▪ First Meeting
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Yreka, California
Action 2.5 – Assess youth access to connection to outdoor recreation and nature in our community.
▪ Reasonable Goals
▪ Funding
Measures of
success
▪ Survey of school aged students in grade 9-12.
▪ Every SC graduate camps outdoors.

Passport of four features in Siskiyou, targeted for families and children in grades 9-12.

Community CAMP out nights.
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26 Yreka, California
Goal 3: Inspire Community Pride & Identity: Build off existing regional promotional efforts to carve out a unique celebration of Yreka’s natural, recreational, cultural, and historical assets as a destination and hub of activity.

Action 3.1 – Develop Yreka’s unique branding identity to create a unified marketing strategy
What this is? Why
it is important?
Who benefits?
▪ Consistent and cohesive visitor experience
▪ Be inclusive of all community values to express in the identity ▪ Use this effort to support exploration of what Yreka can be in the future ▪ Celebrate Yreka’s assets - what we already have to share ▪ Reshow and reconfirm Yreka’s interesting, unique place ▪ Support businesses to engage in brand
▪ Could be an opportunity to re-brand Yreka from City of Gold to something else. To be considered in Parks Master Planning effort.

Initial steps and
deadlines (present
– 24 months)
▪ Timeline: 1-2 years to develop
▪ Kory with Heather to convene working group to discuss the broader picture and effort to lead branding identity
▪ Discovery tour
▪ Field Trips - Brevard, NC, Las Cruces, NM
▪ Discuss need for brand consultant
▪ Develop brand guidelines - value, voice, messaging
Lead or catalytic
role
▪ Siskiyou Revitalization Network - Kory
▪ Siskiyou Arts Council - Patricia Lord - CA Main Street ▪ Connie Meek, Liberty Arts (and Kim)
▪ Engage Downtown Business Owners meeting up (Gold Rush Days) ▪ North Siskiyou Chambers - Crystal
Supporting cast ▪ Discover Siskiyou
▪ California Main Street Program
▪ City Council
Potential needs
and resources
▪ See Baker City, OR - Baker Base Camp
▪ See Discover Siskiyou’s brand discovery process with consultant ▪ USDA Placemaking technical assistance for branding
▪ Potential budget: $15-25k
▪ Discover Siskiyou grant support for branding coming online ▪ Explore with Barbara Rice, NPS-RTCA
▪ Need marketing staff at city level for implementation - Discover Siskiyou can support (GAP - no marketing department/budget at Yreka) ▪ Explore AmeriCorps for initial catalytic convening support Measures of
success
▪ Vibrant, agile guide to brand identity
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27 Yreka, California
Action 3.2 – Guarantee the successful implementation of the RERC action plan through sustained staffing and continued events and coordination.

What this is? Why
it is important?
Who benefits?
▪ Promote economic development of Yreka
Initial steps and
deadlines (present
– 24 months)
▪ Prepare agenda for council meeting - Jason, SEDC, etc. ▪ City Council to adopt RERC plan to establish city leadership ▪ Exploratory conservation with Yreka city staff and SEDC to discuss recommendations for sustained staffing/event leadership ▪ Inform Yreka strategic plan
▪ Biannual City Council Update on how RERC process is updating Lead or catalytic
role
▪ Yreka City Staff
▪ SEDC - economic benefit development
Supporting cast ▪ Yreka City Council
▪ Ford Family Foundation - could give capacity building ▪ California Main Street Program
Potential needs
and resources
▪ It looks like Yreka is eligible for HUD's Distressed Cities and Persistent Poverty Technical Assistance Program. Feel free to reach out for more information.

[email protected]: -
https://www.hud.gov/program_offices/comm_planning/cpdta/dcta ▪ California Main Street Program
▪ https://www.californiamainstreet.org/
▪ USDA RD - support RERC (job description share from Thompson Falls) - Tim resource
Measures of
success
▪
Action 3.3 – Actively participate in the future of the Klamath River.

What this is? Why
it is important?
Who benefits?
▪ Collier Rest Stop - demonstrate how close the Klamath is related to identity for Yreka
▪ Restoration and preservation of Klamath is essential for recreation business development. There is a new future for flyfishing, rafting, camping, and river access on the Klamath.
▪ Bridge between recreation, economic development, & stewardship ▪ Enhancing connections to upper and lower Klamath and the greater watershed ▪ Needs and desires for the Klamath River Recreation are diverse.

Initial steps and
deadlines (present
– 24 months)
▪ Evaluate existing Klamath River access points and opportunities for improvement.
▪ Assess four key defining assets on the Klamath and educate/market those specific and enormously especially experiences.
▪ Map these experiences in Yreka (art, mapping, etc.) i.e.. (dark skies, Wards Canyon, Ukonom Falls, tribal heritage/cultural (People’s Museum), wildlife, etc. what else?)
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Action 3.3 – Actively participate in the future of the Klamath River.

Lead or catalytic
role
▪ Guides and outfitters
Supporting cast ▪ Community Arts initiative to connect these priorities to visible locations, assets and features in Yreka.

Sculptures, murals
Potential needs
and resources
▪ Funding for artists to create are in our community.
▪ Plan for creating visual/art/connection to these inclusive, equitable priorities.

Measures of
success
▪ Visitors see Yreka as their destination to access the Klamath River. They connect to experiences/guides, food, lodging, compete, culture/heritage and recreate from Yreka to the Klamath River.
▪ Klamath River Festival, Develop and event centered around the Klamath River. ▪ Outdoor Lands Festival revolving around the Klamath River centered in Yreka. 103
29 Yreka, California
Goal 4: Catalyze Business & Entrepreneur Development: Attract, engage and grow businesses in Yreka that support the outdoor recreation sector.

Action 4.1 – Business plan to be created, including small business formation guide and training staff for tourism opportunity.

What this is? Why
it is important?
Who benefits?
▪ Simplify the work of starting a new local business
▪ Similar programs exist, such as ChicoStart
▪ Remove the silos between Chamber, City, Siskiyou Works, etc. ▪ EDC did a marketing guide for new businesses?
▪ Existing small business development center with one-on-one help ▪ Potential mentorship program in business community
▪ Lots of resources exist but coordination may be lacking ▪ Promote business, customer service, etc.
▪ Quintin recommends learn.norcalsbdc.org
▪ Coordination, collaboration, utilization
▪ Connect businesses to existing resources - online, etc. ▪ Opportunity around outdoor dining, plazas and alleys to program them and support businesses.

Initial steps and
deadlines (present
– 24 months)
▪ Initial meeting bringing current business owners together Lead or catalytic
role
▪ Quintin Gaddy, Small Business Development Center
▪ Jason Ledbetter
▪ Crystal is North Valley Chamber of Commerce ED
Supporting cast ▪ City
▪ Chamber of Commerce
▪ Small Bus. Development Center
▪ Existing businesses
▪ Siskiyou Works
Potential needs
and resources
▪ Training tools (customer service, etc.) for businesses ▪ Future Carnegie Library could be a resource for business incubation and training
Measures of
success
▪ Create a new organization, or alternatively drive more businesses to an existing organization like Chamber
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Action 4.2 – Develop/encourage volunteer tourism and stewardship visits.

What this is? Why
it is important?
Who benefits?
▪ This is a sector of tourism that is attractive to specialized groups, and a way to engage specific interest.

Initial steps and
deadlines (present
– 24 months)
▪ Identify a small weekend opportunity for visitors to engage, work, visit, experience in a way that offers a physical, impactful and meaningful visit. ▪ Identify right sized and planned opportunities and activities, ▪ Bird counts, seeding of areas, removal of trash.
▪ River cleanup.
▪ Guiding companies can include this educational topic in their trips and experiences.

Lead or catalytic
role
▪ Siskiyou Bird Watchers
▪ Mt. Shasta Nordic Center
▪ Shasta Gravity
▪ Guides and Outfitters
▪ Guide and Gear Shops
▪ Lodging Properties hold the stewardship pledge.
▪ Colliers could hold the stewardship pledge.

Supporting cast ▪ Siskiyou Stewardship CORE
▪ Discover Siskiyou Recreation Pledge
▪ Guiding Companies
▪ Siskiyou Land Trust
▪ Shasta RCD
▪ SORA
Potential needs
and resources
▪ Funding
▪ Mission
▪ Convening Partner to develop this type of work
Measures of
success
▪ Participation numbers, planned events, returning visitors, membership opportunities, volunteer hours,
Action 4.3 – Encourage rental shops for outdoor adventures, rafting, bicycling.

What this is? Why
it is important?
Who benefits?
▪ Currently there are minimal outfitter and guide “brick and mortar” shops in Yreka. To attract outdoor tourism, there are cornerstone assets that drive overnight and return visits.
▪ Working with existing businesses to build out character and resources in current locations can help attract and serve outdoor visitors. ▪ (Zephyr Coffee, Ace Hardware/Carhartt Store, Miner Street Meats, Lodging Properties, Nature’s Kitchen, Tractor Supply, Grocery Outlet, Raleys, Siskiyou Museum (Bike Rentals), Miner Street Mercantile,
Initial steps and
deadlines (present
– 24 months)
▪ Develop a quick reference guide to “boosting your businesses space to attract outdoor recreation customers.”
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31 Yreka, California
Action 4.3 – Encourage rental shops for outdoor adventures, rafting, bicycling. ▪ Define compelling branding of Yreka, Assessment of existing spaces and events to create forward momentum for Yreka, to lead to business attraction outcomes.
▪ Develop a close to town glam camping experience at Wiaka or anywhere! Lead or catalytic
role
▪ Convening Team specializing in branding, business development, and key business partners with the interest and willingness to implement strategies.

Invite businesses to the table (listed in column two)
Supporting cast ▪ Discover Siskiyou
▪ Smalls Business Development Council
▪ Chamber of Commerce
▪ Downtown Planners
▪ SORA
Potential needs
and resources
▪ Assessment of traveler and resident needs and traveler types. ▪ Connection to community identity and pride.
▪ Emphasis to businesses that they are our first line to visitors.

Measures of
success
▪ New pop-up experiences in Yreka’s retail businesses and eateries ▪ Bike rentals at museum.
▪ Unifying theme to champion in Yreka.
(smores, peddle, paddle, breakfast, the perfect day in Yreka) Action 4.4 – Review zoning ordinances & standards to encourage recreational economy (i.e., for hip camping rental) & historic identity downtown development.

What this is? Why
it is important?
Who benefits?
▪ General plan will have a zoning update attached
▪ If we want people downtown, we need to look at mixed use zoning - upstairs residential, etc. Not clear if currently allowed
▪ Ties housing together with commercial development
▪ Potential to extend business hours and activity
▪ Authority to do HipCamp, etc. not clear at his time.
▪ Potential to camp at city parks as well? Could study in Greenhorn Park master plan
▪ Study of potential design standards within general plan - have design standard in the historic district
▪ Other issues to study: Airbnb, workforce housing and equity Initial steps and
deadlines (present
– 24 months)
▪ Take RERC plan to city council to check acceptance of recommendations like this one
▪ Present zoning update to Planning Director
Lead or catalytic
role
▪ City Planning Director (Jason L to connect and discuss with City Planning Director)
Supporting cast ▪ Public/property owners generally - what do people want and/or accept ▪ Chamber/business owners
Potential needs
and resources
▪ Educational campaign - through general plan - on potential of a more robust, mixed-use district downtown
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32 Yreka, California
Action 4.4 – Review zoning ordinances & standards to encourage recreational economy (i.e., for hip camping rental) & historic identity downtown development. ▪ City has resources for the general plan/zoning update process ▪ Look into grant programs for resilience centers that can support camp development (will help with evaluation needs).
▪ https://www.sgc.ca.gov/programs/community-resiliencecenters/docs/20220721-CRC-Fact-Sheet.pdf ▪ https://mltpa.org/essrp/calrec-vision
Measures of
success
▪ Updated the general plan, including Mine St
▪ Update zoning

IMPLEMENTATION AND NEXT STEPS
Following the workshop, the Local Steering Committee and additional workshop participants continued working together to develop and begin implementing the Community Action Plan. Three Zoom calls with the Planning Assistance Team were held on July 14, 2022; September 1, 2022; and September 28, 2022, during which the group refined the action plan, discussed progress made post-workshop, and planned their next steps. The local team in Yreka has made exciting initial progress. Listed below are some key implementation steps they have made since the workshop.
 At the conclusion of the workshop, every participant shared an offer—what they can and/or would like to provide to advance the action plan—and an ask—what they hope and/or expect from the process moving forward. These are included in Appendix B.
 The City of Yreka staff will present this Community Action Plan to the City Council and recommend it for adoption.
 The Siskiyou Economic Development Council applied for USDA’s Rural Placemaking Innovation Challenge to help provide planning support, technical assistance, and training to foster placemaking activities in rural communities. Although they were not selected for funding this year, they will continue to apply.
 The steering committee members remain committed to implementing the activities presented in this document and will hold an annual meeting in spring/summer to collaboratively address plan progress.

APPENDICES
▪ Appendix A – Workshop Exercise Results
▪ Appendix B – Workshop Contact List
▪ Appendix C – Community Self-Assessment
▪ Appendix D – References
▪ Appendix E – Funding and Technical Assistance Resources ▪ Appendix F – Photo Album
107
Appendix A: Workshop Exercise Results A-1
Yreka, CA
APPENDIX A: WORKSHOP EXERCISE RESULTS
The Recreation Economy for Rural Communities workshop with Glenwood Springs involved several exercises that helped define workshop participants’ vision, goals, and actions they wish to take to strengthen outdoor recreation and downtown revitalization efforts in their community. The following appendix documents many of these activities that shaped the action plan developed through this planning process.

Words of Excitement 2
What Does Outdoor Recreation Mean to You? 3
Headlines Exercise Results 4
Value Chain Diagramming Exercise Results 6
Mapping Exercise Results 12
Assets and Challenges Exercise Results 22
Action Brainstorming Exercise Results 24
108
Appendix A: Workshop Exercise Results A-2
Yreka, CA
Words of Excitement
When introducing themselves, participants offered up to three words on what they were excited about in relation to the workshop and outdoor recreation. The responses to this prompt, including as a word cloud summary, are below.

Assets
Beer
Bikes
Building infrastructure
Collaboration
Community
Community based action
Community improvement
Diversify
Dogs
Economic growth
Economy
Engagement
Equity
Experience
Family outdoor
Fish coming back!
Fishing
Future
Future
Get people outside!
Getting things done!
Growing community!
Growth
Happy to be here!
Historical
History
Hospitality
Housing
Hunting
Implementation
Leadership
Learn more
Learning
Leveraging assets
Local
Local accountability
Love
Marketing
Mountain biking
Nature
Networking
Opportunities
Optimization
Partnering
Partners work together!
Passion
Poised rural community
Preserving nature
Pride
Promoting business
Proud
Recreation
Resiliency
Revitalization
Ride your bike!
Right-sized growth
River rafting
Rivers
Show me the $
Snow skiing
Stewardship
Strategizing
Tacos
Teaching
Team
Tourism
Trails
Water
Wine
Youth
109
Appendix A: Workshop Exercise Results A-3
Yreka, CA
What Does Outdoor Recreation Mean to You?
Participants were asked to describe what outdoor recreation means, or includes, to them. The responses to this prompt, including as a word cloud summary, are below.

Access
Adventure!
Being outside
Chasing cows
Education
Exploring
Family
Farming
Fishing
Fishing
Focusing on your activity &
joy
Gardening
Having fun
Hiking
Hunting
Kayaking
Leaving my house and being
at a high mountain lake
Milky Way & dark skies!
Absence of lights
Mountain Biking
Mowing weeds in my garden
Rafting
Regional tourism!
Road trips
Rock climbing
Rowing the river
Snowshoeing
Spelunking
Strolling
Walking
110
Appendix A: Workshop Exercise Results A-4
Yreka, CA
Headlines Exercise Results
Participants were asked to imagine future news headlines as a way to define what success would look like. The responses to this prompt are below. • “Yreka to Host “Outdoor Olympics” Games”
o Grow tourism surrounding outdoor rec. put Yreka on map o Strategic planning + marketing
• “Yreka Revitalizes 5 Brownfield Sites, Builds Affordable, Mixed Use Housing Infrastructure”
o City leverages EPA assessment & cleanup grants to assess & clean 5 contaminated sites in Yreka
o More affordable housing is available, attracts workers, higher housing density, city becomes more walkable
o Community engagement & federal funding & support
• “Chronic Disease Rates Plummet in Yreka Following a Series of Local Active Livingpromotion Projects & Policies” o WHAT HAPPENED:
 Daily engagement in wellness practices (nutrition, physical activity, decline in unhealthy activities
o IMPACT:
 Actie/engaged youth & intergenerational healthy lifestyles o WHAT MADE IT POSSIBLE:
 Local projects related to community health
 Upstream policy adoption & implementation
 Uplifting local voices
• “Yreka Restores Carnegie Library”
o Visitor center & community workspace available to local community o More knowledge about outdoor recreation
o Community supports fundraising
• “Humbug OHV Area Expands Mountain Bike Trail Network” o Increased tourism, health increases, increased outdoor access, improved fire resilience in conjunction with fuel treatments
o Collaboration between USFS, CDF, & local groups, forest health groups? • “Yreka Saved From Wildfire by Active Reintroduction of Intentional Fire & Managed Wildlife”
o How?
 Collaborative fire management
 Siskiyou Prescribed Burn Association
 Expand Cultural Burning
• “Historic Theater Opens on Broadway”
o Serves community and youth with an activity out of the elements 111
Appendix A: Workshop Exercise Results A-5
Yreka, CA
o Historic grants
• “Local Mountain Biker Wins Greentown Race, Then Celebrates Eating Local Beef” o Revitalized downtown
o Tourism to draw mountain bikers
o Economic stimulus
o Local, state, & federal investment
• “Biggest Event of the Year!”
o Downtown, outlying areas saw the most traffic
o Thanks to Discover Siskiyou
• “City Builds Boathouse at Greenhorn”
o Impact: people learn to sail
o City established recreation district to cover insurance requirement and to run program
• “500,000 People Attend Art Festival”
o Tourism – economic boom
o What happened:
 Local groups joined together to produce 5 day festival  Art in nature, children’s sidewalk chalk art, music in the park, art gallery opening, performances over groups in different areas worked together, happily
• “Yreka Takes a Breath of Fresh Air”
o Development of a disc golf course in the city’s park
o A community effort to push through new ideas
• “Community of Yreka and Tribes Work to Create a Recreation Action Team” o A companion to the outdoor recreation action plan
o Truth & healing
o Cultural capacity building
o Listening
• “OHV Park Finally Approved After 7 Years of Planning From the Jefferson Offroad Association”
o OHV Park received county approval for the project
o The project will bring in TBID funding and recreational activity to our community
• “Greenhorn Music Festival a Hit”
o Large regional music festival
o Influx of revenue
o New ampitheater at Greenhorn
• “Yreka Carnegie is Showcased a National Model for Adaptive Reuse” • “Springers Roar Back”
o Increased population
o Fishing/guiding opportunity
112
Appendix A: Workshop Exercise Results A-6
Yreka, CA
o Tribes utilizing a historic resource
o Dam removal & other restoration
• “Yreka Awarded Firewise Community Status”
o Safer community, reduced smoke, reduced insurance rates, outdoor recreation protection
o HMP & FSC active planning with city and county codes rewritten • “City Develops Historical Mining Tour”
o Community input for Historical Culture
o Increases tourism dollars
o Collaborative grant for structure & trail development funding • “Tour de France Champion Wins Tour de California Race in Mt. Shasta” o More hotels, more paved roads, more lobbying
• “Pandemic Drives People Away from Large Cities and Into Siskiyou County” o People tired of lockdowns
o Desire for open space made rural America attractive
o Remote work and better internet transformed Yreka
• “Increased Salmon Runs Bolster Siskiyou Economy”
o The $450 million investment in revitalizing the Klamath River actually worked o Fly fishermen rediscovered Happy Camp, other local communities o New businesses were launched to accommodate fishermen • “Yreka Hosts Tour de France Training Camp for Elite Cycling Athletes” o 4 staging areas in town region
o Host city cultural events
o Lodging in Siskiyou area
o Youth interest
Value Chain Diagramming Exercise Results
Another small group exercise enabled workshop participants to explore different sectors of the recreation economy value chain using a value chain diagram. The diagram allowed participants to generate post-it style boxes to document what currently exists or is a strength (yellow post-its), what is missing or needs strengthening (blue post-its), and best practices or good examples from other communities that could be helpful (green post-its). The blank value chain graphic and instructions are below and the results of the diagramming are on the following page. Note that all of the responses for this exercise fell under the “existing asset or strength” category, except for those comments with an asterisk (*) before them, which indicate “missing or needs strengthening”.
113
Appendix A: Workshop Exercise Results A-7
Yreka, CA
114
Appendix A: Workshop Exercise Results A-8
Yreka, CA
Destinations & Activities
• McCloud Falls (hiking, swimming, camping)
• Etna Summit (backcountry skiing, hiking, mountain biking) • Klamath River (rafting, fishing, floating)
o Supports guides, draws tourists, values = nature preservation o Fishing & rafting guides
• Pluto’s Cave (exploring, hiking)
• Mt. Shasta (skiing, snowboarding, cross-country, hiking, mountain biking, golf course) • Greenhorn (hiking, biking, disc golf, birding, horseback riding, soccer, kids’ playground)
• Forks of Salmon (Salmon River Loop, swimming, kayaking, gold mining) • Road cycling
o Events, tourists, quality of life for residents
o Bike shops, event organizers
o Need maps/bike shops
• Lake Siskiyou (kayaking, rent houseboat, camp)
• Castle Crags (hiking)
• Disc golf (recreation)
• Wildlife Refuges
• Humbug Mountain OHV Trails
o Gets people outside, draws new people to area
o SCORR (S.C. Offroad Riding)
• Siskiyou Outback (Mt. Ashland)
• Running Events at Mt. Shasta (Grinduro, Tin Man)
o Draw to Yreka
• Greenhorn Park
• Historic Downtown (Miner Street)
• Klamath River (rafting, fishing, camping)
• Marble Mountain Wilderness
• Russia Wilderness
• Trinity Alps Wilderness (hiking, backing)
• Youth Camps (Kolder Camp)
• GAP
o Birding – is there an Audubon chapter?
o Siksiyou – Josephine Co., Oregon
o Shasta Valley Audubon
o USFWS – Migratory Birds
• Carnegie Library (coworking space)
• Camp Siskiyou
o Based in Yreka
115
Appendix A: Workshop Exercise Results A-9
Yreka, CA
o Booking agent
Goods & Services
• Grocery
o Raley’s
o Nature’s Kitchen
o Grocery Outlet
• Bella Art Works
• Restaurants
o Wine Bar
o Mexican Options
o Black Bear
o Jefferson Road House
o Smoked Tom Pie
o Nature’s Kitchen
o Natalee Thai
o JD Diner
o Klanders
• Coffee Shops
o MacGregors
o Zephyr
o Drive Thru
• Baxter R.V. Repair
• N.W. Chainsaw Repair
• Lodging
o Holiday Inn
o Baymont Inn
o Chains & economy lodging
o Waiika RV Park
• Collier Road Stop (bathrooms, rest area, visitor center) • Bike Repair
o Upper Greenhorn
• *Breweries, restaurants, taprooms
Outfitters & Guides
• Etna Outfitters
• Shasta Gravity Biking
• Fishing Guides:
o SC Guide Service
o Wild Rivers Fly Fishing
• *Transportation to Yreka from Etna for PCT Hikers
116
Appendix A: Workshop Exercise Results A-10
Yreka, CA
• THC Guide Service/Camp trip
• Base Camp – outdoor rentals
• Run4Salmon
• Permitted Rafting Guides:
o Adventure Whitewater
o All Outdoors CA Whitewater Rafting
o ARTA
o Entrada
o Indigo Creek Outfitters
o Ironhead Guide Service
o JH Ranch
o Kidder Creek Orchard Camp
o Klamath River Outfitters
o Living Waters Recreation
o Marble Mountain Guest Ranch
o Momentum River Expeditions
o Noah’s River Adventures
o OARS
o Orange Torpedo Trips
o RaftCalifornia.com
o Redwoods & Rivers
o River Dancers
o Scott River Lodge
o Second Wind
o Sierra South, Inc.
o Six Rivers Rafting
o Sunrise Rafting
o Treehouse Outfitters
o Trinity River Rafting Companions
o W.E.T. River Trips
o YMCA – Siskiyou Family
• Rawhide Outfitters
• Shasta Vortex Adventures
• YMCA
• Mid-Klamath Watershed Council
• Save California Salmon
• California Rivers
Rental
• Fifth Season
• Loge
117
Appendix A: Workshop Exercise Results A-11
Yreka, CA
• McCloud Outdoors
• Lack of rental -> YMCA as partner for gear?
• Gear library
• Base Camp – outdoor rentals
• *Camp equipment
• *Uhaul
• *Kayak rentals
• *White water rafting
• *Standing paddle boards
• *Snowshoeing
Retail
• Miner St. Meats
• Siskiyou Farm Co.
• Zephyr’s (coffee, local goods)
• Shoppe Serendipity
• Yreka Farmers Market
• Hunter Orchards
• Yreka Junction (Raley’s, Dollar Tree)
Wholesale
• Denny Bar Co.
• Etna Brewing
• Five Marys
Small-scale Manufacturing
• Denny Bar Co.
• Etna Brewing
Other
• Discover Siskiyou (marking, promotion, direct relationship with business owners) • USDA Rural Development Programs
• Energize Chamber
o Business walks
o Business coaching
o Assessment of needs
o Resources
o Coordinate business activity
o Hospitality
• Summary:
118
Appendix A: Workshop Exercise Results A-12
Yreka, CA
o River rafting & guides
o Birding tours
o Chamber of commerce engagement
o Small-scale manufacturer like Denny Bar/Etna Brewing
o Opportunity for rental shop for outdoor gear
o Marketing/branding
Mapping Exercise Results
During the workshop, one small group exercise involved participants placing map markers on strong existing assets; future opportunities; supportive services and assets; and gaps, needs, and fixes. Participants reviewed assets that were pre-populated prior to the workshop and added their own. This exercise allowed for exploration of assets and opportunities as preparation for action brainstorming in a following workshop session.

The mapping results from this exercise are documented and summarized below.

Siskiyou County Map
Marker # Comment Category Comment
1 Outdoor
Recreation/Community
Asset
Greenhorn park is a key outdoor recreation asset
2 Outdoor
Recreation/Community
Asset
The West Miner and Third Street Historic District is a
community asset, with quaint storefronts and eateries
119
Appendix A: Workshop Exercise Results A-13
Yreka, CA
Marker # Comment Category Comment
3 Outdoor
Recreation/Community
Asset
Offers access to many hiking and trail bike riding levels and respite for travelers
4 Outdoor
Recreation/Community
Asset
This is a natural starting place for tourists, and community members
5 Outdoor
Recreation/Community
Asset
Shasta Valley Vista Point – This is a beautiful Vista Point approaching Yreka – from 1-5 southbound into Yreka
6 Outdoor
Recreation/Community
Asset
Randolph E. Collier Northbound and Southbound Rest Area – Information about Siskiyou County Outdoor Recreation, and Klamath River Access
7 Outdoor
Recreation/Community
Asset
Crater Lake
8 Outdoor
Recreation/Community
Asset
Lava Beds NM
9 Outdoor
Recreation/Community
Asset
Happy Camp
10 Outdoor
Recreation/Community
Asset
Larsen NP
11 Outdoor
Recreation/Community
Asset
Elk Herds (Hunting)
12 Outdoor
Recreation/Community
Asset
Mt. Shasta
13 Outdoor
Recreation/Community
Asset
Volcano Legacy Scenic Byway
14 Outdoor
Recreation/Community
Asset
Mule Deer Head (Hunting)
15 Outdoor
Recreation/Community
Asset
Klamath River Scenic Byway
16 Outdoor
Recreation/Community
Asset
Klamath (Birding) Refuge
17 Outdoor
Recreation/Community
Asset
Cycling Routes (well known & used) – cyclesiskiyou.com
(maps) worked w/ WFS to create maps
120
Appendix A: Workshop Exercise Results A-14
Yreka, CA
Marker # Comment Category Comment
18 Outdoor
Recreation/Community
Asset
Mt. Shasta Gateway Mountain Biking Trail
19 Outdoor
Recreation/Community
Asset
McCloud Falls
20 Outdoor
Recreation/Community
Asset
Rafting & Fishing (“Home of the Kings”) nature dams –
salmon
21 Outdoor
Recreation/Community
Asset
Lake Siskiyou
22 Outdoor
Recreation/Community
Asset
Pacific Crest Trail
23 Outdoor
Recreation/Community
Asset
Castle Crag SP
24 Outdoor
Recreation/Community
Asset
Lake Shastina
25 Outdoor
Recreation/Community
Asset
Bass Lake
26 Outdoor
Recreation/Community
Asset
Trinity Alps Wilderness Area
27 Outdoor
Recreation/Community
Asset
Russian Mountains
28 Outdoor
Recreation/Community
Asset
Marble Mountains
29 Outdoor
Recreation/Community
Asset
Silver Springs (hot springs)
30 Outdoor
Recreation/Community
Asset
Buffalo herd
31 Outdoor
Recreation/Community
Asset
Japanese Internment Site (memorial)
32 Outdoor
Recreation/Community
Asset
Vietnam Vet Memorial Sculpture Garden
121
Appendix A: Workshop Exercise Results A-15
Yreka, CA
Marker # Comment Category Comment
33 Outdoor
Recreation/Community
Asset
Multiple Kids Camps
34 Outdoor
Recreation/Community
Asset
Mt. Shasta Rail Trail
35 Supportive
Partners/Businesses
Siskiyou Outdoor Rec. Alliance – county-wide
36 Supportive
Partners/Businesses
Karuk Tribe (base office)
37 Supportive
Partners/Businesses
Cycle Siskiyou – routes, maps, promotion
38 Supportive
Partners/Businesses
SCORR – off-roade rides (Humbug OHV Area)
39 Supportive
Partners/Businesses
Mt. Shasta Trail Association
40 Opportunity/Big Idea Siskiyou County Historical Tour (McCloud, Dunsmuir, M.S.

Weed, FJ, Yreka)
41 Gaps, needs, fixes OR outfitters bringing many people to Klamath for rafting, why not local outfitters?
42 Gaps, needs, fixes Shuttle services for road cycling & mountain biking – lots of out of state contractors
43 Gaps, needs, fixes Bike shop & bike rentals
44 Gaps, needs, fixes Hub for off-road vehicles
45 Gaps, needs, fixes Housing – no housing - can’t hire staff, workforce 46 Gaps, needs, fixes Transit for ski mountain workers
47 Gaps, needs, fixes Lack of RV parks
122
Appendix A: Workshop Exercise Results A-16
Yreka, CA
123
Appendix A: Workshop Exercise Results A-17
Yreka, CA
Regional Map
Marker # Comment Category Comment
1 Outdoor
Recreation/Community
Asset
Greenhorn park is a key outdoor recreation asset
2 Outdoor
Recreation/Community
Asset
The West Miner and Third Street Historic District is a
community asset, with quaint storefronts and eateries.
3 Outdoor
Recreation/Community
Asset
Offers access to many hiking and trail bike riding levels and respite for travelers.
4 Outdoor
Recreation/Community
Asset
This is a natural starting place for tourists, and community members.
5 Outdoor
Recreation/Community
Asset
Shasta Valley Vista Point – This is a beautiful Vista Point approaching Yreka – from I-5 southbound headed into
Yreka.
6 Outdoor
Recreation/Community
Asset
Randolph E. Collier Northbound and Southbound Rest Area – Information about Siskiyou County Outdoor Recreation, and Klamath River Access
9 Outdoor
Recreation/Community
Asset
River access/boat launch at Klamath
10 Outdoor
Recreation/Community
Asset
Tree of Heaven Campground & Boat Launch
11 Outdoor
Recreation/Community
Asset
River Access & Boat Launch
12 Outdoor
Recreation/Community
Asset
Dude Ranch
13 Outdoor
Recreation/Community
Asset
Jilson Mine
14 Outdoor
Recreation/Community
Asset
Hang Gliding
15 Outdoor
Recreation/Community
Asset
Balloon Festival
16 Outdoor
Recreation/Community
Asset
Gold Rush Days
124
Appendix A: Workshop Exercise Results A-18
Yreka, CA
Marker # Comment Category Comment
17 Outdoor
Recreation/Community
Asset
Shasta Valley Wildlife Area
18 Supportive
Partners/Businesses
Biking organizations
19 Supportive
Partners/Businesses
SVG+M Society (Scott Valley GEM + Mineral Society)
20 Supportive
Partners/Businesses
EDC Yreka
21 Supportive
Partners/Businesses
Forest Service (boat launch)
22 Opportunity/Big Idea Miner Street Park is an underutilized asset, and should be reintroduced to the community and visitors as a
programed, and improved space for engagement, events
and community gathering.
23 Opportunity/Big Idea Zip line @ Greenhorn
24 Opportunity/Big Idea GPS tours (marketing history)
25 Opportunity/Big Idea Gold panning
26 Opportunity/Big Idea Splash Pad
27 Opportunity/Big Idea Potential to bring back hot air balloon festival 28 Gaps, needs, and fixes Bait & tackle
29 Gaps, needs, and fixes Sporting goods store
30 Gaps, needs, and fixes No boat launch at Collier’s Rest Stop 31 Gaps, needs, and fixes No raft rentals
32 Gaps, needs, and fixes Bike rentals
125
Appendix A: Workshop Exercise Results A-19
Yreka, CA
126
Appendix A: Workshop Exercise Results A-20
Yreka, CA
Yreka City Map
Marker # Comment Category Comment
1 Outdoor
Recreation/Community
Asset
Greenhorn Park & Reservoir
2 Outdoor
Recreation/Community
Asset
Hibbard – baseball field
3 Outdoor
Recreation/Community
Asset
OHV trails
4 Outdoor
Recreation/Community
Asset
OHV entry point (one of a few)
5 Outdoor
Recreation/Community
Asset
Greenway (SRPGA)
6 Supportive
Partners/Businesses
YMCA
7 Supportive
Partners/Businesses
COS
8 Supportive
Partners/Businesses
Karuk (tribe is building convention space)
9 Supportive
Partners/Businesses

EDC-SBDC
10 Supportive
Partners/Businesses
Hospital
11 Opportunity/Big Idea Greenway
12 Opportunity/Big Idea Fairgrounds
13 Opportunity/Big Idea Community theater & center
14 Opportunity/Big Idea Carnegie Library Building
15 Opportunity/Big Idea Library
16 Opportunity/Big Idea SPAC
17 Opportunity/Big Idea SC Museum
18 Gaps, needs, fixes Softball/baseball tourney – draw regional business 19 Gaps, needs, fixes Amphitheater – Greenhorn for events 20 Gaps, needs, fixes Adaptive reuse of Carnegie Library 21 Gaps, needs, fixes Old Broadway Theatre re-opening
22 Gaps, needs, fixes Zip line @ Greenhorn Park (big idea) 23 Gaps, needs, fixes Old Mill site (huge space for some opportunity – entertainment, recreation, youth-centric)
24 Gaps, needs, fixes Memorial to Chinese Railroad workers – could be improved & visitiation point (off-map)
25 Gaps, needs, fixes Yreka Phlox – endangered species
127
Appendix A: Workshop Exercise Results A-21
Yreka, CA
128
Appendix A: Workshop Exercise Results A-22
Yreka, CA
Assets and Challenges Exercise Results
Another small group exercise involved using pre-prepared Google Slides to help workshop participants explore and discuss assets and what’s working well, and the challenges and barriers that Yreka faces when working towards achieving each workshop goal. The results of this exercise are summarized below.

Challenges/Barriers

• Planning for the future
o Lack of revitalization
o Lack of accountability
o Lack of plans
o We are unknown
o Homogenous looking – nothing unique
o Capacity limitations (governance, organizations, grant writing, project management)
o Lack of diverse partnerships across priorities (climate agriculture, etc.) • Housing
o Housing limitations
o Housing
o Workforce housing
o Limited housing for stewardship economy workforce
o Homelessness
• Dining
o Retail and dining doesn’t face Yreka Creek
o Lack of dining variety (sushi!)
o Lack of outdoor dining
• Transportation
o Lack of public transportation
o Traffic on Miner Street
o Physical distance from major cities
• Natural Resources
o Lack of water
o Poor water quality
o Short on infrastructure capacity – water, wastewater, stormwater o Wildfires
o Perceived fire risk
• Amenities
o Lack of shopping
o Vacant storefronts
o Lack of opportunities for young families
o Not enough services for outdoor rec visitors in surrounding small towns o Healthcare provider deficiency, including mental health services 129
Appendix A: Workshop Exercise Results A-23
Yreka, CA
• People
o Fear of change
o Reluctance to grow
o People resist change
o Short-sighted thinking
o People
o Nimbyism (not in my backyard)
o Closed-mindedness
o Negativism
o Isolation
o Disinterest
o Lack of volunteerism
• Community Capital
o Barriers for local youth to access outdoors
o Lack of wealth
o Limited financial resources
o Depressed economy
o Low socioeconomic status is a barrier to affording an active outdoor lifestyle Assets/Opportunities
• Charming Downtown/Miner Street
o Miner Street Dining
o Historic Downtown District & Unique Buildings
o Charming Historic Downtown
o Downtown Revitalization
o Quaint, Memorable Downtown
• River & River Activities
o New whitewater run – Ward’s Canyon
o River rafting and established guide services
o Klamath River and Tributaries and related fisheries
o Mighty Klamath River
• Tribal Relationships
o Tribes as leaders and stewards
o Co-management of community facilities with tribes
• Opportunity
o Room for expansion
o Room to grow
o A blank canvas to create upon
• People as Assets
o Hard working people
o People who care
o Capacity
• Abundant Cultural & Natural Resources
130
Appendix A: Workshop Exercise Results A-24
Yreka, CA
o Beauty
o Biodiversity
o Unspoiled nature
o History
o Mount Shasta
o Sacramento River
o Klamath River
o Natural beauty and resources
o Natural beauty in our surroundings
o Wild open spaces
o Forests, trees, rivers & state parks
o Rivers, trails, cycling roads
o Lava Beds National Monument and cultural/historical/natural resources o Volcanic
o Scenic byway, all-American legacy
o Availability of natural resources
o Endless trails into backcountry
o Incredible beauty, different outdoor activity
• Ideal Location/Proximity & Setting
o I-5 asset
o Distance to big cities in CA & OR
o Yreka City as a hub of tourism for county
• Unique Assets
o Laid back culture
o Renewable energy infrastructure
o 500 acres of city parks
o Yreka’s YMCA
o The Wine Bar
o The local museum telling the story of mining, native culture, and the Wild West o Friendly neighborhoods
o Live music in Greenhorn Park
Action Brainstorming Exercise Results
In this exercise, participants were asked to propose actions to achieve four workshop goals.

To prioritize these proposed actions, participants cast votes to indicate which actions they preferred.

Goal 1: Grow Yreka’s Downtown Amenities: Make Yreka’s Main Street a vibrant community gathering space and hub to support outdoor recreation and local businesses. • Lights Event (7 votes)
o Create a Holiday Light Festival at the outdoor museum. Include food vendors, music, and maybe even Santa
131
Appendix A: Workshop Exercise Results A-25
Yreka, CA
o Yreka Garden of Lights: place a seasonal garden of lights as an attraction at the Outdoor Siskiyou museum (Thanksgiving – Christmas)
• Brewery (5 votes)
o More breweries with outdoor areas for games
o Brewery with outdoor space in downtown Yreka
• Broadway Theater (3 votes)
o Research feasibility of Broadway Twin Theater – could the City of Yreka absorb cost of managing theater?
o Remodel and open the Broadway Theater on Broadway & begin showing movies
• Carnegie Library (3 votes)
o Renovate the Carnegie Library. This would create a space for community gathering efforts and support local business development o Obtain funding for Carnegie Library Revitalization
o Adding a visitor’s services kiosk inside Carnegie would help direct tourists to outdoor rec. Opportunities (this is in the Carnegie plan!) • Downtown events (3 votes)
o Bring back Friday “Concerts in the Park” (Miner Street Park) o Friday farmers’ market on Miner Street
• One-Way Miner (3 votes)
o Create one-way street downtown. Miner St (going West) so restaurants have room to put out tables & chairs for outside dining
o Establish relationship with “Main Street California” organization (Fed Partner • Smoke-free downtown (3 votes)
o Build healthy downtown environment that is smoke & commercial tobacco free. Goal: grow Yreka’s downtown amenities
• Playground (2 votes)
o Apply for Kaboom playground grant for Miner Park
• Rents (2 votes)
o Grow Yreka’s downtown. Provide rent offsets for standing up businesses on Miner
Goal 2: Enhance Connections to Outdoor Recreation for All: Address physical and informational barriers to accessing local outdoor recreation for community members of all ages to promote a healthy, safe, amenity-rich quality of life. • Master Planning (14 votes)
o Ensure cell phone service, electricity, and clean water at campground sites o Create GPS app tour to promote history and culture of our area (2 years). Pride & identity
o Build a zipline at Greenhorn Park to attract tourists and locals o Digitize bike trail routes and future trails
132
Appendix A: Workshop Exercise Results A-26
Yreka, CA
o Inventory of trailheads, water body access points
o Develop a recreation & parks district in Yreka
o Plan the reconstruction of existing trails at Greenhorn Park. Provide trails that will allow for multi-use
o USDA & USFS to connect with local recreational organizations to find needs and potential opportunities
o Update/modernize the Greenhorn Master Plan & present it to the public.

Access public funding & expertise
o Water fountains, shade, splash pad, lights, trails, new trailheads, electric locations (amphitheater, music), frisbee golf
o Create parks master plan for Yreka city parks that includes Greenhorn amphitheater project, improved mountain bike trails, and general improvements that draw families into Yreka for outdoor recreation o Build a disc golf course in Upper Greenhorn Park. The Greenhorn Disc Golf Club in 6 months time with the proper funding can build Yreka’s first disc golf course. Partner w/ Yreka, every school, and use private & public funding • College Programming (4 votes)
o Leverage college programming coming online for outdoor recreation and natural resource stewardship
o College of the Siskiyous to develop a tourism & outdoor recreation AA program • Tours & Transportation (4 votes)
o Provide transportation in several areas:
 YMCA
 River floating and rafting, etc.
o Support & fund private micro-transportation business to transport visitors to outdoor recreation sites & trailheads
o Create the audio “tour” of the area’s history and recreational opportunities • OHV Trails (3 votes)
o Build secure OHV staging center & trails using investments from Yreka, EMJ & West, county. City & SCORR meet and plan design & location & draft trail system • River Access (3 votes)
o Chase grant funding to get river access at Collier Rest Area (state boating and waterway program? Infrastructure bill rec program?)
• Smoke-Free Rec. Spaces (3 votes)
o Establish clean outdoor recreation spaces that are free of tobacco product waste. Goal: enhance connections to outdoor recreation for all • Assess Youth Connection to Nature (2 votes)
o Work with County Office of Education to assess “connection to nature” through a survey to students annually to help identify gaps and answer questions about youth outdoor recreation participation and relation to nature • Airport (1 vote)
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Appendix A: Workshop Exercise Results A-27
Yreka, CA
o Create group that supports County of Siskiyou with implementation of FAA grant to develop Siskiyou County Airport. USFS, Cal Fire, EDL, & city support county
• Four-Season Activities (1 vote)
o Develop 4-season opportunities in Yreka
• Gear Library (0 votes)
o Develop Gear Library for community through a local org. or business • Inform USFS Plan (0 votes)
o Enhance connections to Alder Rec. Engage with USFS and Siskiyou EDC and coordinate Forest Service 10-year plan with CEDS development • Signate (0 votes)
o Improve signage for downtown parks, vista points, sports Goal 3: Enhance Connections to Outdoor Recreation for All: Build off existing regional promotional efforts to carve out a unique celebration of Yreka’s natural, recreational, cultural, and historical assets as a destination and hub of activity. • Yreka Marketing (6 votes)
o Create a “Miner Street” kiosk promoting the outdoor opportunities in the county (maybe in a small downtown space). Send the information to all businesses to aid in promotion
o Create a marketing toolkit for Yreka: brand guidelines, voice, values, messaging o Create a “name” for the connection to outdoors from Yreka (“Yreka Outdoor”, “Wild Yreka Connection”, “Yreka Outdoor Hub”)
o Publish “Top 5 Things to do in Yreka/Siskiyou” to print and distribute at visitor center and downtown businesses(Fed Partner)
o Create regional brand rooted in Klamath River. Similar to example from Las Cruces, NM with the Organ Mountains
o Enhance connections to outdoor rec. Provide free advertising for outfitters via Discover Siskiyou
o Add tourism & educational outreach materials/signs to vista point locations (Fed Partner)
• RERC Coordinator (4 votes)
o Hire RERC plan coordinator (Fed Partner)
• Amphitheater at Greenhorn (3 votes)
o Build a venue in Greenhorn Park for concerts for local citizens & attracting tourists
o Plan and build an amphitheater at Greenhorn park to showcase cultural art and entertainment for the public
• Events (3 votes)
o Host bluegrass & food/beer festival or pop-up farmer’s & maker’s market at county museum outdoor space (with lights)
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Appendix A: Workshop Exercise Results A-28
Yreka, CA
o Hold a beef and brew festival in 2023
• Follow-up Summit (3 votes)
o Follow up summit targeting businesses, YMCA, trail labs, Shasta Gravity, guides, AG food producers, w/ three outcomes:
 1. Program expansions for youth
 2. Restaurants & retail customer engagement
 3. Local foods & local places
• Nonprofit Leadership (3 votes)
o Create a board that includes all nonprofits in Yreka in order to work together, establishing common goals for the growth of downtown and the pride & identity of Yreka (1 year)
• River Experience (2 votes)
o Yreka and the Klamath River are uniquely joined and opportunities to leverage the restoration to embrace the stewardship economy are abundant & need collection & attention
• Klamath Restoration Promotion (1 vote)
o Create a brand and advertising campaign in regards to the river restoration via the Klamath Dam removal. Have EDC champion this project and influx of money.
o Create a museum to portray the process & outcome of the Klamath dam removals
o Leverage Klamath River restoration to build a visitor experience, celebrating the river and the tribes
• Inform 2044 Gen Plan (0 votes)
o Via the General Plan 2044 process, create standards for development that maintain historical relevance and identity for Yreka.
• Museum Updates (0 votes)
o Hold conversation with museum staff to reflect upon the historical accuracy and impact of the current narrative. Make changes!
o Work with the museum to update the display descriptions using historically accurate information. Address racism through community education efforts. o Hold community conversations about the accuracy of the historical narrative Goal 4: Catalyze Business & Entrepreneur Development: Attract, engage, and grow businesses in Yreka that support the outdoor recreation sector. • Business Support (5 votes)
o Create a business plan for entrepreneurs to follow for a successful Miner St. venture
o Prepare a “small business formation in Yreka” guide & conduct workshops on “how to”
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Appendix A: Workshop Exercise Results A-29
Yreka, CA
o Grow Yreka’s downtown. Coordinate industry partners. Provide training for management & front line workers around service-oriented actions o Provide training for downtown shop staff to make visitors feel welcome • Rental Business (2 votes)
o Encourage rental shops for rafting, bicycling
o Base camp - outdoor rentals
• Tour Business Development (2 votes)
o Tours trip. See Siskiyou County and what has to create a day up and down to H.C. to go rock climbing, hiking. Lucky River Park or two-day or five-day trip going camping or rafting. Hiking in Marble’s Lakes with trip fishing, hunting, camping.
• Voluntourism (2 votes)
o Restoration tourism vacations:
 pay $3,000
 do restoration work (2 weeks)
 feed them
 house them
• Zoning for Camping (1 vote)
o Create (or verify) local ordinance which will allow for low-intensity camping opportunities and private enterprise / entrepreneurship. Allow for hip campsites. (zoning issues)
• Boutique Store Development (0 votes)
o Bring some boutique style stores that sell locally-produced goods/gifts • Federal Contracting (0 votes)
o Federal contract training for Klamath & other restoration projects. Allow local businesses to access
• Overland Business (0 votes)
o Overland Industry? Conduct market analysis about opportunities around Overland products and attracting related businesses. Look into possibility of hosting annual Overland Expo.
• Van Life Business (0 votes)
o Create hipster “Sprinter Van” or related van-life overnight ‘base-camp’ for 1-5 travelers + firepit and beer on tap (year-round friendly) 136
Appendix B: Workshop Particpiants B- 1
Yreka, CA
APPENDIX B: WORKSHOP PARTICIPANTS
Below are listed everyone who either registered for the workshop, was appointed to the Local Steering Committee, or participated in some capacity during the process.

Role First Name Last Name Affiliation Email
Local Committee Elizabeth Bentley Karuk Tribe Council MemberYreka District [email protected] Local Committee Brandon Bethea Karuk Tribe / Rain Rock Casino [email protected] Participant Mary Bozzacco CORE (Community Organized
Relief Effort) [email protected]
Participant Samuel Brogioli CORE (Community Organized
Relief Effort) [email protected]
Local Committee Marie Caldwell SiskiyouWorks [email protected] Federal/State
Partner Lauryn Coombs US EPA [email protected]
Local Committee Aman Dhillon Hotel Management Solutions [email protected] Local Committee Heather Dodds Discover Siskiyou [email protected] Local Committee Tonya Dowse Siskiyou EDC [email protected] Federal/State
Partner Jill Drinkwater GO-Biz [email protected] Local Committee Sarah Eberenz Discover Siskiyou [email protected] Local Committee Jason Espie Revive Strategies LLC [email protected] Local Committee Quintin Gaddy Siskiyou Small Business
Development Center [email protected]
Local Committee Amy Goolsby Sisikiyou Economic
Development Council [email protected]
Facilitator Todd Gordon Facilitator - EPR, PC [email protected] Federal/State
Partner Laurel Harkness
California Governor's Office of
Business and Economic
Development (GO-Biz)
[email protected]
Local Committee Kory Hayden Siskiyou Economic
Development [email protected]
Federal/State
Partner Tan Hoang
Federal Emergency
Management Agency (FEMA) -
Community Planning and
Capacity Building (CPCB)
[email protected]
Local Committee Arron Hockaday
Sr. Karuk tribal council member [email protected]
Local Committee George Jennings Volcanic Legacy Scenic Byway:

An All American Road [email protected]
137
Appendix B: Workshop Particpiants B- 2
Yreka, CA
Role First Name Last Name Affiliation Email
Federal/State
Partner Christine Jordan Wildlife Biologist - U.S. Fish and Wildlife Service [email protected] Participant Mark Klever College of the Siskiyous [email protected] Participant Roxann Kuhnert Department of Housing &
Community Development [email protected]
Local Committee JoAnne Lang Minton Hometown Properties [email protected] Local Committee Patricia Lord Siskiyou County Arts Council [email protected] Federal/State
Partner Malinda Matson US EDA [email protected]
Local Committee Brian Meek Yreka Preservation, SCEDC [email protected] Local Committee Connie Meek Liberty Arts//Yreka
Preservationa&Enrichment [email protected]
Local Committee Dave Meurer RES (Resource Environmental Solutions) [email protected]
Local Committee Bright NicholsStock
Siskiyou County Office of
Education [email protected]
Federal/State
Partner Tim O'Connell USDA Rural Development [email protected] Local Committee Nancy Ogren Supervisor, Siskiyou County [email protected] Local Committee LOWELL Pratt Holiday Inn Express [email protected] Federal/State
Partner Tamy Quigley Caltrans, D2 [email protected] Federal/State
Partner Vince Ray
CalTrans, Office of Complete
Streets and Livable
Communities D2
[email protected]
Participant Robin Richards Community member [email protected] Local Committee Elizabeth Riggall Siskiyou County Public Health [email protected] Local Committee Bill Robberson Jefferson Mountain Bike
Association [email protected]
Local Committee Jade Robertson Siskiyou County Public Health Tobacco Education Project [email protected] Local Committee Alia Roca-Lezra Siskiyou Economic
Development Council [email protected]
Participant Michal Rosenoer Hipcamp [email protected]
Local Committee Kevin Shinohara Siskiyou Economic
Development Center [email protected]
Local Committee Mason Smith Hipcamp [email protected]
Local Committee Joan Smith
Freeman City of Yreka [email protected]
138
Appendix B: Workshop Particpiants B- 3
Yreka, CA
Role First Name Last Name Affiliation Email
Federal/State
Partner Scott Stollman US EPA, Region 9 [email protected] Local Committee Tandy Thackeray SEDC [email protected] Federal/State
Partner Christina Thomure Caltrans [email protected] Federal/State
Partner Jennifer Womack US Forest Service [email protected] Local Committee Dan York
Resource Environmental
Solutions, Dir. CA Government
Affairs
[email protected]
139
Appendix C: Community Self-Assessment C-1
Yreka, CA
APPENDIX C: COMMUNITY SELF-ASSESSMENT
The Recreation Economy for Rural Communities Self-Assessment is a pre-workshop information gathering tool designed to help the local steering committee identify and describe the existing and aspirational elements your outdoor recreation economy. It also helps facilitators to better prepare for and tailor a content for the community and helps with goal identification. This page describes what the self-assessment is, followed by the results of what the Yreka local steering committee submitted to the workshop facilitators to help guide the agenda and focus for the RERC workshop.

What this self-assessment is
• A conversation starter.
• A learning tool for the community steering committee to begin thinking about recreation economy initiatives.
• An information-gathering tool for an outside facilitator to better understand where the community is today and where it wants to go.

What it is not
• A scorecard, ranking, audit, or judgment of any kind. • A checklist of programs and projects you could have.
• A permanent assessment that cannot be revised.
• Intended to be an onerous task for the community.

Benefits for the community
• Helps the community conceptualize their current recreation economy and place-based initiatives and begin to examine the scope of possibilities and interrelated activities. • Helps generate ideas about possible stakeholders to invite to the workshop. • Provides a preliminary activity for the steering committee to do together.

Benefits for an outside facilitator
• Provides valuable background information on the status of the recreation economy and placebased initiatives. • Helps clarify workshop goals and desired outcomes.
• Helps identify case studies and supplemental materials most pertinent for the community. 140
Appendix C: Community Self-Assessment C-2
Yreka, CA
Recreation & Community Vision: Narrative Overview
In this section, consider your vision and thoughts about your community’s potential and how recreation fits into your vision. Please attach a document with your response to these questions.

1. Describe your ideal vision for your community.
o Basecamp for outdoor enthusiasts / gathering place with restaurants / hotels / outdoor stores.
o Well connected to outdoor rec opportunities available. o Miner/Main St. Revitalization
o It would be nice to have the community of Yreka focus on all of the above. Outdoor recreationists love to spend the day in nature, enjoying their favorite sport—and then wrap it up with a nice place to enjoy a good meal and drink in an aesthetically pleasing restaurant/pub.
o Miner and Broadway Street with outdoor dining, a lighting and landscape scheme and cohesive signage to Greenhorn and Miner Street Park
o Downtown revitalization
o General community accessing the outdoors, not just tourists. Foster a comprehensive outdoor access strategy
o Connect the youth in the community to outdoor resources o Think about the sustainability of getting people connected to outdoors—mostly people within the county
 Enthusiasm within all sectors
o City of Yreka has historical/cultural pieces that can tie in in an educationally  Should be some historical/cultural/public art pieces
 Museum has cultural pieces
 Recreated mining town at Greenhorn
 Collier Interpretive Center
o A community that is inclusive and welcoming
o Cultivating of stewardship values for both local community and visitors o Cultural relevance and sensitivity, a vision that would include a plan for reconciliation action
o Siskiyou Co ranks 56/58 counties in public health outcomes in CA. An ideal vision would prioritize community health & wellness.
o A vision that centers community prosperity and quality of life

2. How does outdoor recreation fit into that vision?
o Within driving distance of some of the best outdoor activities in California. o Community that in part thrives with the assistance of the outdoor rec tourism industry o Outdoor recreation is the core of this vision. The closer outdoor recreation opportunities are to tourist amenities, the better.
o Outdoor rec is a sector where we know we can compete.  Don’t need to invest in a built asset necessarily, it’s sustainable o Discover Siskiyou—Yreka has an opportunity to tap into branding opportunities 141
Appendix C: Community Self-Assessment C-3
Yreka, CA
o Lots of momentum!
o GP—feedback from public that they want to deviate from Mt. Shasta mold  Reluctant to placing the volcano into marketing/discussions/value statement  Sentiment not to be Mt. Shasta
o TBID—differentiate Yreka area and what it has to offer  South County has gotten most of the advertising/focus o This program is really exciting—hopefully Yreka will have specific brand after this o OHV/motorized recreation (off-highway vehicle) route from Yreka to coast, Yreka more open to OHV-recreation
 Focus on this for the Klamath and Yreka area
 County working to initiate this—waiting on CHP to allow roads/highway use access
o Greenway project, flood hazard reduction program/Yreka creek project o Recreation has been a long-term vision for the city
o Concern over the safety of people who are using those spaces, needs to be addressed in our vision
 Need to build a safety element into this plan
o Ensuring that the vision taps all economic benefits of outdoor recreation:
expenditures, GDP, tourist spending, amenity migration, attracting entrepreneurs, job recruitment/retention, retirement & investment, reduced cost of illness o Increasing community participation in outdoor recreation, removing barriers, promoting equity
o Centering outdoor recreation in a way to also address larger community challenges:
health, climate, housing, capacity
o Mapping outdoor recreation into state/federal priorities, better positioning for sustainable funding
o Utilizing the broader community conversation around outdoor recreation to forge long-term partnerships and collaboration within the community, could cross over into other future planning efforts (i.e. hazard mitigation, transportation)

3. What are important historical and current aspects of your community’s identity and culture?
o Former Gold Mining Town. Downtown area with historical value. o County seat (governmental entities all reside in Yreka. o 3 of the recognized top 15 whitewater runs in the US (Upper Klamath, Scott River, Salmon River)
o All three are important. Also Yreka’s proximity to mountain (Mt. Shasta) and Southern Oregon and South Siskiyou County.
o Diverse outdoor experiences> PCT, Russian Wilderness, Mt. Shasta, Castle Crags SP o Historic Miner Street, Foodery Highlights (Madalenas, Pipeline, Denny Bar),  Have these types of restaurants in Yreka’s downtown area o Basecamp in Yreka that people come back to as opposed to just passing through o Advertising for South County in Yreka is a sticking point o Time and place for promoting other parts of the county 142
Appendix C: Community Self-Assessment C-4
Yreka, CA
o Ensure inclusive marketing materials—not just focused on Dunsmuir/Mt. Shasta o Yreka has significant number of underground mineshafts  Offer underground tourism
 Unique underground historic tours
 People have already indicated interest in seeing them  Look at other city’s models for funding mechanisms
o Proposals in state budget for historical tours.
o Klamath River “personhood”, granted by Yurok Tribe. Yreka is gateway to Klamath River.
o Klamath River dam removals: one of the most significant conservation initiatives of this generation
o Colonialism, and historical genocide of tribes. Current reparations/reconciliation with tribes including removal of Klamath dams, possible co-management of Pacificorp lands (Parcel B) granted back to California.
o Modoc Tribe reintroduction of bison to the region, the only historical bison range in California.
o Working landscapes: agriculture, private forestland, ranching o State of Jefferson culture
o Spiritual and healing culture

4. What outdoor amenities does your community have and how are they currently enjoyed? Please include any available maps, use statistics, or other relevant data. o Too many to count.
o Fishing...still one of the top steelhead fisheries on the west coast o Rafting, hiking, biking, skiing, backpacking, camping, running o Suppliers: Walmart/Raleighs
 Attract an outdoor store/rental supplier
o EV charging stations?
 12 stations at Raleighs, more at truck stop
o Fishing, river sports, gravel and road biking. Access to word-class backcountry skiing in the Etna Summit and Carter Meadows areas.
o USFS Backcountry trails- Rugged access points> Day/overnight hikes/horseback. o Juanita Lake, Lake Siskiyou, Castle Lake and Kangaroo Lake are accessible assets. o Goosenest summit and Martin’s Dairy Camping can pair nicely with Yreka o Ideal times are late Spring, early summer and October o Castle Crags SP is a world class asset
o Over 400 acres of city-owned parkland
o Rafting—2014 U.S. nationals, 21 boats at the event
 Rafters around the world have heard about Scott River  4 of top whitewater rafting
o Fishing—1 of 3 systems with half-pounder return
 Lot of fish to catch here
o Salmon river—Otter Bar Lodge is famous
 World-class road biking
143
Appendix C: Community Self-Assessment C-5
Yreka, CA
o Backcountry skiing at Etna Summit/Carter Meadows = world-class, untapped o IRF would look at Salmon River as host for world champs if it had any infrastructure o SEDC—work with local businesses to understand cycling/skiing/fishing/boating culture to build around that.
o South County—attract people to restaurant/hotel amenities more than the sports o Attract people already participating in outdoor rec to Yreka o Butte Valley National Grassland – only national grassland in California o Birding & pacific flyway migration
o Hunting, wildlife, elk migratory path
o Dark skies
o Adventure cycling / bike touring
o Russian Wilderness “Miracle Mile”, record 18 species of conifers o Access to Pacific Crest Trail
o OHV – lots of access – right outside Yreka
o Plutos Cave – spelunking.

5. Are there gaps in access or use that are impacting any part of your community? o No downtown for gathering / no outdoor enthusiast amenities causing most to travel to south county.
o Lack of tourist amenities in Yreka. And business owners who understand outdoor culture and outdoor people’s needs/expectations.
o Yreka- Miner Street Park- Evening lighting + a paved border would inspire use o After hours entertainment, a community place.
o There are some tourist amenities in Yreka, but they aren’t as attractive to the demographic we want to bring here
o People in outdoor rec age group are looking for trendier/“instagrammable” amenities o “Instagram effect”--planning term, tourism marketing
o Yreka/planning in general--hasn’t been a focused effort to do anything  There are pockets of people trying to push these efforts forwards, but nothing centralized.
 Using GP update as a way to centralize ideas/initiatives  Great ideas/initiatives that haven’t made their way through the city as a whole  More support from city side will make implementation/longevity better o Demand has changed, creating space that makes people want to come and stay o Socioeconomically disadvantaged community
o Capacity constrictions
o Transportation
o Barriers to access equipment, programs, information
o Forest closures
o Outdated National Forest plans (last updated ~early 90’s) o Public / private land checkerboard, connectivity issues

6. How does outdoor recreation currently contribute to your community’s priorities, such as quality of life; Main Street revitalization; attracting new businesses and residents; or promoting tourism?
144
Appendix C: Community Self-Assessment C-6
Yreka, CA
o Currently it does not – hoping to make it a priority to revitalize downtown. o Those interested are aware of nearby assets. We say “there is a lot here” but we should market specifics and express access/difficulty levels.
o We currently do not have a sophisticated tracking mechanism to measure the impact of outdoor recreation on our tourism.
 Tracking mechanism needed. Sample sizes are small
• DS has been using UberMedia
o Movement/growth inspires community confidence/pride--something Yreka lacks in recent years
o Lack of strategic direction overall in post-timber era o YMCA—starts with a single component
o How does outdoor component contribute to City’s priorities?  Important to ensure sustainability/longevity of our efforts o Mineshaft could be a starting ground and bridge out
o Strategic direction from City/county—single set point of growth that we could categorically start from
o Tourism makes up tax rev in South County
o Industry tax base in Yreka
 Yreka services mainly just I-5 corridor, large employers like hospital, govt services, etc.
 Tourism isn’t a driver right now for the city economy, but it could be o Median age of 36 years old, larger youth contingency than other cities  Public-health, family-oriented, youth planning strategies

7. What excites you the most about the potential outdoor recreation economy in your community? What would you like to grow or change?
o A gathering location in historical downtown / more restaurants and other amenities that attract visitors to the area.
o Provides employment in a field that local residents have relatively easy access to getting educated in.
o Attract families, retired people attracted to Yreka hotels  Age of typical Yreka traveler is skewed older
 Yreka positioned as a place to stay for people interested in birding o I would love to see a gathering location in historical downtown / more restaurants and other amenities that are geared towards outdoor enthusiasts. o Signage, lighting and landscaping on Miner and Main to attract travelers  We will see some of this happen with Caltrans HWY 3 project, beautification  3-year project, will be difficult process but well worth it  Yreka integrating active transportation into already developed frameworks, promote active lifestyle/roadbiking
o Street maps/app to express nearby assets and difficulty levels o Contemporary Marketing/media assets
o 60% off staff have turned over at the City
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Appendix C: Community Self-Assessment C-7
Yreka, CA
 Historical issues with city planning and city-focused initiatives will improve over the next few years
 Exciting!!
o Yreka applied for planning grant to do a feasibility study to move fire station and construct a bigger facility
 More open seating, community event center
o Growing community engagement, collaboration
o Enhancing quality of life and community resilience
o Increasing net migration
o Improving community health

8. Tell us about how your community relates to your region – how would you describe your region, and is your vision connected to regional assets or opportunities? What is unique about your community that you want to emphasize?
o Centralized location
o High downtown potential—Jacksonville-ish
o Greenhorn Park
o Road cycling
o Describe: Yreka is central for so many: commerce, county seat, services. Vision: On trend city meets old time history, Emphasize: Experiential itineraries and visuals to help everyone access signature experiences
o Mid-way point b/w Ashland & Mt. Shasta, access to best of both o Yreka as county seat, and Klamath NF HQ, more job opportunities than other communities in region
o Yreka is a community of generational, long-term residents. Contrast to Mt. Shasta with increasing number of (absent) 2nd home owners and new residents.

9. Are there communities that are similar to yours that you find appealing? Are there aspects of potential growth that don’t fit your community’s vision or that you want to avoid? o Ashland / LaConnor Washington / Jacksonville
 These communities know who they cater to and have designed their downtowns to cater to that audience
o Maybe Yreka has a signature event?
 Something outdoorsy—rock climbing event/gym?
o Avoid what has happened in the other big tourism regions like Aspen or Tahoe.  Priced out workforce and are now trying to attract tourists o Be proactive with housing element!
o McCloud—has allowed 50% of housing to turn to VRBO and AirBnB  Can’t find workforce
o Be proactive when it comes to housing
 Maybe tourism-specific housing
o Limit VRBO/AirBnB
o Quality of life for locals is important to consider with housing 146
Appendix C: Community Self-Assessment C-8
Yreka, CA
 Try to avoid losing housing to thrid-party tourism sites o Oceanside has banned AirBnB/VRBO
o Yreka doesn’t have an ordinance
o Not just housing—what about schools?
o Need housing element in place in Yreka
 Need for third-party housing in a balanced way in Yreka  No ordinance for AirBnB/VRBO
o Take advantage of ToT
o Whitefish, Montana has some interesting recreation and sustainability initiatives that could apply here
o Moab, Utah is a larger community but they have great programs that focus on responsible OHV use in the surrounding area. The community is also very outdoor recreation oriented with proximity to Arches National Park. The City has some nice programs around economic revitalization that could apply to Yreka. o Grand Junction, Colorado west slope
o Mt. Horab, Wisconsin has excellent bike infrastructure and festivals throughout the year. Also a small city with limited budget. Has breweries, some industry (Duluth Trading Company), and museums
o Grand Junction, Colorado west slope
o Quincy, CA
o Grass Valley, CA
o Ellensburg, WA

10. In general, how far along is your community in achieving your community vision? What are the top successes your community has had in making progress towards your vision, and who was involved?
o Far behind. Need support from City Council / Governmental entities. o Need support from the casino / Karuk tribe.
 What support are we asking for?
 Can help host events that can help attract visitors
 Casino getting ready to launch Phase 2
 Work in partnership with chamber and are open to working with city/other entities when asked
o A recent related success for Yreka, significant $8.5M prop 68 grant from state in support of rebuilding public pool and park development
o Iruai in Etna..
o Hard to find employees in Yreka. Most businesses are mom & pop o Current driving force is EDC.
o Yreka Rotary hosts Siskiyou Scenic Bike Ride
 Fundraiser for their group, but it does attract people o Siskiyou County Museum
o Fairgrounds—they do a Spring event around Mother’s Day, summer fair, concerts  Jacksonville Brit festival
 Why not have a country music festival at fairgrounds? Maybe in partnership with the casino
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Appendix C: Community Self-Assessment C-9
Yreka, CA
 Logging event? 3-day festival?
o Recreational activities tend to take place outside of Yreka, but Yreka is a basecamp, equidistant—how to get people to stay in Yreka?
 Mt. Shasta/South County gets oversaturated during summer o Shasta Gravel Hugger—in the Shasta Valley but they work with Yreka for lodging (reserve rooms at Yreka hotels)
o Several visioning activities have occurred over the years. (Ford, City, SRN) o We tend to have dated, archaic ideas, in general.
o Modern thinking and unity will help.
o Funding and commitment from several will be needed for progress. o Top Success: Discover Siskiyou Marketing, Mt. Shasta Ski Park, Denny Bar Co.

11. What kind of capacity or support do you most need? What are your known gaps or challenges in making progress towards your vision? Please describe any steps your community has already taken to overcome barriers or bring in additional capacity. o No real “destination” in Yreka for recreation—it's all outside (Mt. Shasta) o No boutique hotels, restaurants, stores, infrastructure that cater to outdoor enthusiasts
o County seat—governmental, not a huge focus on tourism  Mt. Shasta—attract tourists to Yreka
o Yreka $$ comes from big box stores
o I think it would be helpful to provide market research support for business owners who are interested in catering to outdoor enthusiasts. They need to understand this demographic’s values, needs, desires, expectations, etc. o Needs: Like-city models of success, practical steps to real change, funding gap solutions, benchmarks to reach Gaps/Challenges: Modern vision, capital, building block for success Steps, long-term dedication is needed o Workforce, education for local businesses
o Developing night life
o Incentivize businesses that operate on off-peak hours o Get businesses to coordinate business hours so not everything is closed at the same time
 How do we do this?
 Query on business’s hours of operation
o San Joaquin Valley—incentive to hire displaced workers without causing a loss for businesses
o Determine issues based on industry, case-by-case basis? o Work with local, state and federal partners to get a feel for where we are at and determine what needs are
o Needs: Like-city models of success, practical steps to real change, funding gap solutions, benchmarks to reach Gaps/Challenges: Modern vision, capital, building block for success Steps, long-term dedication is needed

12. Do you have any current data, maps, planning or strategic documents, website links, or other information that can provide context and support your vision for growing your 148
Appendix C: Community Self-Assessment C-10
Yreka, CA
recreation economy? (Some of the sections below identify specific information that could inform our work together.)
o Nothing Yreka-specific
o Resiliency Planning Guide- EDC, 2021

13. Who are the primary current user groups or stakeholders, and are there groups of people or populations who could be better included?
o Tourism—DS, EDC, North Siskiyou Chamber, lodging properties o Better included—Karuk tribe, Miner Street Merchants
o Local rafting groups, fishing guides, outdoor camps
o All Outdoor Professionals, Lodging Properties, Targeted age groups o Local businesses
o Schools—developing workforce, determine their needs
 High schools
 Cradle-to-Careers
• Encompasses babies through career age-people
• Marie Caldwell
• $$, connections
• Can help connect us to resources
 4H & UC extensions
• Market research, grant funding
o Service clubs—Rotary, Elks, Kiwanis
o Public health stakeholders—Fairchild and Mercy are conducting community health assessment
 Line up this process with what they are doing
o Banks
o Community foundations—Ford, McConnell, Nancy Driscoll Foundation o Pacific Corps—donations and community support
o Forest Service

14. Please share any other thoughts that are important this program. o N/A
Areas of Focus: Questionnaire
In this section, assess your community’s current status in the following categories related to the outdoor recreation economy and Main Street revitalization:

1. Outdoor Recreation Asset Identification and Mapping

2. Recreation Infrastructure Development

3. Recreation Economy Support and Ancillary Services

4. Downtown Revitalization & Placemaking

5. Economic Development: Opportunities and Advancement
149
Appendix C: Community Self-Assessment C-11
Yreka, CA

6. Local and Regional Promotion and Branding

7. Diversity, Equity and Inclusion

8. Public Health

9. Leveraging Partnerships

10. Natural Resource Stewardship
As you fill out this questionnaire, please think about any supporting information, data, or related topics that are specific to your community. You are welcome to attach any additional materials or add narrative and explanatory comments where needed.

In answering the questionnaire, please:
⇒ Use the “Level of Interest” column to provide a sense of your community’s level of priority for the strategy or action identified: Low, Medium, High or Not Applicable. ⇒ Use the “Level of Achievement” column to indicate your community’s progress towards achieving the strategy or action identified: No Activity Yet, Limited Activity, Well Underway, or Established.
⇒ Use the Notes/Comments section to explain your answer or reference related information. For example, if the strategy or action is “Your community knows what types of recreational activities are most popular, and where those activities generally occur,” and your community has completed a visitor use survey and map, you can use the Notes/Comments section to reference the survey and relevant results.

At the end of the questionnaire, you will be asked to share any additional information, context, or background data that you believe is important for the project team to understand for recreationrelated economic development and Main Street revitalization in your community. 150
Appendix C: Community Self-Assessment C-12
Yreka, CA

1. Outdoor Recreation Asset Identification and Mapping
A key first step is to identify what outdoor amenities your community already has and how they are currently enjoyed. What are the major natural assets? What is the landownership mix for those assets? Are there existing maps or guides that show your community’s outdoor amenities, and how they are connected to your downtown? Please attach any maps, statistics, visitation, usage, or other relevant data as part of your response to this section.

Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments

1. Your community has identified
high value outdoor recreation
assets in or around your
community.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Well-established.

People know
what/where the
amenities are in the
County.

2. Your community knows what
types of recreational activities are
most popular, and where and
when those activities generally
occur.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Well-established. A
lot of work can still
be done. Need data
on who is
participating in
different activities.

Data could inform
investments in
infrastructure.

Yreka-specific=
biking, ATV, hiking,
fishing, boating...

Need economic
valuation of
recreational assets.

Ecosystem services
valuation on rec
assets.

3. Your community understands how
recreational experiences are
currently supporting outcomes
you want to see (e.g. quality of life,
public health, Main Street
revitalization, recruiting new
residents and businesses,
attracting visitors).
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
No. Primary focus
has been on
gov’t/big box
stores. Disconnect
between positive
impacts of tourism
and quality of
life/business

4. Your community has maps, guides
or other materials (print or online)
that show recreational
 NA
 Low
 Medium
 No activity
yet
DS has some guides
that include Yreka.

Website has info
151
Appendix C: Community Self-Assessment C-13
Yreka, CA
Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments
opportunities and related
amenities.
 High  Limited
activity
 Well
underway
 Established
too. Room for
improvement for
Yreka-centric
materials.

5. Your community has identified
known access points for
recreation, and also knows where
there are gaps in access to
outdoor assets.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Well-established.

6. Your community has identified
regional outdoor assets that are
relevant for your community.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Well-established.

General community
knows where to
find this info/where
these assets are.

Many have lived
here or come here
to do these things.

General community
doesn’t participate
in these rec
activities. These
questions are
specific to people
who outdoor
recreate. Need an
outdoor rec
storefront! Target
people who don’t
have the
experience to find
the rec assets.

7. Your community has identified
cultural or historic assets that
connect to outdoor recreation.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Limited.

Identification is
more than just
displaying assets.

Collier Information
and Interpretive
Center, Museum,
Chamber. Have our
own Yreka
Information
Center—
152
Appendix C: Community Self-Assessment C-14
Yreka, CA
Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments
discussions about
downtown kiosk
with brochures, QR
codes that people
can scan for online
brochures. Volcanic
Legacy Scenic
Byway. Lava Beds.

DS audio tour on
Modoc War. DS
historic hot spots
brochure.

8. Your community has identified
areas of current or potential user
or landowner conflict.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Klamath Dam
removal—lots of
vacation rentals,
concerned that
Copco Lake will dry
up. Iron Gate.

Greenhorn Park.
153
Appendix C: Community Self-Assessment C-15
Yreka, CA

2. Recreation Infrastructure Development
Recreation infrastructure, including hiking, biking, ORV, and horse trails, boat ramps, signs, infrastructure for activities like climbing, archery or skiing, etc., supports outdoor access and opportunities. How is your existing infrastructure serving your community’s goals and priorities for outdoor recreation? Are there gaps in access, connection, or type of recreation infrastructure? What are your areas of greatest need for investment? Do you have a plan and funding for your areas of greatest potential growth, as well as maintenance and upkeep of existing infrastructure? Please attach any relevant planning, funding, or visioning documents in your response to this section.

Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments

1. Your community has
outdoor infrastructure
relevant to your local
activities (e.g. trails, boat
ramps, archery ranges).
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited. Yreka
Greenway (work is
underway), mountain
biking trails at
Greenhorn.

2. Your community has
identified opportunities for
new infrastructure and has
created a development
plan.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited activity—
downtown/main
street revitalization,
Trans. Comm. thinking
through a “rails to
trails” project,
pedestrian walkway
that goes under Hwy.
3 at South end of
Yreka. Active
transportation
planning.

3. Your community has a
sustainable source of
funding for facilities and
infrastructure maintenance,
as well as development.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway/limited
Government/big box.

4. Your community
understands where there
are access barriers for
different demographics,
and is invested in creating
solutions.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
No. Understand how
outdoor rec is being
used. More
information needed to
understand access
barriers. Yreka not in
tourism/recreation
space, limited interest
in that process.

5. Your recreation
infrastructure design
 NA
 Low
 No activity yet No rec infrastructure.

NA. Opportunity to
154
Appendix C: Community Self-Assessment C-16
Yreka, CA
Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments
mitigates user conflict and
supports multiple types of
locally relevant recreational
opportunities.
 Medium
 High
 Limited
activity
 Well
underway
 Established
create a recreation
plan!

6. Your community is working
with multiple landowners
across jurisdictions where
easements or acquisitions
may be necessary for
development.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Unknown. Pool center
being moved to
YMCA. City working
with multiple
landowners for
Greenway project on
Yreka Creek.

Opportuniry for
partnership with RCDs.

Yreka is within Shasta
Valley RCD. E/A
important for trail
activity, active
transportation,
connectivity. Rails to
Trails. Flag private
forests (SPI, Green
Diamond, etc.).

Williamson Act—
financial incentive for
private landowners to
convert use to
recreation.

7. Outdoor recreation
infrastructure is safe,
accessible, and well
maintained.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Greenhorn Park is
accessible/maintained.

Safe? Demographicdependent. Race, age,
socio-demographic
factors, more data
needed to understand
what everyone’s
experience is.

8. Recreation infrastructure is
well marked, with clear
wayfinding signs.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Greenhorn is wellmarked. Historic
downtown signs.

Miner St. Park visible
directly off of
freeway—implement
more signage for
people coming into
that part of town.
155
Appendix C: Community Self-Assessment C-17
Yreka, CA
156
Appendix C: Community Self-Assessment C-18
Yreka, CA

3. Recreation Economy Support and Ancillary Services
Outdoor activities support and are supported by a rich ecosystem of community amenities and complementary activities and investments. These can include direct services, like outfitter and guide operations, outdoor gear retailers, repair shops, and lodging, as well as indirect businesses and opportunities like coffee shops, restaurants, breweries, art galleries, farmer’s markets, cultural and historic attractions, colleges and universities, and more.

A thriving outdoor recreation economy can support quality of life for current residents, attract visitors, and bring new residents to a community – but access to core services is also important for success. For example, access to a qualified workforce, adequate housing, broadband, health and education services, rescue operations, adequate infrastructure (like water and sewage), and transportation are important to the overall picture and makeup of a healthy outdoor economy.

Common Strategy or Action Level of
Interest
Level of
Achievement
Notes/Comments

1. Your community has a
mix of amenities for day
visitors, overnight or
weekend visitors, and
local residents.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Not specific to outdoor
tourism. Museum/art
gallery/shops/restaurants.

2. Your community has
businesses and services
that directly support
outdoor recreation users,
e.g. outfitter and guides,
gear and retail stores, tour
operators, repair shops,
rental stores, etc.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
No. Needed.

3. Your community has
lodging and affordable
housing options for
visitors, those working in
recreation industry and
related services, and new
residents.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Hotels, yes. Long-term
workforce housing,
limited. Better in Yreka
area than region as a
whole.

4. Your community has
adequate infrastructure to
support visitation and
growth including water,
sewage, and broadband.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Limited for broadband,
although Yreka has best
broadband in the county.

Room for improvement.

Water is limited. Outdoor
infrastructure
development could
transition away from
water-intensive land uses
157
Appendix C: Community Self-Assessment C-19
Yreka, CA
Common Strategy or Action Level of
Interest
Level of
Achievement
Notes/Comments
to aid in groundwater
stabilization. Drought has
taught us many lessons.

5. Your community has a
thriving local food scene,
e.g. with local restaurants,
breweries, coffee shops,
farmer’s market, etc.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Limited activity. Not for
outdoor enthusiasts. No
“destination” spots in
Yreka. (Dunsmuir/Mt.

Shasta better-suited).

Down to one farmer’s
market. Brewery is gone.

Would like to see more
food trucks and
designated area for them,
along with gathering
place. Potential with food
truck hub to serve the
region as a whole. Great
way for Yreka to
differentiate itself.

Example = Bellingham,
Boulder, Medford.

6. Your community has a
mix of other attractions
and services, including
cultural and historic
attractions, a walkable
Main Street, community
events, etc.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Limited activity. Summer
concerts in the park. Not
a lot suited for outdoor
enthusiasts. Greenhorn
park trails, bicycle trails,
walking and riding trails.

Main St. being redone,
will be much more
walkable after Caltrans
project. Cultural = Native
American cultural gazebo
en route to Miner Street
Park. Museum, casino.

7. Your community has
sufficient emergency
services, search and
rescue vehicles, and
capacity to support
increased visitation.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Well established. CHP,
Sheriff’s Dept. Hospital.

Will YPD be able to
support increased
visitation? Conflict when
Casino was built. Fairchild
Hospital, Karuk Clinic,
emergency services, Mt.

Shasta Ambulance
Service (Mt. Shasta &
Yreka), Yreka Fire
158
Appendix C: Community Self-Assessment C-20
Yreka, CA
Common Strategy or Action Level of
Interest
Level of
Achievement
Notes/Comments
Department search &
rescue vehicle, CalFire
159
Appendix C: Community Self-Assessment C-21
Yreka, CA

4. Downtown Revitalization & Placemaking
The outdoor economy can support Main Street revitalization, and can play a key role in placemaking.

Similarly, thriving downtowns will attract and support visitors, residents, and businesses. Communities can choose to purposefully connect and integrate outdoor recreation with local businesses and downtowns as well as other local attractions, so that the outdoor recreation economy can help drive Main Street revitalization.

Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments

1. Your community has an
active Main Street program
or downtown association.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited activity. Miner
Street Merchants
Association, North
Siskiyou Chamber of
Commerce.

2. Your community has a plan
to target growth to the
downtown and identifies
goals and strategies for
advancing revitalization
connected to outdoor
recreation.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited activity. SRN
has focused on
downtown, some
outdoor rec, but
limited. Business that
would go to hotels and
transport people to
outdoor recreation in
the area—like a shuttle.

People could sign up
for different activities.

Adventure center. Get
hotels to sign up for
that.

3. Your downtown is
designed to foster
walkability, including
sidewalks, safe bike routes,
and transit, and has
attractive and functional
streetscaping and
landscaping.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
No. Downtown
revitalization needed.

Main Street 3-year
Caltrans project! South
to north end of town.

Widening sidewalks,
old fashioned lighting,
hoping to create food
truck/festivity area. Bike
routes and bike lanes
also part of Main St.

Plan.

4. Your downtown has strong
physical or visible
connections to your
recreation infrastructure,
such as trails, wayfinding
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
Limited activity.

Physical = bike
lanes/routes through
parks. Signs through
Greenhorn Park.

Walking, picnicking.
160
Appendix C: Community Self-Assessment C-22
Yreka, CA
Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments
signs, branding, shuttle
services, etc.
 Established Shuttle services are
limited. Siskiyou Local
Transportation
Commission is looking
to improve shuttle
services. Private taxi
services, Uber, Lyft.

5. Visitors and residents can
access recreation
infrastructure throughout
the community and
connect to adjacent public
and private lands that are
used for recreation.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well established. Hills
surrounding Yreka.

Greenhorn trails. Trails
behind high school.

OHV ordinance is still
pending. Trails that
connect Yreka to the
coast. CHP needs to get
last roads approved.

6. Year-round recreation
opportunities are available
for residents and visitors.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well established. Yreka
is a central
location/hub/basecamp
for people to venture
out.

7. Local guides, directories, or
websites identify recreation
destinations and events,
making it easier for people
to learn about outdoor
recreation.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well established.

Always room for
improvement. Museum
requested funding from
Council for maps,
guides, directories.

8. Your downtown has
businesses that directly
support or serve the
experience of your outdoor
recreation assets.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
No. Sporting goods
store closed. ATV store.

Walmart. Tractor supply
has some hunting stuff.

9. Signs, websites, and routes
are designed to connect
outdoor recreational users
to relevant services,
amenities, businesses, and
Main Street.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited activity in
Yreka. Some signage for
Greenhorn.

10. Your downtown offers
multiple other attractions
or desirable
services/amenities that
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
Indoor/outdoor
museum & walking trail
behind museum.
161
Appendix C: Community Self-Assessment C-23
Yreka, CA
Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments
would attract or retain
visitors or users of your
recreation assets.
 Well
underway
 Established

11. Your community has
identified primary historic
structures or features that
are important to recreation
economy and actively
supports their preservation
or rehabilitation.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited. Yreka
Preservation Society.

Carnegie. Museum.

Greenhorn—lumber
presses, etc.

12. Your community and
region’s natural assets and
heritage are celebrated
through local events, public
art, festivals, etc.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited. Gold Rush
Days, usually every
June. Liberty Arts—
once a month wine
event that celebrates
culture/heritage.

13. Regional partnerships with
other local communities
and recreation destinations
is increasing use of
recreation opportunities
offering visitors more
destinations and activities
in the area, and increasing
visitor length of stay in the
region.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Established. Discover
Siskiyou/NoRTEC

14. Your community regularly
surveys users of your
recreation assets, services,
and businesses to better
serve interests and needs.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited. SORA did
survey last year--landuse and impact on local
trails was the focus. DS
has potential to
design/implement one.

15. Your community has an
active public engagement
strategy to build and
sustain social and political
support for recreationrelated economic
development.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Yreka no. County has a
lot of
public/social/political
engagement re
tourism. EDC
stakeholder
engagement that
supports tourism.
162
Appendix C: Community Self-Assessment C-24
Yreka, CA

5. Economic Development: Opportunities and Advancement
The recreation economy can help to drive economic development and growth that can sustain longterm prosperity. Once outdoor recreation has been identified as a key sector in economic development planning, policy, and programming in your community, development opportunities can include businesses and services that market directly to outdoor users as well as indirect businesses and services, manufacturing, local food and beverage options, lodging and housing development, and more. Areas of focus can include growing and retaining existing businesses, supporting small enterprises and entrepreneurs, attracting new businesses, providing job training that aligns the workforce with current needs, and ensuring that well-paying, year-round jobs are available to residents.

Common Strategy or
Action
Level of
Interest
Level of
Achievement
Notes/Comments

1. Your community
has identified
outdoor
recreation as a
driver of
economic
prosperity, and
has a clear vision
for future
development
and growth.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited. Not widespread. Lots of
potential. Years ago—van tour
service/tourist guide company that
would take tourists
hiking/biking/fishing/skiing. Did not
come to fruition. Lake Shastina
group doing something similar, but
could not build much capacity.

Great idea!

2. Local and
regional plans
(e.g.
comprehensive,
economic
development,
transportation,
and forest plans)
explicitly
prioritize
recreation-based
economic
development,
conservation,
and Main Street
revitalization,
and include
goals and
strategies to
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
No/limited. Not specifically to recbased infrastructure. Caltrans is putting in bike lanes. Includes
SRN—looking at Main St.

Revitalization. Each city put
together a list of activities for their
area. Take that out and update
these with new businesses. ATV
plans. George Jennings—putting
together tour of VLSB. Invite him to
workshop. Yreka Rotary Siskiyou
Scenic. Need Main St. Revitalization!!
163
Appendix C: Community Self-Assessment C-25
Yreka, CA
Common Strategy or
Action
Level of
Interest
Level of
Achievement
Notes/Comments
achieve
priorities.

3. Your community
has identified
capacity gaps
and is
implementing a
plan to address
those needs (e.g.
access to capital
for new and
existing
businesses, job
training,
workforce
development).
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Underway. EDC/County/City entities
looking at workforce component.

Capacity gaps on new and existing
businesses, job training, workforce
development. Miner St. Filling up
with newer businesses. JEDI does
job training—only place in county?
Smart Workforce Center—job and
business development; based in
Weed. College of the Siskiyous,
based in Yreka and Weed. Reach out
to new president and discuss WF
dev/job training.

4. Your community
has policies and
financial
incentives to
support small
businesses and
entrepreneurs
(e.g. revolving
loans or
microloans,
reduced rent/tax
incentives,
marketing
support,
business
coaching, a
business
incubator, etc.).
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Established. SBDC/CDBG microloans
through EDC.

5. Your community
is utilizing grant,
funding, or
capacity building
opportunities
available
through
Opportunity
Zone, USDA
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Established. SBDC, CDBG, FMPP,
RBDG, Opp. Zones (currently two in
Yreka), state parks grant (funding
community pool, 8.5 million dollar
grant).
164
Appendix C: Community Self-Assessment C-26
Yreka, CA
Common Strategy or
Action
Level of
Interest
Level of
Achievement
Notes/Comments
Rural
Development,
Small Business
Administration,
and other
programs.

6. Local residents
are employed in
recreation-based
businesses, and
receive a living
wage.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited—more than you’d think.

Mostly government jobs. Some local
residents are fishing guides—Scott
Caldwell, Scott Eastman, etc...

Skiing... some based just outside of
Yreka

7. Training events,
classes, or other
vocational
development
programs for
residents and
students exist to
prepare them for
jobs in outdoor
recreation.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited. Culinary programs through
COS and local schools. SOU has
outdoor leadership program—cool
idea for COS. COS used to have a
leadership program—bring it back.

Ford Family Foundation had a
leadership class that lasted two
years; installed trail signs at
Greenhorn. Approach Ford and
COS—see if they’re interested.

8. Recreation-based
entrepreneurship
is encouraged
through business
training and/or
loan programs.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Not recreation-specific. Nothing
locally. More of a question for recent
graduates. No job
opportunities/trainings for starting
a new business. Etna Creek
Outfitters (Meg and Allison Pick)—
did they have any help getting
started? Outfitter-type business in
McCloud. Nothing in Yreka—
needed.

9. Processes for
acquiring
permits or
licenses to
operate relevant
businesses
follow a clear
and transparent
process.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
No/underway. City is working on
transparency—putting permitting
processes online, as well as
financials.

10. Recreation asset
development is
designed to
 NA
 Low
 Medium
 No activity yet
 Limited activity
 Well underway
Limited for economic development.

Greenhorn Park has variety of
trails—both for walking and biking.
165
Appendix C: Community Self-Assessment C-27
Yreka, CA
Common Strategy or
Action
Level of
Interest
Level of
Achievement
Notes/Comments
support
community
livability and
opportunities for
local economic
development.
 High  Established Great feedback from the community
re the trails. GP great asset for
community livability, but not as
relevant to local economic
development. Contact Bill
Robberson—all things mountain
biking at Greenhorn. Upcoming
spring social—Jill will send Alia link
to event. YMCA bike race series—
one day event. From ED perspective,
these races brought people to town
but did not have a huge impact.

Some ED involved in
restaurants/hotels/campgrounds/RV
parks--not as much as we’d like,
though.

11. Planning,
policies, zoning
and other codes,
and financial
incentives
support
downtown
revitalization (i.e.
mixed-use
development,
infill
development,
brownfield
revitalization,
adaptive reuse of
historic
structures, etc.).
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited/underway. Carnegie Library,
brownfields program. County “No
Place Like Home” building planned
for Foothill.

12. Planning,
policies, zoning
and other codes,
and financial
incentives
support the
primary and
ancillary
businesses
necessary for the
recreation
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited/underway. Carnegie, some
lodging, no affordable
housing/incubators. Affordable
housing planned w/ “No Place Like
Home”; Senior living community
above YMCA, mixed-use/lowincome apartments beyond that.

Yreka Aquatic Center Gardens and
Trails 3-5 years out.
166
Appendix C: Community Self-Assessment C-28
Yreka, CA
Common Strategy or
Action
Level of
Interest
Level of
Achievement
Notes/Comments
economy and
their workforce
(e.g. traditional
lodging, AirBnBs,
small
manufacturing,
business
incubators,
affordable
housing, etc.)

13. Your community
has an active
business
association, or
network of
outdoor
recreation
economy
businesses that
provide peer
support and
work together.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited. Biking, horseback riding,
fishing. No org that tracks/supports
the recreation economy. Need
someone to coordinate activities.

Chamber of Commerce used to
manage this—reach out to Siskiyou
North Chamber.
167
Appendix C: Community Self-Assessment C-29
Yreka, CA

6. Local and Regional Promotion and Branding
To activate an outdoor recreation economy, it is important to connect natural assets to local branding, marketing, and promotion efforts so that residents and visitors alike associate your community with your unique outdoor amenities and activities. Your community may also want to connect local opportunities to assets available within the region that may attract visitors and new residents and businesses.

Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments

1. Your community has a clear
brand and identity that
emphasizes your key natural
and recreational assets,
reflected in consistent public
and private marketing
materials.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Yreka known as
“The Golden City”--
historical
significance. Yreka
High School
Miners—gold.

Rebrand to include
TGC marketing.

County brands for
whole county.

2. Your community has identified
target demographics, markets,
and opportunities to promote
your natural and recreational
assets and quality of life.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
We know them via
DS, but City doesn’t
do anything for
them specifically.

DS pitched digital
marketing
campaign.

3. Your community has a tourism
plan and economic
development plan with goals
and strategies to strengthen
and promote the region’s
natural and recreational assets.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited.

Dependent on
TBID—great for
Yreka. Coming out
of pandemic,
businesses are
coming back to life.

4. Prospective visitors and new
residents and businesses have
multiple ways to find out about
your community and region’s
outdoor amenities.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Well-established.

Print (not as
much)/digital
resources. DS!!

5. Your community has a
webpage and an active social
media presence that promotes
your recreational brand.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Not for Yreka.

Something that
comes out of this?
DS!! Camp Siskiyou

6. Your community has developed
outdoor recreation-related
outreach, recruitment, and
marketing materials that are
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
Limited for Yreka.

Regionally, yes.

Crystal from North
Siskiyou Chamber
has rack cards,
168
Appendix C: Community Self-Assessment C-30
Yreka, CA
Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments
available for local residents,
businesses, and others to use.

Yreka included on
these. DS could
partner and help
develop more.

7. There are clear and consistent
signs and wayfinding
throughout your community
that reflect your brand.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
No. Not
clear/consistent.

Needs
improvement!

8. Your community markets
recreation and tourism
opportunities through other
entities, such as regional or
state tourism offices.
 NA
 Low
 Medium
 High
 No activity yet
 Limited activity
 Well underway
 Established
No. Regional—c2c,
Collier Info and
Interpretive Center;
passes info out at
Collier rest area.

Forest service has
maps. Museum. DS
digital/print flyers
169
Appendix C: Community Self-Assessment C-31
Yreka, CA

7. Diversity, Equity, and Inclusion
Recreational amenities and the economic opportunities that flow from them will provide the greatest long-term benefits to the community when they are available to everyone no matter their identity or background, across race, gender, culture, religion, socioeconomic status, age, and physical abilities.

Representing the diversity of the community in planning and policy decision-making and when designing programming and managing natural amenities can help ensure equitable access and environmental justice. Outdoor opportunities and activities that reflect and harness the unique strengths, celebrate the special traditions, and build on the interests of all segments of the population are likely to be more inclusive and successful in the long term. Meaningful engagement goes beyond seeking feedback, and includes inviting people from all parts of the community to help create project ideas and to lead and share responsibilities in the work.

Common Strategy or Action Level of Interest Level of Activity Notes/Comments

1. Recreation assets and
amenities are equitably
distributed and accessible to
everyone in your community.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well underway
 Established
Depends on
recreational
activity. Cost-wise
there is no equal
access to sports
that require
equipment. Hiking
is accessible and
free.

2. Your community is actively
addressing any barriers to
access for trails, parks,
playgrounds, and green space.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well underway
 Established
Well-established.

Trails/parks = free

3. Community planning efforts
are meaningfully engaging
low-income residents,
residents of color, youth, and
other traditionally
underrepresented
populations.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well underway
 Established
Limited. YMCA
scholarships for
low-income kids?
School programs.

4. Your community’s plans for
economic development,
outdoor recreation, and Main
Street revitalization involve
traditionally underrepresented
populations in leadership and
decision-making.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well underway
 Established
Limited. SRN
includes Yreka and
all cities—
includes/open to
everyone.

5. Access to technical and
financial assistance, business
incubators, marketing, and
other support for economic
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well underway
Well established.

SBDC helps
connect people to
resources.
170
Appendix C: Community Self-Assessment C-32
Yreka, CA
development related to the
outdoor economy is available
to all.
 Established

6. Recreation spaces, events,
infrastructure, programs, and
opportunities are welcoming,
inclusive, and reflective of
diverse cultures and identities.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well underway
 Established
Limited.

Opportunity to
include Karuk
community. Karuk
people will be
involved in Yreka
Aquatic Center
Native Gardens and
Trails
171
Appendix C: Community Self-Assessment C-33
Yreka, CA

8. Public Health
Outdoor recreation is directly related to public health. It is well documented that engaging in physical activity and spending time in nature supports better physical and mental health outcomes.

Intentionally connecting the design and location of outdoor amenities and infrastructure with your community’s priorities for public health can make a big difference for local health outcomes, and also can be an important selling point for new residents and businesses that care about having a healthy workforce.

Common Strategy or Action Level of
Interest
Level of
Achievement
Notes/Comments

1. Many in your community
participates in some form
of outdoor recreation.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well-established

2. Your community
promotes healthy
lifestyles, including
through the siting and
design of outdoor
recreation infrastructure.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Yreka Greenhorn Park.

Within county culture
well-established. Could
be more bike-friendly.

Yreka one of first cities in
county to add bike
lanes—adding more!

3. Your community holds
events or festivals that
take place outdoors or
include outdoor
recreation as a key
component.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway. Gold
Rush, Siskiyou Scenic
Bike Event, YMCA (afterwork bike events at
Greenhorn? Ask
Scott/Brandon),
Greenhorn, softball
league.

4. Your community has
active clubs or groups
that facilitate experiences,
host events, and build
community for a range of
outdoor activities.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway. YMCA,
Rotary, JMBA, Kiwana’s
Easter event in Yreka
Miner St. Park, Lion’s
Club—put out flags for
Labor/Memorial day,
Breast Cancer Walk
Downtown

5. Local schools are
connected to trails and
green space, and have
programs and clubs that
support outdoor pursuits.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited.

Ski/snowboard/golf/cross
country teams at HS.
172
Appendix C: Community Self-Assessment C-34
Yreka, CA
Common Strategy or Action Level of
Interest
Level of
Achievement
Notes/Comments

6. Health professionals in
your community
understand the mental
and physical health
benefits of outdoor
recreation and
recommend time
outdoors to their patients.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited. Doctors do
recommend outdoor
activity.

7. Residents generally have
equitable access to social
services, health care, and
healthy food.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Limited access to fresh,
healthy food/produce.

FMPP aiming to reach
low-income people. Food
Bank in Yreka—regular
distributions.

8. Environmental justice
issues that negatively
impact public health,
including access to clean
air, water and green
space, are being
addressed.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Underway. During fire
season, crisis centers are
open. Our area has some
of the cleanest air/water
in CA. Water comes from
Fall Creek—
cleanest/coldest Refugio
on the entire Klamath
River

9. Recreation businesses
engage in outreach
programs to recruit
newcomers and underrepresented groups to
outdoor experiences, e.g.,
first time ski packages.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
No, except for school
programs. HS students
are actively involved in
outreach programs. Not a
lot of outreach.

Elementary schools are
also involved in skiing
programs. Forest
service/CDFW have a
program at Greenhorn
Park where they take kids
to identify fish and
wildlife. Sam Cuenca
highly involved. Siskiyou
Gardens, Parks and
Greenways Association
recruit volunteers to
identify/maintain local
wildlife/plant life. Jerry
Mosier involved in
Siskiyou Gardens, Parks
and Greenways. Retired
173
Appendix C: Community Self-Assessment C-35
Yreka, CA
Common Strategy or Action Level of
Interest
Level of
Achievement
Notes/Comments
from Forest Service.

[email protected]. Yreka
Garden Club does
activities up and down
Miner Street, maintains
area around miner area
at freeway entrance,
community garden on
Knapp Street.
174
Appendix C: Community Self-Assessment C-36
Yreka, CA

9. Leveraging Partnerships
A successful recreation economy requires the coordination of policies and projects across land ownership boundaries and across disciplines, such as recreation, conservation, land management, community planning, economic development, public health, education, health, local services, and transportation. Partnerships across a region can strengthen each community’s economy as part of a larger region. Partners may represent local, state, and federal governments; nonprofit and communitybased organizations; the private sector; and regional anchor institutions.

Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments

1. Diverse recreation groups
are working with each
other to support your
community’s outdoor
economy.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway. Discover
Siskiyou, SORA, JMBA,
NoRTEC

2. Economic development
groups and partners are
working together to
strengthen the recreation
sector (e.g. economic
development and
workforce organizations,
Small Business
Development Centers,
Chambers of Commerce,
large employers, the
business community,
universities and
community colleges,
lending institutions, etc.).
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway.

3. At least one collaborative
stakeholder group is active
and working with partners
and landowners to
prioritize and accomplish
projects and address
concerns or needs.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Underway. Carnegie,
Brownfields, Yreka
Aquatic Center
(community pool,
gazebo for picnicking,
trails, and native plants
gardens; will be a public
center, not just a pool)

4. Your community has
established partnerships
with public land managers
and has had meaningful
input into relevant plans
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway. As
county seat, good
relationship with
federal/state/county/city
agencies.
175
Appendix C: Community Self-Assessment C-37
Yreka, CA
Common Strategy or Action Level of
Interest
Level of Activity Notes/Comments
and projects on adjacent
public lands.

5. Your community is
connected with
neighboring communities
and with services and
amenities in your region
that complement local
offerings. Local priorities
are reflected in regional
plans.
 NA
 Low
 Medium
 High
 No activity yet
 Limited
activity
 Well
underway
 Established
Well underway. NoRTEC
working on relationship
with Ashland, Discover
Siskiyou. Working with
C2C, SRN (all
communities, including
the county), RC&D
(George Jennings), Fire
Safe Council, Forest
Service, CalFire, Yreka
Rotary (helps Montague
with hot air balloon fair,
regional event!), Elks—
outreach with Boy
Scouts,
176
Appendix C: Community Self-Assessment C-38
Yreka, CA

10. Stewardship of Natural Resources
Natural resources are the assets that drive the entire outdoor recreation economy. Without investing in stewardship and management, recreation assets—and related economic opportunities—will not be sustained. To ensure the longevity of economic prosperity related to outdoor recreation, communities can design recreation infrastructure, distribute use, and invest in funding and capacity for stewardship in order to protect natural resources and give back to the places and experiences that support community livability and growth.

Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments

1. Your community has a
core group of volunteers
and/or stewardship
organizations that help to
maintain outdoor assets
and natural resources.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Resource Conservation
District (Rod Dowse),
Resource Conservation
and Development
Council (George
Jennings), Siskiyou
Gardens, Parks and
Greenways

2. Communication between
community leaders and
public land managers
supports mutual
understanding of
stewardship capacity and
needs and cooperation on
high priority stewardship
projects.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Underway/established.

Resource Advisory
Committee have these
conversations.

3. Your community’s private
landowners are engaged
and support your
community’s vision for
natural resource
stewardship and
management.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
RCD provides the
programs on the ground,
RC&D works with the
community on projects
that benefit the
communities (nontraditional economic
development projects)

4. Your community provides
stewardship-related
education to students,
visitors, local residents,
and others.
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
Limited. DS has been
hosting stewardship
education programs and
partnering with “Leave
no Trace” to get the
message across.

5. Recreation opportunities
have been designed to be
sustainable, and
appropriate resource
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
Limited, but on our
radar!
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Appendix C: Community Self-Assessment C-39
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Common Strategy or Action Level of Interest Level of
Achievement
Notes/Comments
management plans are in
place.
 Well
underway
 Established

6. Sustained stewardship
funding is available to
maintain and protect
recreation resources (e.g.,
local bonds or tax dollars
are available to address
stewardship needs).
 NA
 Low
 Medium
 High
 No activity
yet
 Limited
activity
 Well
underway
 Established
RC&D involved with deer
guzzlers, but this is not
in Yreka. Juniper
Eradication/Maintenance
Project—junipers are an
invasive species. Creates
more water when you
remove them because
they use a lot of water.

JP works with RC&D and
COS.

Additional Data
Please attach any other data or information that might be helpful for this project, for example:
• Major local and regional employers, industry sectors, and employment rates • Median income, percent of population below the poverty line • Local and regional population numbers and demographics • Environmental or other known hazards in the area
• Age and type of housing stock, landownership and homeownership patterns • Location of your downtown and list of current businesses and amenities available • Status of base infrastructure and services: water, sewage, search and rescue, etc. • Current availability and/or quality of broadband
• Description of local food and beverage options, lodging, and other visitor services • Description of health care availability
• Identification of local educational institutions, including all pre-school, elementary, middle school, high school, vocational schools, colleges and universities • Availability of key support services, e.g., daycare
• Workforce overview and list of local workforce development and training centers or programs • List or map of the major natural assets in your community and region, and identification of who owns or manages these assets
• Description of how outdoor assets are connected to each other and to population and commercial centers with transportation infrastructure
• Any available visitation/use/revenue data--how many visitors do you have, when do they come, what do they do, what do they spend money on currently? • List or map of any cultural or historic sites in your area or region • List of any stakeholder groups that are active in land management planning, economic development, Main Street revitalization, outdoor recreation, or any other relevant activities • A list of key partners from different sectors/fields, including 178
Appendix C: Community Self-Assessment C-40
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o Public and private land management/natural resource management/stewardship and outdoor recreation
o Main Street/downtown development
o Economic development, business retention and attraction, and small business development
o Tourism and local/regional branding and marketing
o Transportation
• Links to any relevant websites
• Other
Additional Feedback
Please identify or discuss any other issues or aspirations related to recreation, people, places, or opportunity in your community:

N/A
179
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APPENDIX D: REFERENCES
This compendium of references was developed for the Recreation Economy for Rural Communities planning assistance program sponsored by the U.S. Environmental Protection Agency, the USDA Forest Service, and the Northern Border Regional Commission. For more information on the Recreation Economy for Rural Communities Program, visit:
https://www.epa.gov/smartgrowth/recreation-economy-rural-communities Community Engagement, Diversity, Equity, and Inclusion................................................................. 2 Community-Specific Strategies and Examples....................................................................................... 2 Land Conservation, Stewardship, Parks, and Health............................................................................. 3 Main Street Revitalization and Economic Development ..................................................................... 4 Outdoor Recreation.......................................................................................................................................... 6 Trails and Transportation..............................................................................................................................10

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Community Engagement, Diversity, Equity, and Inclusion
American Indian Alaska Native Tourism Association (AIANTA). AIANTA has served as the national voice for American Indian nations engaged in cultural tourism. In addition to serving as the voice for Indian Country tourism, AIANTA provides technical assistance and training to Tribal nations and Native-owned enterprises engaged in tourism, hospitality and recreation. https://www.aianta.org/aianta-reports-publications/
Diversify Outdoors. Diversify Outdoors is a coalition of social media influencers – bloggers, athletes, activists, and entrepreneurs – who share the goal of promoting diversity in outdoor spaces where people of color, LGBTQIA, and other diverse identities have historically been underrepresented. We are passionate about promoting equity and access to the outdoors for all, that includes being body positive and celebrating people of all skill levels and abilities. https://www.diversifyoutdoors.com/
Outdoor Afro: Where Black People and Nature Meet. Outdoor Afro has become the nation’s leading, cutting edge network that celebrates and inspires Black connections and leadership in nature. Outdoor Afro is a national not for profit organization with leadership networks around the country. With nearly 90 leaders in 30 states from around the country, the organization connects thousands of people to outdoor experiences, who are changing the face of conservation.
https://outdoorafro.com/about/
Community-Specific Strategies and Examples
Oregon Outdoor Recreation Network. The Travel Oregon website has many great resources on many aspects of outdoor recreation.
https://industry.traveloregon.com/opportunities/programs-initiatives/outdoorrecreation/outdoor-recreation-development/ Pennsylvania Department of Conservation and Natural Resources. Outdoor Recreation Plan Webinar Series. (October 2020). This video series was produced to support Pennsylvania’s Outdoor Recreation Plan.
https://www.dcnr.pa.gov/Recreation/PAOutdoorRecPlan/Pages/default.aspx

1. Recreation for All: https://youtu.be/P6Ubw9yrbjE

2. Sustainable Systems: https://youtu.be/ORTzpvo9VcA

3. Funding and Economic Development: https://youtu.be/HYid2q9Ay-Q

4. Technology: https://youtu.be/BSquMY-Kde4

5. Health and Wellness: https://youtu.be/StUz6s2J8pc
Skowhegan, Maine. Transformation Through Outdoor Recreation. (2016). Residents of Skowhegan came together to share ideas for the future of their town, resulting in the Skowhegan Strategic Plan for Community Transformation at which voters adopted during the June 2016 town meeting.
https://runofriver.org/outdoor-recreation-plan/
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Appendix D: References D-3
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https://mainstreetskowhegan.org/strategic-planning/
State of Colorado. Colorado Statewide Comprehensive Outdoor Recreation Plan (SCORP) (2019). Colorado’s SCORP considers both conservation and recreation together and looks at current and changing demographics and recreation trends to help the outdoor recreation sector be culturally relevant and respond to future shifts. https://cpw.state.co.us/Documents/Trails/SCORP/Final-Plan/SCORP-Without-Appendices.pdf The Conservation Fund. Conservation Leadership Network Project Profiles. This landing page provides access to various rural and gateway community projects from across the U.S., with many examples of communities that have successfully leveraged the outdoor recreation economy.
https://www.conservationfund.org/our-work/conservation-leadership-network/our-projects Tompkins County, New York. Tompkins County Outdoor Recreation Tourism Implementation Plan. (2018). Identifies collective steps to develop and promote Ithaca and Tompkins County as a premier regional destination for outdoor recreation. http://tompkinscountyny.gov/files2/tourism/2018-3-14-
Outdoor%20Rec%20Implementation%20Plan.pdf
Vermont Urban and Community Forestry. Town Forest Recreation Planning Toolkit and Webinar Series. (June 2020). This toolkit offers the resources needed to develop a town forest recreation plan for your community from start to finish, including step by step planning and detailed materials organized around planning themes such as stories, existing conditions, public engagement, natural resources, plan development, and implementation. Links to several webinars in the “Town Forest Recreation Planning Webinar Series” are also included below.
https://vtcommunityforestry.org/places/town-forests/recreation-planninginitiative/recreation-planning-toolkit • New Tools for Sustainable Forest Based Recreation Webinar https://youtu.be/UTHEj0AC3pE
• Connecting Downtowns w/Trails for Economic Vibrancy Webinar https://youtu.be/s1SQoUqN22s
• Trails for People and Wildlife Webinar
https://youtu.be/uhbYUMrgLqU
• Mountain Biking Trails 101 Webinar
https://youtu.be/zCmco-WDrPM
• Trail Building & Maintenance Webinar
https://youtu.be/Irv9eqoUQNE
Land Conservation, Stewardship, Parks, and Health
National Park Service and Centers for Disease Control and Prevention. Parks, Trails, and Health Workbook: A Tool for Planners, Parks & Recreation Professionals, and Health Practitioners. A 182
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workbook to help strengthen the design and implementation of community-based parks and trails projects.
https://www.nps.gov/orgs/rtca/upload/Parks-Trails-and-Health-Workbook_2020.pdf The Trust for Public Land and the City Parks Alliance. The Field Guide for Creative Placemaking and Parks (2017). How-to guide that connects creative placemaking with parks and open spaces by strengthening the role of parks and open space as an integrated part of comprehensive community development, advancing arts- and culturally-based approaches to park making, and highlighting the role of parks as cultural products unto themselves. https://www.tpl.org/field-guide-creative-placemaking-and-parks U.S. Department of Agriculture Forest Service. The Stewardship Mapping and Assessment Project (STEW-MAP). STEW-MAP is a research methodology, community organizing approach, and partnership mapping tool developed by scientists at the USDA Forest Service Northern Research station that answers the question: who takes care of the local environment? This question is important because stewards, or civic groups that engage in caring for local nature, play a significant role in building stronger, healthier, greener, and more resilient communities. https://www.nrs.fs.fed.us/STEW-MAP/
Main Street Revitalization and Economic Development
International City/County Management Association and Smart Growth Network. Putting Smart Growth to Work in Rural Communities. (2010). Focuses on smart growth strategies that can help guide growth in rural areas while protecting natural and working lands and preserving the rural character of existing communities. https://www.epa.gov/smartgrowth/putting-smart-growth-work-rural-communities Main Street America Resource Center. The Main Street Resource Center is a comprehensive digital library containing a broad range of member resources, including their signature Main Street Approach handbooks and guides, newly released revitalization toolkits, and the popular Main Street Now Journal archive. There are some non-member materials available here as well.
https://www.mainstreet.org/howwecanhelp/resourcecenter
McMahon, Ed. Why Some Places Thrive and Others Fail: The New Formula for Community Revitalization. Virginia Town and City. (January/February 2017). This article describes why some communities can maintain and build on their economic vitality and quality of life in an ever-changing world.
https://www.vml.org/wp-content/uploads/pdf/VTCJanFeb17_pg21-25.pdf National Association of Counties (NACo). Resources for Transitioning Economies. (2015).

Website developed by NACo and the National Association of Development Organizations to share publications, tools and training, funding and other resources on economic diversification with communities and regions seeking to strengthen their local economies. http://diversifyeconomies.org/
183
Appendix D: References D-5
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National Association of Development Organizations (NADO). Planning for Prosperity in Small Towns and Rural Regions. (2015). Contains materials developed by NADO and its partners through the HUD Sustainable Communities Initiative capacity building program, including publications, webinars, workshop materials, and other information on a variety of topics such as economic resilience, entrepreneurship, community engagement, downtown redevelopment, food systems, and many more.
https://www.nado.org/online-resource-planning-for-prosperity-in-small-towns-and-ruralregions/ National Association of Development Organizations, WealthWorks Rural Economic Development Case Studies. (2019). Series of case studies examining how rural communities are applying concepts of wealth creation, an approach to community and economic development that is demand-driven, focusing on market opportunities that capitalize on a community’s existing assets or underutilized resources. Includes stories of communities building lasting livelihoods and supporting local ownership and control of assets related to outdoor recreation, tourism, and more. https://www.nado.org/wealthworks-case-studies/ National Endowment for the Arts. How To Do Creative Placemaking: An Action-Oriented Guide to Arts in Community Development. (2016). This action-oriented guide is focused on making places better. It includes instructional and thought-provoking case studies and essays from leading thinkers in creative placemaking and describes the diverse ways that arts organizations and artists can play essential roles in the success of communities across America.
https://www.arts.gov/publications/how-do-creative-placemaking Next Generation. The Future of Arts & Culture Placemaking in Rural America: Digital Exchange Webinars. Each of these one-hour webinars feature voices from across the country, sharing specific themes, challenges, and opportunities collectively encountered in rural placemaking.

This series was made possible through the support of the Rural Policy Research Institute (RUPRI), National Endowment for the Arts, the McKnight Foundation, and USDA Rural Development.
https://ruralgeneration.org/digital-exchange/
Project for Public Spaces (PPS). The Power of Ten. The Power of 10+ is a concept PPS developed to evaluate and facilitate Placemaking at multiple city scales. The idea behind this concept is that places thrive when users have a range of reasons (10+) to be there. This concept can be applied to outdoor recreation economy resources and assets at the main street, town, and area scale, namely to increase the reasons for people to come, stay longer, and do more in a place.
https://www.pps.org/article/the-power-of-10
Smart Growth America. (Re-)Building Downtown: A Guidebook for Revitalization. (2015). This guide uses Smart Growth America’s seven-step approach to downtown redevelopment and is 184
Appendix D: References D-6
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aimed at local elected officials who want to re-invigorate and strengthen neighborhood centers of economy, culture, and history.
https://smartgrowthamerica.org/introducing-rebuilding-downtown-a-guidebook-forrevitalization/ The Democracy Collaborative. Community Wealth. This website offers resources, guides, case studies, videos and examples of strategies for building wealth in a community. Some strategies are nonprofit and profit-making models such as community development corporations (CDCs), community development financial institutions (CDFIs), employee stock ownership plans (ESOPs), community land trusts (CLTs), cooperatives, and social enterprise. https://community-wealth.org/
U.S. Department of Agriculture. National Agricultural Library Rural Information Center. The Rural Information Center (RIC), a service of the National Agricultural Library (NAL), assists rural communities by providing information and referral services to rural government officials, community organizations, libraries, businesses, and citizens working to maintain America's rural areas. The "Downtown Revitalization" sections features a wide variety of planning resources, case studies, funding, journal, and organizations. https://www.nal.usda.gov/ric/community-development-resources https://www.nal.usda.gov/ric/downtown-revitalization
U.S. EPA. Essential Smart Growth Fixes for Rural Planning, Zoning, and Development Codes. (2012). Offers 10 essential fixes to help rural communities amend their codes, ordinances, and development requirements to promote more sustainable growth. https://www.epa.gov/smartgrowth/essential-smart-growth-fixes-communities U.S. EPA. Framework for Creating a Smart Growth Economic Development Strategy: A Tool for Small Cities and Towns. (2016). Provides a step-by-step guide to building a place-based economic development strategy for small and mid-sized cities, particularly those that have limited population growth, areas of disinvestment, or a struggling economy. https://www.epa.gov/smartgrowth/framework-creating-smart-growth-economicdevelopment-strategy U.S. EPA. Smart Growth Self-Assessment for Rural Communities. (2015). Tool designed specifically for rural communities that helps villages, towns, and small cities evaluate their policies to create healthy, environmentally resilient, and economically robust places. https://www.epa.gov/smartgrowth/smart-growth-self-assessment-rural-communities Outdoor Recreation
Bureau of Economic Analysis, Outdoor Recreation Satellite Account. Federal dataset measuring the economic activity as well as sales and receipts generated by outdoor recreational activities across the U.S. and by state. These statistics also measure each 185
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industry’s production of outdoor goods and services and its contribution to the U.S. GDP.

Industry breakdowns of outdoor employment and compensation are also included. https://www.bea.gov/data/special-topics/outdoor-recreation Daily Yonder. Provides articles on outdoor recreation, many based on Headwaters Economics research. A few relevant articles are listed here:
• How Outdoor Recreation Supports Rural Economic Development. (Feb 24, 2019). https://www.dailyyonder.com/speak-piece-outdoor-recreation-supports-ruraleconomic-development/2019/02/25/ • Recreation Is Bigger Share of U.S. Economy than Ag or Mining, Report Says. (May 10, 2018).)
https://www.dailyyonder.com/recreation-bigger-share-u-s-economy-ag-miningreport-says/2018/05/10/ • Rural “Recreation Counties” Show More Population Resilience. (Feb 10, 2019) https://www.dailyyonder.com/rural-recreation-counties-show-populationresilience/2019/02/11/ Headwater Economics. Headwaters Economics is an independent, nonprofit research group that works to improve community development and land management decisions. The organization receives funding from a wide variety of sources, including contracts with federal agencies such as the Bureau of Land Management and U.S. Forest Service; charitable foundations; and contract work for partner organizations. Its website provides outdoor recreation economic data by state in addition to other outdoor recreation industry research and analysis. Several relevant reports are listed below:
• Best Practices for States to Fund Outdoor Recreation. (2017). Seven case studies illustrate best practices and lessons learned to develop programs for outdoor state recreation funding.
https://headwaterseconomics.org/economic-development/state-recreation-funding/ • Economic Profile System. Tool allowing users to produce free, detailed socioeconomic reports at the community, county, or state level and including topics such as Land Use and Public Land Amenities as well as Agriculture, Timber, and Mining. EPS is also known as the Human Dimensions Toolkit by the Forest Service. https://headwaterseconomics.org/tools/economic-profile-system/about/ • How Outdoor Recreation Supports Rural Economic Development. (2019). Report that finds that counties with outdoor recreation economies are more likely to attract new residents with greater wealth and have faster-growing wages than their nonrecreation counterparts, particularly in rural communities. https://headwaterseconomics.org/economic-development/trendsperformance/outdoor-recreation/ • National Forest Socioeconomic Indicators Tool. Tool allowing users to run free, easyto-use reports detailing economics, demographics, land use, business sectors, and other topics for communities near every National Forest. https://headwaterseconomics.org/tools/forest-indicators/ 186
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• The Outdoor Recreation Economy by State. (2019). Report outlines the outdoor recreation economy impacts by state, using Bureau of Economic Analysis data. https://headwaterseconomics.org/economic-development/trendsperformance/outdoor-recreation-economy-by-state/ National Governors’ Association. Outdoor Recreation Learning Network. This resource highlights many opportunities for states to advance the outdoor recreation economy and conservation, stewardship, education, workforce training, economic development, infrastructure, equity, inclusion, public health, and wellness. http://nga.org/outdoors
National Park Service, River Access Planning Guide. An online and downloadable resource for planning river access. The step-by-step process guides planning for river access with recreation users in mind. This guide can assist the challenging task of providing for a variety of uses while protecting natural resources in rivers and other waterways. The guide’s approach provides a framework for meeting the needs of people seeking to enjoy river recreation on, off, and in the water.
https://www.nps.gov/articles/river-access-planning-guide-a-decision-making-framework-forenhancing-river-access.htm Northern Forest Center. The Northern Forest Outdoor Recreation Economy Symposium. (2018). Summarizes the 2018 gathering, which explored evolving trends in outdoor recreation and its role as a critical economic driver in the Northern Forest region. Links to presentations, notes, and priorities for each of the participating states (Maine, New Hampshire, Vermont and New York).
https://northernforest.org/programs/regional-strategy/recreation-economy Outdoor Industry Association (OIA). OIA synthesizes the different strategies and programs currently employed in the U.S. and overarching themes, best practices, and lessons learned.

Several relevant resources are listed below.
https://outdoorindustry.org/
• Outdoor Participation Report. (2019). Study showing levels of participation in outdoor activities.
https://outdoorindustry.org/resource/2019-outdoor-participation-report/ • State Funding Mechanisms for Outdoor Recreation. (2017). Provides a summary from Headwaters Economics that outlines state funding mechanisms for outdoor recreation.
https://outdoorindustry.org/wp-content/uploads/2015/03/Headwaters-Economics-v5- screen.pdf
• State-Level Outdoor Recreation Reports. (2017). Provides links to reports describing the participation in and economic impact of the outdoor recreation sector in every state and Congressional district. https://outdoorindustry.org/advocacy/ 187
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• The Outdoor Recreation Economy. (2017). Summarizes the economic impact of the outdoor recreation sector across the U.S. and includes national statistics on consumer spending, jobs, and tax revenue, along with statistics for specific recreation activities. https://outdoorindustry.org/wpcontent/uploads/2017/04/OIA_RecEconomy_FINAL_Single.pdf • White Paper on State Leadership Roles for Outdoor Recreation. (2016). This white paper describes the role that states can play in promoting outdoor recreation, with examples from states that were early to adopt state-level directors of outdoor recreation.
https://outdoorindustry.org/resource/white-paperstate-leadership-roles-for-outdoorrecreation-a-promising-trend/ Outdoor Recreation Roundtable (ORR). ORR promotes the growth of the outdoor recreation economy and outdoor recreation activities, educating decision makers and the public on balanced policies that conserve public lands and waterways and enhance infrastructure to improve the experience and quality of life of outdoor enthusiasts everywhere. ORR publishes many white papers, research, statistics and reports on the importance of outdoor recreation. https://recreationroundtable.org/
• The Outdoor Recreation Roundtable Rural Economic Development Toolkit. (2021). This toolkit outlines strategies for using outdoor recreation as a tool for economic development, including key best practices and examples from around the country. https://recreationroundtable.org/rural-development-toolkit/ Sausser, Brooke and Jordan W. Smith, Ph.D. Elevating Outdoor Recreation. Institute of Outdoor Recreation and Tourism at Utah State. (July 2018). This study provides an overview and analysis of eleven state offices of initiatives of outdoor recreation. https://www.nps.gov/orgs/1892/upload/Elevating_Outdoor_Rec_Together.pdf Society of Outdoor Recreation Professionals (SORP). SORP is the nation’s leading association of outdoor recreation and related professionals who strive to protect natural and cultural resources while providing sustainable recreation access. The organization’s website provides access to webinars, scholarships, and tools for outdoor recreation planning including a library of all state comprehensive outdoor recreation plans (SCORPs) and technical resources. https://www.recpro.org/
U.S. Department of Agriculture. Federal Outdoor Recreation Trends: Effects on Economic Opportunities. (2016). Summarizes participation trends and projections for 17 outdoor recreation activities common on federal lands, describes the current economic activity supported by outdoor recreation, and discusses how anticipated future changes in recreation participation and climate may impact the economic activity supported by outdoor recreation. https://www.fs.usda.gov/treesearch/pubs/53247
U.S. Department of Agriculture. Recreation Economy at USDA Economic Development Resources for Rural Communities. (2020). USDA’s Forest Service, Rural Development, and the 188
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National Institute for Food and Agriculture developed this resource guide for rural communities to identify resources that develop the recreation economy. It describes the roles of federal agencies and programs in the recreation economy and highlights numerous financing strategies and case studies from communities. https://www.rd.usda.gov/sites/default/files/RD_Recreation_Economy_USDA.pdf U.S. Department of Agriculture. Recreation Economic Values for Estimating Outdoor Recreation Economic Benefits from the National Forest System. (2017). This report presents the most recent update of the Recreation Use Values Database, based on an exhaustive review of economic studies spanning 1958 to 2015 conducted in the United States and Canada, and provides the most up-to-date recreation economic values available. https://www.fs.usda.gov/pnw/publications/recreation-economic-values-estimating-outdoorrecreation-economic-benefits-national Trails and Transportation
American Trails. Resource Library. Search thousands of articles, studies, training, and projects on every aspect of trails and greenways. This website also has a national map searchable by state for agencies, organizations, training, and state-specific resources relating to trails and greenways.
https://www.americantrails.org/resource-library/
Centers for Disease Control and Prevention. Resources for Implementing Built Environment Recommendations to Increase Physical Activity. This website contains a compilation of real world examples, an Implementation Resource Guide, and a Visual Guide to help communities implement recommendations for built environment approaches that combine one or more interventions to improve transportation systems (activity-friendly routes) with one or more land use and community design interventions (everyday destinations) to increase physical activity. https://www.cdc.gov/physicalactivity/community-strategies/beactive/index.html Federal Highway Administration. Bicycle and Pedestrian Program. The Federal Highway Administration's Bicycle and Pedestrian Program promotes safe, comfortable, and convenient walking and bicycling for people of all ages and abilities. This program supports pedestrian and bicycle transportation through funding, policy guidance, program management, and resource development. The website contains information on funding resources, design and implementation, case studies, guidebooks, and other information. https://www.fhwa.dot.gov/environment/bicycle_pedestrian/ Federal Highway Administration. Small Town and Rural Multimodal Networks. (2016). This document helps small towns and rural communities support safe, accessible, comfortable, and active travel for people of all ages and abilities. It provides a bridge between existing guidance on bicycle and pedestrian design and rural practice, encourages innovation in the development of safe and appealing networks for bicycling and walking, and shows examples of project implementation.
189
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https://www.fhwa.dot.gov/environment/bicycle_pedestrian/publications/small_towns/fhwa hep17024_lg.pdf
Headwaters Economics. Trails Research and Searchable Benefits Library. (2019). Compilation of 144 trail studies on the impacts of trails in a single library, searchable by type of benefit, use, year, and region.
https://headwaterseconomics.org/economic-development/trails-pathways/trails-research/ Main Street America and Project for Public Places. Navigating Main Streets as Places: A People-First Transportation Toolkit. (2019). This toolkit provides guidance on how to evaluate streets and transportation through the lens of placemaking; balance the needs of mobility and other street activities; and build stronger relationships with other decisionmakers and the community. It’s a one-stop-shop toolkit featuring guidance and best practices for rural downtowns and urban neighborhood commercial districts.
https://www.mainstreet.org/howwecanhelp/navigatingmainstreets Rails-to-Trails Conservancy. Trail-Building Toolbox. A one-stop-shop for the basics to create a vibrant rail-trail for your community, including technical tips and tried-and-true methods for generating neighborhood, political, and funding support for your project. Parts of the toolbox include organization, acquisitions, funding, planning, design, and maintenance. https://www.railstotrails.org/build-trails/trail-building-toolbox/ Rails-to-Trails Conservancy. Trail Towns. Provides examples, best practices, and resources for communities and regions seeking to start or grow Trail Town programs, which can help to entice trail users off the trail and into adjacent communities, supporting economic development.
https://www.railstotrails.org/build-trails/trail-building-toolbox/planning/trail-towns/ Safe Routes to School National Partnership. Get to Know Your Neighborhood with a Walk Audit. Walk audits are a great tool to gather information about street conditions, engage community members, and inform planning and traffic safety projects. This is a how-to manual to conduct your own walk audit. Though designed for safe routes to school, it can be applied to routes and connections between amenities in and around a downtown/Main Street area. https://www.saferoutespartnership.org/sites/default/files/get_to_know_your_neighborhood _with_a_walk_audit.pdf
The Scenic Route. Getting Started with Creative Placemaking and Transportation. A guide for using creative placemaking strategies in transportation projects to reflect and celebrate local culture, heritage, and values.
http://creativeplacemaking.t4america.org/?utm_source=Design+- +2016+Highlights&utm_campaign=Design+2016+Highlights+Newsletter&utm_medium=em ail
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APPENDIX E: FUNDING AND TECHNICAL ASSISTANCE
This compendium of funding and technical assistance resources was developed for the Recreation Economy for Rural Communities planning assistance program sponsored by the U.S. Environmental Protection Agency, the USDA Forest Service, the Northern Border Regional Commission, and the Appalachian Regional Commission. For more information on the Recreation Economy for Rural Communities Program, visit:
https://www.epa.gov/smartgrowth/recreation-economy-rural-communities COVID-19 Pandemic Assistance......................................................................................................E-2 Federal Funding and Technical Assistance..................................................................................E-2 Non-Federal Funding and Technical Assistance .................................................................... E-13 State-Specific Funding and Technical Assistance .................................................................. E-18 191
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COVID-19 Pandemic Assistance
America Outdoors – COVID-19: America Outdoors has summarized many resources to support the outdoor recreation industry during the COVID-19 crisis, including guidance documents, best practices, and funding resources.
https://www.americaoutdoors.org/covid-19/
Forbes – List of Coronavirus (COVID-19) Small Business Loan and Grant Programs:

Forbes compiled a list of loans and grants available to small businesses to recover from the COVID-19 crisis.
https://www.forbes.com/sites/advisor/2020/04/10/list-of-coronavirus-covid-19-smallbusiness-loan-and-grant-programs/?sh=78255b63cc4b Go Fund Me – Coronavirus Relief for Small Businesses: Six Ways to Get Help: An article that summarizes help that is available to small businesses during the COVID-19 crisis. https://www.gofundme.com/c/blog/coronavirus-relief-small-businesses Travel Oregon – COVID-19 Toolkit: This toolkit includes links to federal and other resources available for communities impacted by COVID-19. While focused on Oregon, there is a link to “Federal Resources” that can be helpful for any community. https://industry.traveloregon.com/opportunities/marketing-co-opstoolkits/toolkits/covid-19-toolkit/ USDA Rural Development – COVID-19 Federal Rural Resource Guide: USDA Rural Development has taken a number of immediate actions to help rural residents, businesses, and communities affected by the COVID-19 crisis. https://rd.usda.gov/coronavirus
https://rd.usda.gov/sites/default/files/USDA_COVID-19_Fed_Rural_Resource_Guide.pdf U.S. Small Business Administration – Paycheck Protection Program: This SBA loan helps businesses keep their workforce employed during the COVID-19 crisis. https://www.sba.gov/funding-programs/loans/coronavirus-relief-options/paycheckprotection-program Federal Funding and Technical Assistance
Appalachian Regional Commission (ARC): ARC is an economic development partnership agency of the federal government and 13 state governments focusing on 420 counties across the Appalachian Region. ARC’s mission is to innovate, partner, and invest to build community capacity and strengthen economic growth in Appalachia. The Area Development program relies on a flexible “bottom up” approach to economic 192
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development, empowering Appalachian communities to work with their state governments to design impactful investment opportunities supporting ARC’s mission and investment priorities. ARC’s Area Development program makes investments in two general areas: critical infrastructure and business and workforce development. Critical infrastructure investments mainly include water and wastewater systems, transportation networks, broadband, and other projects anchoring regional economic development.

Business and workforce investments primarily focus on entrepreneurship, worker training and education, food systems, leadership, and other human capital development.

In addition, ARC invests in Business Development Revolving Loan Funds to help the Region’s smaller businesses access capital. All ARC Area Development grant proposals originate at the state level in consultation with the ARC state program manager. • ARC’s service area:
https://www.arc.gov/about-the-appalachian-region/
• ARC’s investment priorities:
https://www.arc.gov/investment-priorities/
• ARC’s Business Development Revolving Loan Funds:
https://www.arc.gov/resource/arc-business-development-revolving-loan-fundgrant-guidelines/ • ARC State Program Managers:
https://www.arc.gov/state_partner_role/state-program-manager/ Appalachian Regional Commission (ARC) – READY Appalachia: READY Appalachia is ARC’s new community capacity-building initiative offering flexible funding to organizations in four key economic development pillars: nonprofits, community foundations, local governments, and Local Development Districts, and free training to the Appalachians that work for them. Participants in each READY Appalachia learning track access 10 weeks of cohort-based learning, skill development, and grant opportunities to increase their capacity to solve pressing issues and create positive economic change.
https://www.arc.gov/ready/
National Endowment for the Arts—Our Town: Our Town is the NEA’s creative placemaking grants program. Through project-based funding, the program supports activities that integrate arts, culture, and design into local efforts that strengthen communities. Our Town projects advance local economic, physical, or social outcomes in communities, ultimately laying the groundwork for systems change and centering equity. These projects require a partnership between a nonprofit organization and a local government entity, with one of the partners being a cultural organization. Grants range from $25,000 to $150,000, with a minimum cost share/match equal to the grant amount.
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https://www.arts.gov/grants/our-town
National Fish and Wildlife Foundation – Grant Opportunities: The National Fish and Wildlife Foundation provides funding on a competitive basis to projects that sustain, restore and enhance our nation's fish, wildlife and plants, and their habitats. https://www.nfwf.org/apply-grant
National Park Service (NPS) – Community Assistance: This website provides an overview and links to NPS funding, project assistance, and special designation programs that are available to the public and community groups.
https://www.nps.gov/articles/community-assistance-national-regional-programs.htm National Park Service (NPS) – Federal Land Acquisition: The Federal portion of the Land and Water Conservation Fund is used to acquire lands, waters, and interests therein necessary to achieve the natural, cultural, wildlife, and recreation management objectives of the National Park Service.
https://www.nps.gov/subjects/lwcf/federalside.htm
National Park Service (NPS) – Historic Preservation Grant Programs: The NPS Historic Preservation Grant Programs can assist communities with a variety of historic preservation and community projects focused on heritage preservation. https://www.nps.gov/orgs/1623/whatwedo.htm
National Park Service (NPS) – Land and Water Conservation Fund: The Land and Water Conservation Fund provides grants to states for park and recreation-related land acquisition and development. Individual state pages for LWCF funding are most helpful. https://www.nps.gov/subjects/lwcf/stateside.htm
National Park Service (NPS)—Outdoor Recreation Legacy Partnership (ORLP) Program:

ORLP is a nationally competitive grant program that delivers funding to urban areas – jurisdictions of at least 50,000 people – with priority given to projects located in economically disadvantaged areas and lacking in outdoor recreation opportunities.

These awards help underserved communities address outdoor recreation deficits by supporting projects in cities and densely populated urbanized areas that create new outdoor recreation spaces, reinvigorate existing parks, and form connections between people and the outdoors.
https://lwcfcoalition.org/orlp
National Park Service (NPS) – Rivers, Trails, and Conservation Assistance Program (RTCA): RTCA Supports community-led conservation and outdoor recreation projects 194
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across the country. RTCA's network of planning and design professionals collaborate with community groups, nonprofits, tribes, and state and local government to design trails and parks, conserve and improve access to waterways, and protect special places. www.nps.gov/rtca
National Telecommunications and Information Administration – Internet for All: Funding has been provided with the goal of connecting everyone in America to affordable, reliable high-speed internet. This multi-agency effort sponsors programs that support high-speed internet planning, infrastructure, and adoption. https://www.internetforall.gov/programs
Northern Border Regional Commission (NBRC): The NBRC provides grants in support of community and economic development projects (including outdoor recreation) across a region that includes much of Maine, New Hampshire, New York, and all of Vermont.

NBRC’s largest annual grant opportunity is the State Economic & Infrastructure Development (SEID) program, which funds projects up to $1 million (for true infrastructure), or $350,000 (for non-infrastructure) per project. The SEID opportunity typically opens in March/April, with applications due in May, and awards made in early fall. For updates on funding opportunities, and a comprehensive listing of projects previously funded, please see NBRC’s website.
https://www.nbrc.gov
U.S. Department of Housing and Urban Development – Continuum of Care: The U.S.

Department of Housing and Urban Development (HUD) released a first-of-its-kind package of resources to address unsheltered homelessness and homeless encampments, including funds set aside specifically to address homelessness in rural communities. The $322 million available under this NOFO will enhance communities’ capacity to humanely and effectively address unsheltered homelessness by connecting vulnerable individuals and families to housing, healthcare, and supportive services. This Special NOFO strongly promotes partnerships with healthcare organizations, public housing authorities and mainstream housing providers, and people with lived expertise of homelessness.
https://www.hud.gov/program_offices/comm_planning/coc/specialCoCNOFO U.S. Department of Transportation—Pedestrian and Bicycle Funding Opportunities: The link below will take you to a table that indicates potential eligibility for pedestrian and bicycle activities and projects under U.S. Department of Transportation surface transportation funding programs. Activities and projects need to meet program eligibility requirements. Project sponsors should integrate the safety, accessibility, equity, and convenience of walking and bicycling into surface transportation projects. 195
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https://www.fhwa.dot.gov/environment/bicycle_pedestrian/funding/funding_opportuniti es.pdf
U.S. Department of Transportation – RAISE Grants: This program helps communities around the country carry out projects with significant local or regional impact. RAISE discretionary grants, which were originally created under the American Recovery and Reinvestment Act as TIGER grants, can be used for a wide variety of projects. Recent examples of funded projects include dedicated bus lanes in Baltimore, highway and bridge repair in New Mexico, dock replacements in Alaska, and a rail-to-trail project in Arkansas. Overall, USDOT has awarded $9.9 billion to more than 700 projects. https://www.transportation.gov/RAISEgrants
U.S. Department of Transportation – Reconnecting Communities Pilot Program: The first-ever Federal program dedicated to reconnecting communities that were previously cut off from economic opportunities by transportation infrastructure. Eligible facilities can be a highway, including a road, street, or parkway or other transportation facility, such as a rail line, that creates a barrier to community connectivity, including barriers to mobility, access, or economic development, due to high speeds, grade separations, or other design factors. Funding supports planning grants and capital construction grants, as well as technical assistance, to restore community connectivity through the removal, retrofit, mitigation, or replacement of eligible transportation infrastructure facilities. https://www.transportation.gov/grants/reconnecting-communities U.S. Department of Transportation – Rural Opportunities to Use Transportation for Economic Success (ROUTES): An initiative to address disparities in rural transportation infrastructure by developing user-friendly tools and information, aggregating DOT resources, and providing technical assistance. The ROUTES Initiative aims to ensure rural transportation infrastructure’s unique challenges are considered in order to meet priority transportation goals of safety, mobility, and economic competitiveness. https://www.transportation.gov/rural
U.S. Department of Transportation – Safe Streets and Roads for All (SS4A): This is a discretionary program with $5 billion in appropriated funds over the next 5 years. In fiscal year 2022 (FY22), up to $1 billion is available. The SS4A program funds regional, local, and Tribal initiatives through grants to prevent roadway deaths and serious injuries. The following activities are eligible for the SS4A program: Develop or update a comprehensive safety action plan (Action Plan); Conduct planning, design, and development activities in support of an Action Plan; Carry out projects and strategies identified in an Action Plan.
https://www.transportation.gov/grants/SS4A
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U.S. Department of Transportation – Thriving Communities Program: The Thriving Communities Program (TCP) aims to ensure that disadvantaged communities adversely or disproportionately affected by environmental, climate, and human health policy outcomes have the technical tools and organizational capacity to compete for federal aid and deliver quality infrastructure projects that enable their communities and neighborhoods to thrive.
https://www.transportation.gov/grants/thriving-communities U.S. Department of Transportation Federal Highway Administration – Federal Lands Access Program: Improves transportation facilities that provide access to, are adjacent to, or are located within Federal lands. Funds, distributed among States by formula, supplement State and local resources for public roads, transit systems, and other transportation facilities, with an emphasis on high-use recreation sites and economic generators.
https://flh.fhwa.dot.gov/programs/flap/
U.S. Department of Transportation Federal Highway Administration – Recreational Trails Program: The Recreational Trails Program provides funds to the States to develop and maintain recreational trails and trail-related facilities for both nonmotorized and motorized recreational trail uses. Each State administers its own program, usually through a State resource agency, and has a state coordinator. https://www.fhwa.dot.gov/environment/recreational_trails/rtpstate.cfm http://www.recreationaltrailsinfo.org/
U.S. Department of Transportation Federal Highway Administration – Transportation Alternatives Set-Aside: These set-aside funds from the Surface Transportation Block Grant (STBD) program funding include all projects and activities that were previously eligible under the Transportation Alternatives Program, encompassing a variety of smaller-scale transportation projects such as pedestrian and bicycle facilities, recreational trails, safe routes to school projects, community improvements such as historic preservation and vegetation management, and environmental mitigation related to stormwater and habitat connectivity.
https://www.fhwa.dot.gov/fastact/factsheets/transportationalternativesfs.cfm U.S. Economic Development Administration (EDA) – Economic Development Integration (EDI) Funding and Resources: EDA’s Economic Development Integration (EDI) team works with a wide range of federal partners to help communities access programs and coordinate resources to optimize federal assistance. The funding and resources page 197
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provides useful and relevant information about tools and funding opportunities available to communities.
https://eda.gov/integration/funding-resources/
U.S. Economic Development Administration (EDA) – Local Technical Assistance and Short Term Planning: Through its Planning and Local Technical Assistance programs, EDA assists eligible recipients in developing economic development plans and studies designed to build capacity and guide the economic prosperity and resiliency of an area or region.
• Local Technical Assistance: The Local Technical Assistance program strengthens the capacity of local or State organizations, institutions of higher education, and other eligible recipients to undertake and promote effective economic development programs through projects such as feasibility studies, market research impact analyses and other projects leading to local economic development.
• Short Term Planning: The Planning program helps support organizations, including District Organizations, Indian Tribes, and other eligible recipients, with Short Term and State Planning investments designed to guide the eventual creation and retention of high-quality jobs, particularly for the unemployed and underemployed in the Nation’s most economically distressed regions. https://www.eda.gov/funding-opportunities/
U.S. Environmental Protection Agency (EPA) – Brownfields Program: EPA's Brownfields Program provides direct funding for brownfields assessment, cleanup, revolving loans, environmental job training, technical assistance, training, and research. To facilitate the leveraging of public resources, EPA's Brownfields Program collaborates with other EPA programs, other federal partners, and state agencies to identify and make available resources that can be used for brownfield activities.
https://www.epa.gov/brownfields/types-epa-brownfield-grant-funding U.S. Environmental Protection Agency – Clean Water State Revolving Fund (CWSRF): The Clean Water State Revolving Fund (CWSRF) program is a federal-state partnership that provides communities low-cost financing for a wide range of water quality infrastructure projects.
https://www.epa.gov/cwsrf
U.S. Environmental Protection Agency (EPA) – The Environmental Justice Thriving Communities Technical Assistance Centers (EJ TCTAC) Program: EPA's new EJ Thriving Communities Technical Assistance Centers Program will establish technical assistance centers across the nation providing technical assistance, training, and related support to 198
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communities with environmental justice concerns and their partners. The services provided will include training and assistance on writing grant proposals, navigating federal systems such as Grants.gov and SAM.gov, effectively managing grant funds, community engagement, meeting facilitation, and translation and interpretation services for limited English-speaking participants.
https://www.epa.gov/environmentaljustice/environmental-justice-thriving-communitiestechnical-assistance-centers U.S. Environmental Protection Agency (EPA) – The Environmental Justice Collaborative Problem-Solving (CPS) Cooperative Agreement Program: EPA's EJ Collaborative Problem-Solving Cooperative Agreement Program provides funding for eligible applicants for projects that address local environmental and public health issues within an affected community. The CPS Program assists recipients in building collaborative partnerships to help them understand and address environmental and public health concerns in their communities.
https://www.epa.gov/environmental-justice/environmental-justice-collaborativeproblem-solving-cooperative-agreement-0 U.S. Environmental Protection Agency (EPA) – The Environmental Justice Small Grants Program: EPA's EJ Small Grants Program supports and empowers communities working on solutions to local environmental and public health issues. The program is designed to help communities understand and address exposure to multiple environmental harms and risks.
https://www.epa.gov/environmentaljustice/environmental-justice-small-grants-program U.S. Environmental Protection Agency (EPA) – Office of Community Revitalization: EPA’s Office of Community Revitalization works with communities to help them grow in ways that expand economic opportunity while protecting human health and the environment.

The Office of Community Revitalization conducts research; produces reports and other publications; provides examples of outstanding smart growth communities and projects; and works with tribes, states, regions, and communities through grants and technical assistance programs on a range of smart growth topics.
https://www.epa.gov/smartgrowth
U.S. Environmental Protection Agency (EPA) – The State Environmental Justice Cooperative Agreement Program (SEJCA): EPA's State Environmental Justice Cooperative Agreement Program provides funding to eligible applicants to support and/or create model state activities that lead to measurable environmental or public health results in communities disproportionately burdened by environmental harms and risks. These models should leverage or utilize existing resources or assets of state agencies to 199
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develop key tools and processes that integrate environmental justice considerations into state governments and government programs.
https://www.epa.gov/environmentaljustice/state-environmental-justice-cooperativeagreement-program USDA Forest Service – Citizen Science Competitive Funding Program: Citizen Science Competitive Funding Program (CitSci Fund) was launched in 2017 to support innovative projects that address science and resource management information needs while connecting people to the land and one another. It is an opportunity for USDA Forest Service units and partners to apply for up to $60,000 over the course of 6 years for collaborative citizen science projects.
https://www.fs.usda.gov/working-with-us/citizen-science/competitive-funding-program USDA Forest Service – Community Forest & Open Space Program: The Community Forest and Open Space Conservation Program provides financial assistance grants to local governments, Indian tribes, and qualified nonprofit organizations (including land trusts) to establish community forests that provide defined public benefits such as recreational opportunities, the protection of vital water supplies and wildlife habitat, demonstration sites for private forest landowners, economic benefits from timber and non-timber products.
https://www.fs.usda.gov/managing-land/private-land/community-forest/program USDA Forest Service – Forest Legacy Program: The Forest Legacy Program is a conservation program administered by the USDA Forest Service that provides grants to state agencies to permanently conserve important forest lands that support strong markets for forest products, protect air and water quality, provide recreational opportunities, and sustain important fish and wildlife habitat. https://www.fs.usda.gov/managing-land/private-land/forest-legacy USDA Forest Service – Forest Stewardship Program: The Forest Stewardship Program (FSP) works in partnership with state forestry agencies, cooperative extensions, and conservation districts to connect private landowners with the information and tools they need to manage their forests and woodlands. FSP works to assist landowners to actively manage their land and related resources, keep land in a productive and healthy condition for present and future owners and increase economic benefits of land (e.g., timber harvesting) while conserving the natural environment. FSP also helps landowners identify goals for their land and the management activities needed to realize them. https://www.fs.usda.gov/managing-land/private-land/forest-stewardship/ 200
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USDA Forest Service – Regional Research Stations: Forest Service R&D research needs to reflect the diversity of natural resources across the country. To accomplish this, research is conducted at nearly 80 locations across the United States, organized around five regional research stations plus the International Institute of Tropical Forestry in Puerto Rico and the Forest Products Laboratory in Madison, Wisconsin. R&D laboratories are complemented by a network of 80 experimental forests. In addition, R&D research includes collaborations in other countries.
https://www.fs.usda.gov/research/stations
USDA Forest Service – Urban & Community Forestry Program: The Urban and Community Forestry Program supports the health of all our nation’s forests by creating jobs, contributing to vibrant regional wood economies, enhancing community resilience, and preserving the unique sense of place in cities and towns of all sizes. By working with our state partners to deliver information, tools and financial resources, the program supports fact-based and data-driven best practices in communities, maintaining, restoring, and improving the more than 140 million acres of community forest land across the United States. Technical support is provided to communities by state forestry agencies and non-profit partners for local actions, such as conducting tree inventories, preparing management plans and policies, and planting and caring for trees. https://www.fs.usda.gov/managing-land/urban-forests/ucf USDA Forest Service and American Indian Alaska Native Tourism Association (AIANTA) – NATIVE Act: This program will award grants of up to $250,000 out of a total funding amount of approximately $900,000 and is intended to advance the intent and purpose of the NATIVE Act through supporting and investing in efforts to enhance and integrate cultural tourism/cultural recreation to empower Native American communities and to advance the National Travel and Tourism Strategy. The program seeks applications from Tribal Nations, Tribal Enterprises and native nonprofits that border and/or have historic ties to USFS managed lands and USFS Regions.
https://www.aianta.org/request-for-proposal-us-forest-service-aianta-native-act-grant/

USDA Natural Resources Conservation Service (NRCS): The NRCS has several grants and technical assistance programs that support community conservation efforts. Some of them include:
• Conservation Technical Assistance: NRCS can provide farmers and landowners technical assistance to manage their natural resources in a responsible and sustainable way.
• Environmental Quality Incentives Program (EQIP): Provides landowners and land managers with financial assistance to address natural resource concerns on private, working lands through conservation practices. Issues addressed can 201
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include soil erosion, water quality impacts, soil quality degradation (soil compaction, soil productivity/health), low plant productivity, and degraded wildlife habitat.
• Conservation Stewardship Program (CSP): Provides financial assistance to conservation minded agricultural and forestry producers by paying for existing conservation activity AND for newly adopted conservation measures. Adopting a new conservation activity is a requirement for program participation. https://www.nrcs.usda.gov/wps/portal/nrcs/site/national/home/ USDA Rural Development – Business and Industry Loan Guarantees: Provide guarantees on loans made by private lenders to help new and existing businesses gain access to affordable capital by lowering the lender’s risk and allowing for more favorable interest rates and terms.
https://www.rd.usda.gov/programs-services/business-industry-loan-guarantees/ USDA Rural Development – Community Facilities Program: Provides affordable loans, loan guarantees, and grants to construct, expand, or improve facilities that provide essential public services in rural areas, such as health care, education, public safety, and others.
https://www.rd.usda.gov/programs-services/all-programs/community-facilitiesprograms USDA Rural Development – Rural Business Development Grants: Help small and emerging private businesses and/or nonprofits in rural communities startup or expand businesses. Funds may be used to acquire or develop land, buildings, plants, and equipment; build or improve access roads, parking areas, utility extensions, and water and waste disposal facilities; provide technical assistance; establish revolving loan funds; and support rural distance learning programs that provide educational or job training. https://www.rd.usda.gov/programs-services/rural-business-development-grants USDA Rural Development – Single Family Housing Programs: Provide loans, loan guarantees, and grants to give families and individuals the opportunity to buy, build, repair, or own safe and affordable homes located in rural America. Eligibility for these loans, loan guarantees, and grants is based on income and varies according to the average median income for each area.
https://www.rd.usda.gov/programs-services/all-programs/single-family-housingprograms

USDA Rural Development – Summary of Major Programs: A summary document that catalogs the more than 40 programs USDA has to support rural America, including 202
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telecommunications, electric, community facilities, water and environment, business and cooperative programs, and single and multi-family housing programs. https://www.rd.usda.gov/files/RD_ProgramMatrix.pdf
USDA Rural Development – Telecom Programs: Loans and grants to build and expand broadband networks in eligible rural areas. Loans build broadband networks and deliver service to rural households and businesses and provide capital for rural telecommunications companies and broadband providers. Grants are reserved for communities with the highest need.
https://www.rd.usda.gov/programs-services/all-programs/telecom-programs USDA Rural Development – Water and Waste Disposal Loan and Grant Programs:

Provides funding for clean and reliable drinking water systems, sanitary sewage disposal, sanitary solid waste disposal, and storm water drainage to households and businesses in eligible rural areas.
https://www.rd.usda.gov/programs-services/water-waste-disposal-loan-grant-program U.S. Small Business Administration (SBA): Created in 1953, SBA helps small business owners and entrepreneurs pursue the American dream. The SBA is the only cabinet-level federal agency fully dedicated to small businesses and provides counseling, capital, and contracting expertise as the nation’s only go-to resource and voice for small businesses.

If you need access to capital to help you achieve your business goals, the SBA offers various funding programs for all business types. Whether you need to create a successful business plan, get expert advice on expanding your business, or train your team, SBA’s resource partner network is here to help!
• For Funding Programs: https://www.sba.gov/funding-programs • For Local Assistance visit: https://www.sba.gov/localassistance/find?address=87107&pageNumber=1 Non-Federal Funding and Technical Assistance
AARP Community Challenge Grants: These grants fund projects that help communities make immediate improvements and jump-start long-term progress towards livability for people of all ages in communities across the nation. 2019 projects were designed to create vibrant public places, demonstrate the tangible value of “Smart Cities,” deliver a range of transportation and mobility options, and/or support the availability of a range of housing choices.
https://www.aarp.org/livable-communities/community-challenge/ 203
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America Walks – Technical Assistance for Walkable Communities: America Walks provides technical assistance and “rapid-response” services at no charge. We regularly receive questions on a variety of walking topics, including starting community groups, getting a crosswalk installed, passing a Vision Zero policy, and more. We respond with advice, best practices, case studies, and provide connections to other practitioners. https://americawalks.org/programs/technical-assistance-for-walkable-communities/ American Trails – Legacy Trails Grant Program: American Trails has partnered with the U.S. Forest Service to create the Legacy Trails Grant Program. The goal of the program is to support projects that restore, protect, and maintain watersheds on our national forests and grasslands. The Forest Service identifies and prioritizes watershed acres or areas where Forest Service roads and trails may impact water quality in streams and water bodies. American Trails will be looking to fund projects that restore fish and aquatic organism passage, improve trail resiliency, preserve trail access, decommission unauthorized trails, and convert unneeded Forest Service roads to trails. American Trails is administering this grant program, and is soliciting applications for funding, with awards up to $100K per project.
https://www.americantrails.org/legacy-trails-program
Bass Pro Shops & Cabela’s: Together with their partners in conservation, Bass Pro Shops and Cabela’s are working to positively shape the future of the outdoors through donations, grant-making and advocacy. They invest in programs and initiatives aimed at conserving wildlife and habitat, connecting new audiences to the outdoors, advocating for access and sportsmen’s rights, supporting military and veterans, and strengthening communities in the Missouri Ozarks.
https://about.basspro.com/community/support/?lcab.rdr=TRUE Blue Zones – Made to Move: The Made to Move program is a competitive funding opportunity created to assist communities in advancing active transportation through local project development, implementation, and supporting policies. With the ultimate goal of promoting more walkable, bikeable, transit-friendly environments for all ages, incomes, and abilities, this funding opportunity will be awarded to five mid-sized communities in the United States. Each community will receive $100,000 plus technical assistance from the Blue Zones, LLC, built environment team. https://www.bluezones.com/made-to-move/
Causality Brand Grant: Causality offers both full (pro bono) and matching (partial, funding requirement of 50 percent) service grants to nonprofits for brand marketing and creative services such as brand assessment and development, identity design or 204
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logo refresh, marketing materials, marketing campaign development, website design and build, digital/social media graphics, and more.
https://www.causalitybrandgrant.com/
Cliff Family Foundation: The Cliff Family Foundation awards grants on an annual basis for general operational support as well as for specific projects. The Foundation’s funding priorities include strengthening foods systems, enhancing equitable community health outcomes, and safeguarding the environment and natural resources. Priority is given to applicants that address two of their funding priorities at the same time, demonstrate strong community ties, and operate within visible and clearly defined plans for positive change.
https://cliffamilyfoundation.org/grants-program
Community Transportation Association of America – Rural Passenger Transportation Technical Assistance Program: Funded by USDA Rural Development, this program helps rural communities enhance economic growth and development by improving transportation services. The program provides planning assistance for facility development, transit service improvements and expansion, new system start-up, policy and procedure development, marketing, transportation coordination, training, and public transit problem-solving activities.
https://ctaa.org/rural-tribal-passenger-transportation-technical-assistance/ Fluor Giving: Grants are only made to organizations that are 501(c)(3) non-profit organizations or qualifying non-governmental organizations. An emphasis is placed on programmatic and operating support. Special event and fundraising support is generally not considered. Priority is given to organizations that align to Fluor’s strategic focus areas and provide opportunities for employee volunteerism. Fluor’s key focus areas are Education, Public Health and Critical Human Needs, Economic Development, and Environment.
https://www.fluor.com/sustainability/community/fluor-giving/applying-for-fluor-grants GrantWatch: A website listing thousands of current grants, funding opportunities, awards, contracts and archived grants.
https://www.grantwatch.com/
KaBoom! Playground Grants: Several KaBoom! grants support the development of playgrounds in communities.
https://kaboom.org/grants
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National Center for Rural Road Safety: A national hub of training, resources, and technical assistance for rural road safety improvements. The center is intended to develop and share multidisciplinary rural road safety training, resources, and technical assistance that is dynamic, collaborative, and responsive. The funding page provides updated links to grants and funds that focus on rural transportation safety. https://ruralsafetycenter.org/resources/funding/
National Recreation and Park Association (NRPA): NRPA provides information about grant and fundraising opportunities that are available for park and recreation agencies and affiliated friends groups and 501(c)(3) nonprofits. https://www.nrpa.org/our-work/Grant-Fundraising-Resources/ National Wilderness Stewardship Alliance: NWSA is a network of volunteer-based organizations to provide stewardship for America’s enduring resource of wilderness.

They have variety of funding grant programs ($2-10,000 range) related to stewardship and trails. Applications are usually due by late March of each year. https://www.wildernessalliance.org/funding_programs
People for Bikes: The People for Bikes Community Grants Program provides funding for important projects that build momentum for bicycling in communities across the U.S.

These projects include bike paths and rail trails, as well as mountain bike trails, bike parks, BMX facilities, and large-scale bicycle advocacy initiatives. Grant cycles are 1-2 per year and are up to $10,000.
https://www.peopleforbikes.org/grants
Project for Public Spaces – Community Placemaking Grants: Provides funding to USbased nonprofits and government agencies to address inequalities in public space access by working directly with local stakeholders to transform public spaces or cocreate new ones. We do this by providing direct funding, technical assistance, and capacity building facilitated by Project for Public Spaces. https://www.pps.org/community-placemaking-grants
Rails-to-Trails Conservancy: This website lists many federal, state, and local government funding mechanisms, as well as grants, partnerships, and other creative funding methods available for trail building – for acquisition and maintenance. https://www.railstotrails.org/build-trails/trail-building-toolbox/funding/acquisitionfunding/ https://www.railstotrails.org/build-trails/trail-building-toolbox/funding/maintenancefunding/ 206
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Safe Routes Partnership – Safe Routes to Parks: The Safe Routes to Parks Activating Communities program provides in-depth technical assistance and grant funding to ten communities working to improve safe, secure park access for people of all ages and abilities in low-income communities and communities of color. https://www.saferoutespartnership.org/healthy-communities/saferoutestoparks Shell Oil Grant Program: Shell partners with leading organizations that are aligned to our global footprint and have proven track records for making a difference in our three areas of focus: Community, Education, and Environment. While the program generally funds large national non-profit organizations it also invests in local communities where Shell has a strong presence. Typically, Shell chooses to work with community organizations with which we have established or proactively developed relationships. https://www.shell.us/sustainability/request-for-funding-from-shell.html#vanityaHR0cHM6Ly93d3cuc2hlbGwudXMvc3VzdGFpbmFiaWxpdHkvcmVxdWVzdC1mb3ItYS1n cmFudC1mcm9tLXNoZWxsLmh0bWw
T-Mobile Hometown Grant Program: T-Mobile's Hometown Grant program is investing big in small towns by awarding up to 100 towns a year with project funding—up to $50,000 each. The program focuses on projects that revitalize community spaces in towns with 50,000 people or less. Recipients are selected and awarded on a quarterly basis.
https://www.t-mobile.com/brand/hometown-grants
The Conservation Alliance: The Conservation Alliance Grants Program seeks to protect threatened wild places throughout North America for their habitat and recreational values. These grants are given to registered 501(c)3 nonprofit organizations working to protect the special wild lands and waters in their backyards. While these funds are often for protecting land, they have been utilized for providing pedestrian access to wild lands, which includes trail development.
http://www.conservationalliance.com/grants/
Together Outdoors – Grant Programs: The goal of Together Outdoors is to fund outdoor inclusion initiatives that are “by the community, for the community." They use a trustbased approach to dismantle historical barriers to funding. In this initial pilot round of grants, Together Outdoors will make one-time awards of $5,000 to $10,000. Funding supports two main initiatives. “Research + Resources” provides monetary support for the development of research and resources concerning inclusion in the outdoors, such as toolkits, educational resources, audio and video resources and linguistic translations. “Activating Change Outdoors” supports outdoor recreation-related programming, 207
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events and leadership development initiatives that benefit communities of color and intersecting minority groups.
https://www.togetheroutdoors.com/grantprograms
U.S. Endowment for Forestry and Communities – Innovative Finance for National Forests Grant Program: This grant program, developed in partnership with the USDA Forest Service National Partnership Office and the National Forest Foundation, develops, refines, and scales tools, templates, and approaches that direct private investment capital to improve the health of the National Forest System through projects that deliver environmental and social outcomes and financial returns. Project activities may take place on the National Forest System; on adjacent state, private or tribal lands; or across boundaries provided outcomes contribute to the health of Forest Service ownership. http://www.ifnfgrants.org/
State-Specific Funding and Technical Assistance
California
California Arts Council – Grant Programs and Applications: A full list of grant opportunities addressing aspirational areas in the CAC’s strategic framework, including increased capacity building for local arts agencies, general operating support, multiyear grant opportunities, geographic equity, small organization prioritization, and funding for individual artists.
https://arts.ca.gov/grants/grant-programs/
California Department of Conservation – Funding, Grants, and Easements: financial incentive programs to further California's goals to conserve agricultural lands, restore and manage watersheds, and reduce greenhouse gas emissions. https://www.conservation.ca.gov/information-for/funding-grants-easements California Department of Fish and Wildlife – Grant Programs: CDFW grant programs fund projects that sustain, restore, and enhance California’s fish, wildlife, plants, and their habitats. Focus areas include drought response, fish and wildlife management, watershed restoration, planning, and protection, and oil spill prevention and response. https://wildlife.ca.gov/Grants
California Department of Forestry and Fire Protection – California Forest Improvement Program: California Forest Improvement Program (CFIP) program encourages private 208
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and public investment in, and improved management of, California forest lands and resources. This focus of CFIP is to ensure adequate high quality timber supplies, related employment and other economic benefits, and the protection, maintenance, and enhancement of a productive and stable forest resource system for the benefit of present and future generations. Cost-share assistance is provided to private and public ownerships containing 20 to 5,000 acres of forest land. Cost-shared activities include management planning, site preparation, tree purchase and planting, timber stand improvement, fish and wildlife habitat improvement, and land conservation practices. https://www.fire.ca.gov/grants/california-forest-improvement-program-cfip/ California Department of Forestry and Fire Protection – Forest Health: CAL FIRE’s Forest Health Program funds active restoration and reforestation activities aimed at providing for more resilient and sustained forests to ensure future existence of forests in California while also mitigating climate change, protecting communities from fire risk, strengthening rural economies and improving California’s water & air. Through grants to regionally-based partners and collaboratives, CAL FIRE seeks to significantly increase fuels management, fire reintroduction, treatment of degraded areas, and conservation of forests.
https://www.fire.ca.gov/grants/forest-health/
California Department of Forestry and Fire Protection – Forest Legacy: The purpose of the Forest Legacy Program is to protect environmentally important forest land threatened with conversion to non-forest uses. Protection of California’s forests through this program ensures they continue to provide such benefits as sustainable timber production, wildlife habitat, recreation opportunities, watershed protection and open space. Intact forests also contribute significantly to the storage and sequestration of carbon.
https://www.fire.ca.gov/grants/forest-legacy/
California Department of Forestry and Fire Protection – Wildfire Prevention: CAL FIRE’s Wildfire Prevention Grants Program provides funding for fire prevention projects and activities in and near fire threatened communities that focus on increasing the protection of people, structures, and communities. Qualifying projects and activities include those related to hazardous fuels reduction, wildfire prevention planning, and wildfire prevention education with an emphasis on improving public health and safety while reducing greenhouse gas emissions.
https://www.fire.ca.gov/grants/wildfire-prevention/
California Department of Housing and Community Development – Technical Assistance to Improve the Delivery of Homelessness Programs: HCD is offering technical assistance 209
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to California counties and Continuums of Care (CoCs) to enhance, develop, build capacity, or improve the design and the delivery of programs and services for people experiencing homelessness. Using an on-demand response model, HCD will deploy consultants to provide more than 13,000 hours of assistance, at no cost to the jurisdictions.
https://www.hcd.ca.gov/technical-assistance
California Department of Parks and Recreation – Division of Boating and Waterways:

DBW invests in publicly accessible recreational boating facilities and boating safety activities throughout California. DBW funding allows local agencies to renew deteriorated facilities or to develop new public access. Boating safety education grants help in training, basic boating education and boating instruction safety centers, and equipment grants assist law enforcement agencies with the purchase of patrol boats and other safety equipment. DBW grants also are involved in furthering environmentally sound boating practices through its clean and green programs, abandoned vessel and boater sewage management grants, as well as research on climate change and wave prediction.
http://dbw.parks.ca.gov/?page_id=28715
California Department of Parks and Recreation – Off-Highway Motor Vehicle Recreation Division: Grants provided by the Off-Highway Motor Vehicle Recreation (OHMVR) Division provide for well-managed, safe off-highway vehicle recreation in the state. The funding provided by its grants supports numerous entities, including local and federal agencies, educational institutions, Native American communities and nonprofits. The financial assistance helps organizations and agencies implement sustainable, environmentally responsible off-highway vehicle programs. http://ohv.parks.ca.gov/?page_id=1164

California Department of Parks and Recreation – Office of Grants and Local Services:
addresses California's diverse recreational, cultural and historical resource needs by developing grant programs, administering funds, offering technical assistance, building partnerships and providing leadership through quality customer service. The funding has established indoor and outdoor recreation in every corner of the state, built trails, acquired and restored sensitive habitat, built natural and cultural interpretative facilities, and fostered outdoor natural experiences for thousands of children, youth and families.

More than 7,400 California parks have been created or improved through OGALS’ grant programs.
http://www.parks.ca.gov/?page_id=1008
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California Environmental Protection Agency – Brownfields Revolving Loan Fund Program: The RLF provides U.S. EPA-funded grants, up to $200,000, for brownfields sites where redevelopment or reuse is planned. Under this program, local government agencies, nonprofit organizations, and tribes who are not considered to be responsible parties could be eligible for a grant to help with the cost of implementing a hazardous substance or petroleum cleanup.
https://dtsc.ca.gov/revolving-loan-fund-rlf-program/
California Grants Portal: Free database of funding opportunities available through State of California grantmaking agencies. Search the database and sign-up to receive notifications.
https://www.grants.ca.gov/
California Natural Resources Agency – Museum Grant Program: This competitive grant program intends to solicit project proposals that assist the California Cultural and Historical Endowment (CCHE) in supporting and enhancing museums that are deeply rooted in, and reflective of, previously underserved communities. https://resources.ca.gov/grants/california-museum
California Natural Resources Agency – Urban Greening Program: This program will fund projects that reduce greenhouse gases while also transforming the built environment into places that are more sustainable, enjoyable, and effective in creating healthy and vibrant communities. These projects will establish and enhance parks and open space, using natural solutions to improving air and water quality and reducing energy consumption, and creating more walkable and bike-able trails. https://resources.ca.gov/grants/urban-greening
California Office of Historic Preservation – Incentives and Grants for Historic Preservation: A brief outline of some of the grant and other incentive programs that are available to help support preservation efforts.
https://ohp.parks.ca.gov/?page_id=1073
California Transportation Commission – Active Transportation Program (ATP): This program was created to encourage increased use of active modes of transportation, such as walking and biking. The goals of the ATP include, but are not limited to, increasing the proportion of trips accomplished by walking and biking, increasing the safety and mobility of non-motorized users, advancing efforts of regional agencies to achieve greenhouse gas reduction goals, enhancing public health, and providing a broad spectrum of projects to benefit many types of users including disadvantaged communities. Since its inception, the ATP has funded over 800 active transportation 211
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projects across the state benefiting both urban and rural areas. More than 400 of the funded projects are Safe Routes to Schools projects and programs that encourage a healthy and active lifestyle throughout students' lives. In addition, every cycle has seen more than 85% of funds going towards projects that will benefit disadvantaged communities throughout the state.
https://catc.ca.gov/programs/active-transportation-program California Transportation Commission – Bike Program: The Bicycle Facilities Unit (BFU) is responsible for coordinating all aspects of the Caltrans bicycle program with a goal to fully integrate bicycles into all aspects of the California transportation system. To do this, the BFU promotes safe, well designed bicycle facilities and the funding, regulations, and education that make such facilities possible. It envisions connected networks of bikeways that fit well with other transportation modes, increase safe transportation options for California citizens, and lessen the carbon footprint of California transportation. BFU works with local, State, and federal transportation agencies to improve cycling for all Californians.
https://dot.ca.gov/programs/local-assistance/fed-and-state-programs/bike-program California Wildlife Conservation Board – Public Access Program: The Public Access Program is one of the original Wildlife Conservation Board (WCB) programs. Initially the Public Access Program worked with California Department of Fish and Wildlife (CDFW) to support projects focused on the protection and development of public access areas and the promotion of hunting and fishing opportunities. This program funded construction of fishing piers, fishing ponds, boat ramps, wetlands for waterfowl, duck blinds, and development of parking lots and restrooms at CDFW-managed wildlife areas. Over time the public demand for other wildlife-oriented uses grew to include uses such as bird watching, kayaking, and hiking. The WCB's authority expanded to new partners, and broadened its program to accommodate new uses, including ADA trails, kayak "put-in" areas, interpretive signs, and bird observation shelters. https://wcb.ca.gov/Programs/Public-Access
Visit California – Tourism Development Programs: Provides training, funding, and technical assistance to address a variety of tourism development needs. Programs include digital optimization, crisis response, sustainable tourism and destination stewardship, and rural marketing.
https://industry.visitcalifornia.com/partner-opportunities/programs 212
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APPENDIX F: PHOTO ALBUM
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Figure 1 – Mural; Downtown Yreka Figure 2 – U.S. 3; South Main Street Figure 3 – Greenhorn Park Figure 4 – Greenhorn Park
Figure 5 – Greenhorn Reservoir; Greenhorn Park Figure 6 – Lewis Park 214
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Figure 7 – U.S. 3; North Main Street Figure 8 – Yreka welcome sign Figure 9 – Miner Street business district Figure 10 – Miner Street business district Figure 11 – Miner Street business district Figure 12 – Miner Street business district 215
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Figure 13 – Community tour participants Figure 14 – Greenhorn Park Figure 15 – Siskiyou County Museum Figure 16 - Siskiyou County Museum Figure 17 – Community tour; Miner Street Figure 18 – Miner Street business district 216
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Figure 19 - Miner Street business district Figure 20 - Miner Street business district Figure 21 – Community tour; Greenhorn Park Figure 22 – Randolph Collier Rest Area Figure 23 – Klamath River Figure 24 - Community tour; Greenhorn Park 217
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Figure 25- Carnegie Library; 412 Miner Street Figure 26- Community Tour; Shasta Valley Viewpoint Figure 27 – Information Center; Collier Rest Area Figure 28 - Shasta Valley Viewpoint Figure 29 – RERC workshop; Day 1 Figure 30 – RERC workshop; Day 1 218

CITY COUNCIL AGENDA MEMORANDUM
TO: Yreka City Council
FROM: Jason Ledbetter, City Manager at the request of
Councilmember Duane Kegg
AGENDA TITLE: Discussion and Possible Action: Request to Change the Meeting Date for City Council Meetings from Tuesday
Nights to Thursday Nights.

MEETING DATE: 01/17/2023
Discussion:

At the City Council meeting held on December 20, 2022, City Councilmember Duane Kegg requested that an item be placed on a future Council Meeting to change the City Council meeting night from Tuesday to Thursday.

Background:

In September 2020, Ordinance 858 was introduced and implemented. The meeting date change came about after receiving Councilmember direction, to change the meeting night from Thursday to Tuesday. The meeting date change became effective in January 2021.

Fiscal Impact:

Cost of staff and legal to prepare, publish and update ordinance, websites, and meeting calendars.

Business Analysis:

This item has not been reviewed by the Finance Committee, however business impacts are turnaround time (lead time) in being able to address agenda items may be delayed.

Most agenda items would need a two-meeting lead time before coming before the City Council (request that the agenda be published on the prior Friday for a Thursday night meeting). There may be more revised agendas, should a matter need to be added after publishing the agenda but still before the 72-hour noticing requirement for a regularly scheduled meeting.

Staff Recommendation:

Staff from an operational efficiency viewpoint is not in support of the change, however staff supports the City Council in its endeavor to conduct the City’s business. 219
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