Special Agenda April 24, 2020

City Council

AGENDA Special Meeting April 24, 2020 at 9:00 a.m. Legion Hall - McCall City Hall Virtual Meeting

ANNOUNCEMENT: Due to McCall’s commitment to “flatten the curve” in response to the COVID-19 Emergency and ensuring that the City’s Business continues, this meeting will be a virtual meeting. No Public Comment will be accepted during this meeting. If you have comments for the Council concerning these topics, please send your comments to bwagner@mccall.id.us in advance of the meeting. Thank you for your patience during this very difficult time. Any member of the public who would like to listen to the meeting can do so by clicking on the following link: https://teams.microsoft.com/l/meetup-join/19%3ameeting_MDlhYTM4ZjctYmM3Yi00ZThlLWFiMjItY2U4OTRmYjM3M2Fm%40thread.v2/0?context=%7b%22Tid%22%3a%223fcc6455-57cd-4466-86b4-8d7a5b85d741%22%2c%22Oid%22%3a%22d0a436ba-2afb-48e2-8936-acae1a2b4556%22%2c%22IsBroadcastMeeting%22%3atrue%7d Or by calling in as follows: Dial 208-634-8900 when asked for the Conference ID enter: 483 841 114 #. BUSINESS AGENDA

AB 20-133 Public Works Facility Master Plan – Plan Development Work Session #2 with City Council (Action Item) AB 20-132 McCall Local Housing Program (Action Item) AB 20-134 Request Approval of CARES Act Funding Application for the Airport (Action Item) ADJOURN

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McCALL CITY COUNCIL 216 East Park Street AGENDA BILL McCall, Idaho 83638 Number AB 20-133 Meeting Date April 24, 2020

AGENDA ITEM INFORMATION SUBJECT: Public Works Facility Master Plan – Plan Development Work Session #2 with City Council

Department Approvals Initials Originator

or Supporter

Mayor / Council City Manager Clerk Treasurer Community Development Police Department Public Works Originator Golf Course

COST IMPACT: N/A Parks and Recreation FUNDING SOURCE:

N/A Airport Library

TIMELINE: ASAP Information Systems Grant Coordinator

SUMMARY STATEMENT: The City of McCall, Idaho has commissioned Horrocks Engineers and CRSA Architects to develop a Master Plan that evaluates the existing Public Works facilities at 518 N. Samson Trail, and make recommendations for modifications and improvements to those facilities in support the short- and long-term operations of the Department. In December 20, 2019, the project team conducted its first work session with City Council. They presented both the needs matrix as well as the cost matrix portions of the report with an emphasis on discussing the immediate critical life safety and operational needs. During this second work session, the team will present the final report version. The discussion will focus on three main areas:

1. Reviewing immediate critical life safety and operational needs with a focus on anticipated costs 2. Presenting conceptual on-site structure and utility plans that identify both near- and long-term

improvements 3. Discussing with Council the overall costs of smaller, annual incremental investment vs. one-time,

full replacement of the PW Facility as well as the feasibility and challenges of both approaches. 4.

Direction from Council on finalizing this Master Plan report and establishing a direction for future implementation of improvements (both large and small) will allow the project team to complete the Master Plan phase and move forward on developing an implementation timeline, budget and schedule implementing improvements. Attached is the draft, final report. RECOMMENDED ACTION: Direct staff on approving/finalizing the Public Works Facility Master Plan. Provide direction to staff on developing an implementation plan for improvements to Public Works facilities.

RECORD OF COUNCIL ACTION MEETING DATE ACTION 12-20-19 AB-19-280: Public Works Facility Master Plan Development Work Session #1

McCall City Public Works Facility Master Plan (Draft – For Review Only) 20 April 2020 Prepared for the City of McCall, Idaho By Horrocks Engineers 2775 W Navigator Dr #210 Meridian, ID 83642 (208) 895-2520 And CRSA 175 S Main Street, Suite 300 Salt Lake City, UT 84111 (801) 355-5915

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Table of Contents Executive Summery…………………………………….…….…..5 Introduction………………………………………….…………..5 I Recommendations & Priorities……………….……………5 A. Case #1………………………………….………………6 B. Case #2…………………………………………………10 C. Case #3…………………………………………………11 II Cost Planning Matrix…………………………………..….12 III Functional Needs Matrix………………………..…………16 IV Existing Facilities and Conditions Narrative………..……...24 V Existing Conditions Photos………………………..……....42 Attachments…………………………………………..……….…59

Attachment #1 – Topographic Survey (2011) by Skiftun Land Surveying, Inc.

Attachment #2 – Conceptual Civil Site, Grading and Utilities Master Plan

Attachment #3 – Conceptual Grading Cross Sections (2 sheets)

Attachment #4 – Wet Detention Pond Drainage Area Plan

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EXECUTIVE SUMMARY This Master Plan investigates the operational and facilities needs of the City of McCall’s (the City) Public Works Department (PWD), defines the physical facilities necessary to meet those needs in the near and long term, provides estimated costs to develop the needed facilities, and defines priorities for the various items of work. Priorities are generally defined as Existing Facilities Deficiencies, Operational Facilities Requirements – Short Term, and Operational Facilities Requirements – Long Term/Future.

This evaluation, including the supporting data which follows the Recommendations and Priorities, substantiates the conclusion that it is likely infeasible to relocate Public Works personnel, equipment, and operations to either an entirely new location, or temporarily off-site so as to allow redevelopment of the existing site in a single large project. Therefore, this Master Plan focuses primarily on the details, sequencing, and associated costs of implementing multiple phases of new construction and incremental improvements to existing facilities at the current location. (“Case #1, below.)

INTRODUCTION

The City of McCall, Idaho, commissioned the preparation of this Master Plan to evaluate the existing Public Works facilities and make recommendations for modifications and improvements in support the short- and long-term operations of the Department. The Master Plan comprises the following five basic components. First is the prioritized list of recommendations, with supporting plans and maps. Second is a Cost Planning Matrix, which identifies potential costs for each recommended item of construction. Third is the Needs Matrix, which identifies the facilities needed to support operations of the DPW and its subsidiary agencies. Fourth is a narrative describing the existing facilities, their condition, anticipated new facilities, and the case for these developments. Finally, the fifth component is a selection of photographs of the existing facilities, documenting existing conditions. Supplementary information in the form of maps and plans follows as Attachments.

Field investigations were conducted on 5 and 6 September 2019. The investigating team conducted extensive interviews with project stakeholders from the City, including PWD personnel, the City’s Building Official, and representatives from the City’s Planning Department. Investigators also explored the site and buildings, making extensive photographs of existing conditions and items of concern or note. Additional research has been conducted subsequent to the field verification, as have ongoing consultations with PWD personnel. An interim presentation was made to the City Council on Friday, 20 December 2019. This Master Plan incorporates all findings and review comments received to-date.

I. RECOMMENDATIONS AND PRIORITIES This report addresses primarily short- and intermediate-term improvements, as the existing facilities are not considered viable for long term (50+ years) planning. There are several cases to be considered in developing goals for improving PWD facilities. There are essentially three approaches available in addressing the short- and long-term operational needs of the Department.

- Case #1- Improve facilities on the existing site. This option is consistent with the information available as a result of this study. It assumes that funding will be available annually for a series of relatively small, but high-priority projects, and the site will retain most of its existing features, with some few modifications which can be implemented incrementally over a period of time. This case would, of necessity, place significant emphasis on addressing high priority items, such as life safety code violations, accessibility, minimum operational criteria,

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and on those items which are desirable and could be seen as low-cost, high-return investments. - Case #2 – Redevelop the existing PWD site in a single project. - Case #3 – Relocate all PWD facilities, personnel, and operations permanently to an alternate site.

A. Case #1 – Improve Facilities on the Existing Site

1. Existing Facilities Deficiencies - The existing facilities can provide substantially better utility and efficiency if more fully developed in a carefully coordinated fashion. The existing shop/office building requires substantial improvements to provide a safe and efficient workspace for staff and personnel.

a) There are several issues of immediate concern regarding code compliance and life safety:

(1) General ventilation in the vehicle shops and exhaust collection, extraction, and make-up air.

(2) Welding fume collection and extraction in the shops.

(3) Fresh air in offices HVAC

b) There are less-urgent, but still important issues relating to life safety, code compliance, and continuing functionality:

(1) Provide ADA accessible parking and accessible path to the main building entry.

(2) Make at least one restroom ADA accessible.

(3) Replace water distribution piping throughout building.

(4) Replace sanitary sewer piping throughout building.

(5) Provide structural seismic upgrade to entire building.

2. Operational Facility Requirements – Short Term

a) In order to carry out a coordinated, long-term program of incremental improvements to meet operational needs, it will be necessary to undertake a number of foundational tasks:

(1) Conduct a Phase I Environmental Survey.

(2) Re-zone from R-4 to Civic to accommodate improvements and/or expansion.

(3) Perform a Record of Survey to combine parcels.

(4) Develop a master grading and drainage plan for the site.

b) Re-grade for drainage and pave existing fenced yard.

c) Extend fence to encompass most, if not all of the existing property boundary.

d) Install security lighting in expanded site enclosure.

e) Resolve neighbor’s driveway across south-west corner of property.

f) Provide 3-phase electrical service and consolidate to a single service for the property.

g) Construct vehicle wash bay, including upgrading water service.

h) Construct additional covered, unheated storage, in increments of approximately 2,250 SF, or 5-bays per increment. (15 bays or ½ of total projected need, in 3 projects.)

i) Install new, overhead-style water truck fill station with accessory hose and meter.

j) Demolish southerly portion of existing vehicle shops and construct one large shop bay and additional open

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shop space and storage, approximately 2,200 SF.

k) Construct 1,500 of enclosed and heated storage for selected items of equipment. (1/2 of projected need. May require relocation of sewer main depending upon phasing and location.)

l) Construct or reassign space for potential Fiber-Optic Utility. Initial need for 2,500 SF, including 150 SF of office and 2,000-2,350 SF of enclosed, unheated storage. (Could be off-site.)

m) Up-size or add additional propane tanks to serve new heated facilities.

3. Operational Facility Requirements – Long Term/Future

a) Construct 1,500 SF additional enclosed and heated storage for selected items of equipment. (2nd ½ of total projected need.)

b) Construct additional covered, unheated storage, in increments of approximately 2,250 SF, or 5-bays per increment. (15 additional bays or 2nd ½ of total projected need, in 3 projects.)

c) Construct enclosed, heated sign shop adjacent to sign storage (assumed to be in a new, unheated storage bay).

d) Construct facilities for Water Department shops and storage, 4,300 SF. Part or all of this might be off-site. Demolish existing Water Department storage shed.

e) Demolish existing administrative offices and construct new office building, 3,000 SF. New building could be on- or off-site.

f) Demolish balance of existing vehicle shops and construct new, expanded shops with storage, 4,000 SF.

4. Costs - Cost to implement this approach will trend towards the upper limit defined in the Cost Planning Matrix (approximately $6,301,000 over 10-20 years in 2019 dollars) and will be subject to unpredictable changes in market and other conditions over time. However, it is intended to be flexible and accommodate variations in both available funding and operational needs as they evolve over time. This approach avoids the requirement of a single, large capital investment, but is structured to utilize incremental spending on multiple small projects.

The Concept Phasing Plan (following page) illustrates this approach.

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CONCEPT PHASING PLAN

This plan illustrates just one of myriad possible phasing options for development of the existing DPW site. Items in Blue are those components which have been identified as high priority needs or deficiencies requiring correction. Items in Green are longer-term operational facilities or likely future requirements. There are many potential variations of this plan, depending upon the needs of the moment and available funding. The intent here is that existing facilities remain in-service for as long as possible and are not removed or disrupted until their replacements are to be constructed. Also, this plan allows for incremental development, including of on-site utilities, grading, and paving.

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CONCEPT PERSPECTIVE VIEWS Looking from north to south across the site.

Looking from west to east across the site, with North Samson Trail in the foreground.

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B. Case #2 – Single-Phase Complete Site Reconstruction:

1. On a dollar-for-dollar basis, disregarding the relative feasibility of both various funding modalities and temporary relocation of PWD operations, the highest value investment for the City would be to demolish the improvements on the existing site and redevelop the site with all new facilities. This would require a vastly larger one-time investment, but it would guaranty the City and PWD the highest and best use of the dollars spent, rather than allowing a few buildings, which have outlived their useful lives, to dictate the framework for what will be, over time, a major investment and critical community resource. This approach assumes demolition of the existing Shop/Office building and all of the various storage buildings/sheds and other site features, and construction of entirely new facilities. Site improvements will include grading, drainage, site utilities, paving, fencing, and lighting. New buildings will include all new shops, offices, storage, and support facilities as identified in the Needs matrix (below).

2. As noted previously, the site is quite small when compared to similar facilities at other municipalities. However, our investigations indicate a high probability of accommodating all essential PWD operations on this site, particularly if the Water Department’s needs can be met at another location. Many of the costliest improvements, such as site utilities, paving and parking, and similar work will be required regardless the approach, and will be best implemented when unconstrained by existing construction. This option will require a much larger up-front investment than for Case #1. However, the initial investment can be reduced if it focuses primarily on immediate needs, as defined previously. The various buildings, particularly the storage and shop facilities, can be configured and situated to easily and efficiently accommodate future expansion.

3. Based on long experience, we anticipate that redevelopment will render a more functional and efficient base of operations at equal or lesser cost, with a far longer life expectancy and lower costs of ownership, when compared to repairing and adding to the existing facilities.

4. Implementing this approach would require temporary relocation of PWD personnel and operations to an alternate site for the duration of demolition and construction activities.

5. Total cost of this approach, neglecting the cost of temporary relocation, would tend to be in the lower range of the amounts described in the Cost Planning Matrix for those components implemented (approximately $5,270,500 in 2019 dollars). The assumption is that the City would benefit in expending fixed project costs once in a single contract, rather than distributing these costs across multiple contracts and years. Also, the net cost of all the work would be more predictable, since it would occur under a single set of market conditions.

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C. Case #3 – Relocate PWD Operations to an Alternate Site:

1. Recommendations and costs associated with developing an alternative site are outside the scope of this report. However, it is important to note that an alternate site can have all the advantages seen in redeveloping the existing site, while adding further benefits, including but not limited to:

a) Construction of new facilities without disrupting ongoing operations.

b) A larger site with more room for operational requirements and future growth.

c) A different site would allow development of the existing site for more appropriate community uses in the downtown area, or sale of the site for private development, with the potential for concomitant tax revenues.

d) A site outside of the downtown and residential areas would be less likely to result in conflicts with neighbors.

e) As for Case #2, selected facilities can readily be designed and situated to easily accommodate future expansion, as the need and/or funding become considerations.

2. Relocating PWD operations to an alternate site anticipates various disadvantages, which could

include, but are not necessarily limited to:

a) A smaller site would not be advantageous, as it is already obvious that the existing site only barely meets critical needs.

b) A site too far from the city core could be less desirable, placing personnel and equipment further from the most immediate need.

c) The most obvious downside is, as for the full redevelopment option, the high initial investment required to develop a new site.

3. Relocating PWD operations to an alternate site will see similar initial costs as for Case #2, with the potential additional cost of acquisition for the new site, and potential costs relating to extension of utilities and other infrastructure. These additional costs could be partially offset by avoiding temporary relocation of personnel and operations. Cost of initial site improvements and facilities would be, as for Case #2, in the lower range of the estimates, while follow-on projects, if any, would be subject to the uncertainties noted in Case #1.

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II. COST PLANNING MATRIXThe following pages comprise a matrix arranged to reflect the priorities and items of work listed previously (for Case #1), with the range of construction costs likely to be incurred (in 2019 dollars) for each recommendation. Please note that construction costs are highly variable over time and are sensitive to local market conditions. As such, these should be evaluated as “order of magnitude” numbers only.

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A. Comparative costs for Cases: Each of the three development Cases, as noted previously, is likely to experience a different cost model. When evaluated against the numbers shown here, these variations may fall into the following parameters: 1. Case #1: This option anticipates the highest overall costs, in the $6,301,000 range (2019

dollars), spread over 15 years, but with the smallest individual project costs. 2. Case #2: This option anticipates the least total investment, in the range of $5,270,500 (2019

dollars) initial investment, plus costs for temporary relocation. 3. Case #3: This option will be similar to Case #2, but with added expenses associated with a

new site.

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III. FUNCTIONAL NEEDS MATRIX The following matrix describes the operational or functional needs identified during this investigation. Constructed facilities required to support each identified operation or function is identified and characterized. These requirements are organized by area and sub-organization, rather than by priority, for clarity in understanding the relationships between each organization (Streets, Water, City Engineer, and Department).

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A. Baseline Conclusions for Planning Purposes: The needs identified here are to be taken in combination with other issues identified in this report. These include, but are not limited to the following:

1. The need for covered storage for vehicles, equipment, and raw materials far outstrips the existing space available of approximately 7,500 square feet. The lack of such space significantly impacts operational capacity and efficiency.

2. Currently, there is no dedicated heated storage space, except space commandeered from the vehicle and equipment maintenance shop, so this is a significantly un-met need.

3. The existing maintenance bays suffice for smaller vehicles but are insufficient for larger pieces of equipment. Larger bays of sufficient floor area and height will require new construction. Better storage for parts and tools is needed.

4. Administrative space is fairly close to meeting needs, except the available space is already fully occupied and the addition of a fiber-optic utility or additional office/supervisory staff will demand development of additional office space.

5. The existing staff and public parking will need to be re-configured in conjunction with the improvement of North Samson Trail.

6. The minimum concrete apron area required to serve the various storage and shop bays is approximately 32,000 SF, which is a significant majority of the non-developed site area.

B. The conclusion we reach is that accommodating all of the required facilities within the boundaries of the existing site may be feasible, but it will be very tight and will require careful planning and coordination of all site and building improvements. Doing so while accommodating incremental improvements will be more complicated than redeveloping the site from scratch and will certainly result in overall higher costs. The majority of operational needs can be accommodated on the existing site with incremental modifications and additions. Providing facilities required by the Water Department in an alternate location (such as at the water treatment plant) will ease some space concerns. The potential exists to maximize use of adjacent properties which may add to the overall functionality of the existing Public Works site and increase the Department’s capacity for long-term functionality and growth at its existing location. Adjacent, off-site options include: 1. Improving the existing, City-owned regional storm water facility to better manage onsite runoff.

2. Evaluate the cost/benefit of purchasing adjacent commercial property when considering construction of a new administrative building.

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IV. EXISTING FACILITIES AND CONDITIONS NARRATIVE A. Site Overview: Existing Public Works Department (PWD) offices and facilities are located at 815 North

Samson Trail, on the north-east side of the downtown area. (Plate #12) The facilities comprise the Office and Shop Building, PWD yard (Plate #’s 7, 9,10, 11 & 12), two open-sided vehicle and materials storage sheds (Plates #’s 4, 6, 7 & 8), and two additional enclosed storage sheds, one for street signs and barriers, and the other for Water Department equipment and materials (Plate #5). The site is approximately 2.86 acres in area, comprised of three individual parcels (visible in various GIS maps), with the majority of the site being nearly level, though the norther edge bounds a slope leading up to Park Street, and the southern portion slopes up to an adjacent residential area. The shop and office building bounds the western end of the site and faces onto Samson Trail. (Plate #1) The site is mostly unfenced (Plate #’s 14 & 15), with the exception of the maintenance yard bounded on the west by the office and shop building, on the north by a chain link fence, on the east by a combination of Water Department shed, chain link fence, and a two-bay open shed, and on the south by two manually-operated swing gates and an 8-bay open-sided storage shed. The enclosed/fenced yard area, including building footprints, totals approximately 0.90 acres, or less than 1/3 of the overall site. Bulk materials, such as gravel, road base, and sand, are stored both inside the fenced yard and on the open site, with a mix of covered bins, uncovered bins, and piles. Vehicles, equipment, and supplies/materials other than bulk, are stored in the enclosed yard, in the open-sided sheds, an in the Water Department’s shed. Street Department signs and barriers are stored in a separate small building located outside the fence yard on the southern boundary of the site. The site, other than the small parking area fronting the shop and office building, is almost entirely unpaved.

B. Topographic Survey: (See Attachment #1) A survey was conducted by Skiftun Land Surveying, Inc. of the existing Public Works property. The survey included providing the overall boundary with bearings and distances; identified the existing buildings, structures, storage facilities, hardscapes and fencing, etc.; located above ground visible structures such as storm drain and other utilities, and provided topographic contours at a 0.25’ interval. The survey is titled, Topographic Detail Drawing, City of McCall, Public Works Building and Yard, dated August of 2011. The public works complex is located on an assemblage of 3 parcels and encompasses approximately 2.86 acres.

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C. Zoning: The site is currently zoned “R4” residential, though plans are underway for a re-zone to “CV” civic. (See included partial zoning map.) Current use is considered an “existing, non-conforming” use, and as such, no additional development is allowed. The site is comprised of three separate parcels that will need to be combined in the re-zone process. The site is surrounded by various zones, including CB across Samson Trail to the west, R4 to the south and east, and R8 across Park Street and Thompson Avenue (and up the hill) to the north. The re-zone is process is currently underway and is anticipated to be complete in time for any work which may result from this Master Plan.

D. Easements: A review of the Easements layer of the City GIS system did not reveal any easements that may impact the property. Additionally, the above referenced survey provided by the City does not show any easements. There may be a sewer easement for the sewer line that bisects the property described below. Horrocks recommends the City consider obtaining a title report to verify if there are any easement encumbrances that may adversely impact the master planning effort for the Public Works complex.

E. Site Utilities: (See Appendix #4)

1. Sanitary Sewer: The Skiftun Survey identifies an 8” sewer main that runs along the northwest side of the main building. GIS data provided by the City further shows this sewer line continuing to the east as illustrated in the snapshot below. The sewer lateral appears to exit the main building along the western face of the building closer to the northern side as depicted below. The sewer flows to the southwest where it is conveyed along N. Sampson Trail Street to North 3rd Street. The 2011 Survey referenced above identifies a sewer cleanout at the southwestern corner of the main building. However, the City clarified that this appears to be a roof drain cleanout instead of a sewer cleanout.

a) Existing Capacity: The existing sewer system appears to have adequate capacity to serve the public works complex in its current configuration based on information provided by the City.

b) Payette Lakes Recreational Water and Sewer District recently assessed the condition of the portion of the sewer line running along the northerly edge of the site to determine its remaining service life. The assessment included running a camera through the manholes and sewer mains / laterals and measuring the depths of the manholes. The assessment indicated that the two existing manholes on the public works property will need to be replaced, and that the existing sewer lines have partial root blockages and have significant sags at several locations. Dale Caza, Manager of the District, indicated that it is in the process of doing an assessment of all its existing sewer facilities to prepare a District sewer master plan which will include developing a timeline to replace the failing portions of the existing sewer system. This master plan should be prepared within two years, which establishes a time frame in which the need to replace the sewer infrastructure on the Public Works property will be defined. This could impact decisions regarding other improvements impacted by potential sewer work.

c) The existing sewer main appears to have a slope greater than the minimum required which allows for some flexibility in the ultimate routing of the future replacement sewer main if needed.

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2. Water: Based on GIS data obtained from the City of McCall GIS App, the 2011 Survey, and input received form the City, it appears that water service to the main public works building is fed from an 12” water main on E Park Street via a 2” curb stop at that top of the hill that necks down to a ¾” line, and ultimately to a 5/8” x 3/4” water meter.

a) An 8” water main runs along N Samson Trail and then generally northwest along the western property line to intersect with the water main located in E Park Street. A schematic of the existing system from the GIS App is illustrated below.

b) There is a fire hydrant on the south side of the building that has primarily served as a construction water filling station. It is leaking and is located near the primary access to the yard.

3. Storm Drain: Information about the existing storm drain system was provided by the following sources:

a) City of McCall GIS application.

b) The 2011 Survey.

c) As-built storm drain plan and profile provided by Crestline Engineers.

d) The City has reported that the public works facility is prone to, or experiences, a few drainage-related issues:

(1) Because the vast majority of the site is not paved, rain or snowmelt events turn the outdoor, non-paved areas into muddy surfaces, making it more challenging to operate under these conditions.

(2) The equipment storage shed located along Park Street is often flooded after rainfall or snow melt events. This shed stores Water Department parts and materials, most of which are to be installed in the culinary water system and should be maintained in a far cleaner environment.

e) As indicated in the as-built storm profile in Appendix #4, it appears that the two inlets highlighted in yellow may be subject to inundation from the downstream detention facility if it fills up to a certain depth. A future study/analysis of the downstream detention facility, and the upstream drainage conveyance system, should be conducted to understand more completely the surcharging potential and the impacts the public works facility.

f) The design team completed a preliminary analysis of the contributing drainage area to the pond and found it to be approximately 23 acres. See the attached exhibit.

g) Determining if the pond could be removed is beyond the scope of this masterplan, but it is definitely worth pursuing.

(1) To properly evaluate this option, it would require a hydrologic analysis of the existing watershed, along with a hydraulic analysis of the downstream conveyance system.

(2) The study would be in the $4,000 to $7,000 range.

h) The results of the study would dictate what options would be available to help with the

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identified challenges, which may range from as follows:

(1) Completely removing the pond and piping the upstream run-off straight through

(2) Keeping the pond

(3) Utilizing the pond to handle detention for the Public Works site

(4) And other variations which may include:

(a) Upsizing or downsizing the pond

(b) Redoing the downstream conveyance

(c) Modifying the outlet structure

(d) Updating/changing the upstream conveyance facilities

4. Electrical Power:

a) Power to the facility is primarily provided from several locations by overhead power lines and transformers located on the power poles. Single phase 120/240V power is fed to the main building from overhead lines on Park Street.

b) The equipment storage shed to the north east of the main building is fed by single phase 120/240V power from a separate connection to the overhead lines on Park Street.

c) The vehicle storage shed located east of the main building is fed by single phase 120/240V power from overhead lines located at the southwest corner of the site on N. Sampson Trail Street.

d) The two additional structures on the property do not appear to have power connections currently.

e) Existing Capacity: The existing power system appears to have adequate capacity to serve the public works complex in its current configuration based on information provided by the City.

5. Propane:

a) A 500-gallon propane tank along the southwestern edge of the vehicle storage shed provides gas to the main building. Gas appears to be piped from the storage tank to the southwest corner of the main building.

b) Existing Capacity: The existing propane system appears to have adequate capacity to serve the public works complex in its current configuration based on information provided by the City.

6. Communications:

a) Existing internet service is provided by Frontier Communications. The City provides a direct fiber optic line to the Public Works building.

b) Existing Phone services are provided by Voice over Internet Protocol (VoIP) through Frontier Communications via the direct fiber optic line referenced above.

c) Existing Capacity: The existing phone and internet systems appear to have adequate capacity to serve the public works complex in its current configuration based on information provided by the City.

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F. Site Utilities Issues: The following should also be considered as the overall master plan is implemented and improvements funded:

1. Paving any areas subject to traffic and/or outdoor storage.

2. Sanitary Sewer - Future Needs: The existing sewer line appears to be in a location that a future building and/or other future structures may occupy in order to maximize the utility of the public works master plan. Given the poor condition of the existing sewer manholes and pipes, the Public Works Master Plan may consider relocating or abandoning the sewer along the northern side as the final layout of the future facility is determined.

3. Adding additional inlets / catch basins to better capture potential rainfall runoff.

4. Consider rerouting and/or adding storm conveyance facilities in context with the future complex layout.

5. The City may consider retrofitting the downstream existing detention basin, and/or upgrading the existing conveyance facilities downstream of the existing detention basin, in order to eliminate the potential for stormwater surcharging into the public works yard.

6. Look at providing roof drains for future buildings, and adding area drains in non-paved areas, to further control storm runoff.

7. Electrical Power - Future Needs: The City plans to convert service to the Public Works complex to 3 Phase service by the summer of 2020. The Master Plan will assume that all power to the complex will be 3 Phase service.

a) The City may consider updating the old fuse panels to get away from the old glass fuses. (Existing are grandfathered, but not desirable as best practice.)

G. Existing Street Conditions: The existing street cross section for N. Sampson Trail Street consists of an 8’ sidewalk (on the south and western side), a 2.5’ curb and gutter, and approximately 25 to 28’ of asphalt with no curb and gutter or sidewalk provided on the north and east sides of the street. (Plate #’s 1 & 12)

H. Street Improvements: The Transportation Master Plan indicates that N Sampson Trail is classified as a Minor Collector. The Transportation Master Plan recommends the cross section for Collector Roads in Commercial and High Density Residential Zoned areas in the below illustration.

1. The City has provided the following modifications to the recommended cross section:

a) 6’ sidewalks on both sides of the street – sidewalks already exist on the west side, but are located on private property, just outside the ROW; on the public works side, installation of a sidewalk along the public works building frontage could allow for parallel parking.

b) 5’ bike lanes (could be incorporated within the gutter section of the curb and gutter).

c) 11’ drive lanes.

d) Minimal drainage improvements consisting of pipes and/or inlets.

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2. In addition to the above, the Transportation Master Plan recommends the following:

a) A Biking Pathway connecting at roughly the southern property line along N. Sampson Trail Street.

b) A Walking Pathway connecting at roughly the southern property line along N. Sampson Trail Street.

I. Access, Circulation, and Parking:

1. Primary vehicle access to the site is limited to an unpaved driveway off Samson Trail, south of the shop and office building. (Plate 32) The driveway is unmarked and undefined, without curb, gutter, or sidewalk. A wood power pole and fire hydrant (used as a water truck fill point) are located outside the ROW of Samson Trail, and approximately centered in the driveway area. PWD vehicles drive onto the site from Samson Trail, and then into the fenced yard.

2. Primary vehicle access to the yard is via a double swing gate between the 8-bay shed and the shop and office building. A secondary access gate is located between the 8-bay and 2-bay sheds. The primary clear zone for vehicle maneuvering inside the yard is approximately 150’x130’.

3. Parking for employees and the public is on an asphalt-paved lot accessed directly off Samson Trail, and between the south-west face of the shop and office building and the street. (Plate #1) The main public building entrance opens onto this lot but is not served by an accessible route. (Plate #’s 33 & 34) This parking lot is not separated from the street by a curb, gutter, or sidewalk, and vehicles drive directly into parking stalls from the roadway across an un-differentiated boundary. Vehicles backing out of the parking stalls back into the projected roadway ROW, or even into the active traffic lanes.

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4. There is no sidewalk along any portion of the east side of Samson Trail. Pedestrians can approach the site on a sidewalk extending from the downtown area and along the west side of Samson Trail from Park Street, and then crossing Samson Trail mid-block to the employee and public parking to enter the shop and office building via the main (public) entry facing Samson Trail. Currently, pedestrian access from the nearest street intersection, at Samson Trail and Park Street, is impeded by the lack of sidewalk on the east side of Samson Trail and a steep and thickly overgrown slope immediately bounding the north edge of the roadway. The sidewalk on the west side of Samson Trail ends a few feet south of the subject site.

5. Parking inside the fenced yard is restricted to City vehicles. The unfenced portion of the site is available for parking by employees and the public, but no such use was observed.

6. It should be noted that the unpaved, gravel driveway serving the neighboring residence immediately to the south of the site crosses the corner of the City’s property before reaching the roadway. Also of note is the potential for a secondary access point onto Thompson Avenue from the extreme north-east corner of the site.

J. Operations On-Site: The following operations are currently accommodated on-site:

1. Administrative staff and spaces for the City Engineer, Public Works Director, and Streets Department. Staff also provide public interface for Water Department business, though Water Department staff are housed elsewhere.

2. One mechanic and shop facilities for servicing City vehicles and equipment. This includes both PWD and Police vehicles, as well as various other City vehicles. (Parks?) Service and maintenance include both scheduled, preventive maintenance items and major repairs as required.

3. Storage (consisting of open parking and limited space under cover) of Streets Department vehicles and equipment. Currently, covered storage only accommodates about 20% of vehicles. The balance being parked in the open within the fenced yard. Stored equipment includes pickup trucks, dump trucks, front loaders, graders, plow trucks, water trucks, snow removal equipment, brine tanks, skid steers, street sweepers, trailers, paving equipment, etc.

4. Storage of other City vehicles awaiting maintenance.

5. Storage of Streets Department signs and barriers, primarily in a small shed on the south side of the site.

6. Storage of Water Department materials and equipment. This storage comprises primarily the unheated shed on the north-east end of the site. The shed also stores the Water Department’s vacuum trailer in the summer, but this must be stored in a freeze-protected location in winter.

7. Storage of bulk materials. These include sand, gravel, road base, asphalt, and others as needed. Currently there are two covered bins for these materials. The first is in the 2-bay shed (the entire shed is used as a bin), and a second in one bay of the 8-bay shed. There is an existing open bin on the east side of the site, and other materials are piled in various locations outside the fenced yard. Excess hot mix asphalt is formed into bricks and stored on pallets for re-use on an as-needed basis.

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8. Corners of the fenced yard are used to store a wide variety of items, which may or may not be in current use, but which the PWD has not yet determined to surplus.

9. Mixing and dispensing of anti-skid and salt.

10. Receive and unload bulk supplies from vendors.

11. Support Active Operations: The fenced yard is used to set up and load equipment for each day’s work activities. Workers and equipment are then dispatched to the various work sites. Workers return to the PWD yard during the day as required to obtain additional supplies and/or tools/equipment required to execute the assigned work. Upon completion of the work day, vehicles and equipment are returned to the yard for overnight storage.

12. Water truck fill station is located outside the fenced yard and is comprised of a fire hydrant fitted with a valve and hose. Both City and private water trucks are allowed to fill at this station for approved uses.

K. Existing Buildings and Improvements: The following constitute the existing built improvements.

1. Shop and office building. The shop and office building is the single largest existing building on-site and is the center of both administrative and operational activities. (Plate #’s 16-32) Actual date of construction is unknown, but the building was originally constructed by the US Forest Service, probably in the mid-1960’s. No as-built drawings are available. The building is 154’-8”x37’-4”, for a total footprint of 5,774 SF. Under the current IBC 2018 Code the building would be evaluated as a mixed S-2 and B occupancy, of Type IIIB construction. Footings and foundations are of cast-in-place concrete, with the foundation wall extending about 8 inches above the finish floor. Exterior and major interior walls are constructed as single-wythe concrete masonry units (CMU) load bearing walls, reported to be reinforced to an unknown degree, with empty cells filled with vermiculite or a similar, granular insulating material. Primary roof structure consists of re-purposed railroad car frames as girders spanning 36 feet from inside-face-of-wall to inside-face-of-wall and resting on engaged CMU piers. (Visible in Plate #’s 28-32) Each girder consists of 2 parallel frames running side-by-side and resting on a single pier at each end. Spacing of the girders varies but appears to average about 15 feet. 2x wood roof joists span from girder to girder. Character of roof sheathing is unknown.

2. The interior of the building is subdivided into three main sections by two full-height CMU walls, which extend through the roof deck and match height with the perimeter parapet. These walls serve to define the primary operations and uses within the shop and office building. The southerly two sections, with an overall area of 3,932 SF, comprise the maintenance shops, mechanic’s office, and shop storage. (Plate #’s 25-32) The northerly section, at 1,842 SF, contains administrative offices, storage, and meeting spaces. (Plate #’s 18-24) The most northerly structural bay, previously a high-bay with overhead door, has been converted into a break and meeting room. (Plate #’s 16-17) A coffee bar has been installed along the south side of this room. An enclosure constructed at the west

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end of this space includes a combination laundry/shower/utility/restroom, containing an electric water heater, washer and dryer, service sink, toilet, and shower. The restroom facilities are not ADA-compliant.

3. A low-overhead attic has been constructed over the west end of the break room, over the entirety of the office area, and over the mechanic’s office and support spaces at the north end of the shops. (Plate #’s 17-18) These spaces are used for various types of storage, to include PWD maps and plans (over the restroom), miscellaneous fixtures and furniture, files, and, in the case of the shop area, vehicle repair parts and supplies. Entry to all but the map room is through wall hatches. In the shop area, a swiveling ladder (which does not comply with OSHA standards) leads to the wall hatch. (Visible in Plate #31)

4. The central office area consists of a lobby (Plate #21) with main entry door, the City Engineer’s office (Plate #22) off the lobby, a central, north-south hallway (Plate #23), and two offices, one for the Public Works Director (Plate #19), and a second office shared by the Streets Department Superintendent and Supervisor (Plate #20). Shelving in the hallway holds various materials, including water meters (Water Department) received from or to be dispensed to contractors.

5. The two southerly building bays, comprising 3,932 SF, or the south 105’-4” of the building, are dedicated to various shop, vehicle maintenance, and storage bays. The northern 10 feet of this area has been enclosed to accommodate one small office, a small storage room, a restroom, and a second utility/storage room (Plate #’s 24-27). Balance of the shop space is open high-bay, with a ceiling height of approximately 14 feet, and a net clear height to structure of just over 13 feet (Plate #’s 28-32). The shop space is subdivided bay a full-height CMU wall located 36’-8” from the south end of the building. The shop is further divided into a total of five vehicle bays, four located in the northern section, and on in the southern section. The three northerly vehicle bays are provided with 10’x10’ overhead sectional doors. The two southerly bays with 14’x12’ overhead sectional doors. All overhead doors are provided with electric operators. The southernmost 20 feet of shop space is used primarily as general shop and storage, as it is not provided with an overhead door (Plate 32). This is also the only heated storage available for Streets Department use during the winter.

6. Mechanical Systems: The office and break room portions of the shop & office building is provided with a propane-fired furnace (Plate #18) feeding heated air to the various offices, lobby, and break room. This system does not include any provision for fresh outside air, nor does it provide cooling. This is a single-unit FAU located in the attic above the offices, and acts as a single zone for all spaces served. Cooling is provided in offices on a seasonal basis by window-mounted air conditioner units (Plate #34). These units are installed by PWD personnel in the spring, and removed in the fall, to be reinstalled the next year. When installed, these units and their infill panels occupy the window sash openings where installed, such that the windows cannot be opened for fresh air. There is no cooling provided in the break room.

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7. The shop spaces are provided with a total of three, propane-fired unit heaters for heating, and three through-the-wall exhaust fans. There is also a single, wall-mounted fan to move air for comfort. (Plate #’s 28-32) Make-up air is provided by opening the exterior doors when the exhaust fans are operating. Some of the windows on the west wall can be opened to provide additional fresh air. In winter, vehicles to receive service are parked in selected bays so they can warm up prior to being serviced, as severely frozen mechanisms are problematic to service.

8. The existing internal plumbing systems are of galvanized pipe and are at the end of their service lives. A full re-pipe of both water and sewer piping is indicated. The existing water system appears to have adequate capacity to serve the public works complex in its current configuration based on information provided by the City. The meter may need to be upsized depending on the fixtures that are proposed with the bathroom retrofit and depending on irrigation requirements to support potential future screening and landscaping requirements.

9. The existing electrical system is mostly original to the building, the exception being that some light fixtures have been replaced and/or upgraded in recent years. Electrical service equipment is at or beyond the end of its service life, is very outdated, and repair parts may become increasingly difficult to obtain. Some overcurrent protection still relies upon glass fuses rather than circuit breakers. Character and distribution of power and data systems is outdated and does not meet current best practices.

4. Covered Storage Sheds. Unheated, covered storage is provided by two semi-enclosed storage sheds, located on the south and east sides of the fenced yard. The easterly shed (Plate #4) is approximately 32’x35’, and the southerly shed (Plate #’s 6-8) is approximately 35’x120’. Both sheds consist of concrete foundations, wood structure, and sheet metal roofing and siding enclosing three sides, with the fourth side open to the yard. The roofs are single-slope and shed water to the side(s) away from the fenced yard. Shed floors are not paved. The easterly shed is two structural bays and has been converted for bulk material storage using an interior bin constructed of pre-cast concrete blocks. The southerly shed is 8 structural bays, with one bay containing a concrete-walled bulk material storage bin. The 8-bay shed has been wired with minimal interior lighting and outlets for engine block heaters. The 2-bay shed does not appear to be electrified.

10. Water Department Storage. The Water Department has a single, unheated storage building located near the north-east corner of the site (Plate #5). This building is approximately 60’x30’, with vehicle doors on the east and west ends. There is a single personnel door at the south-west corner. Roofing is metal and siding a mix of metal and wood. The easterly half of this building failed structurally and was recently replaced by a pre-engineered metal building system, while the westerly portion as old, of wood construction, and with a mix of wood and metal siding. Floor is concrete. The building is electrified for lighting.

11. Streets Department Sign Storage. The Streets Department uses a small, wood-frame building,

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approximately 20’x25’, for storage of signs and barricades. (Visible in lower-right of Plate #12) This building is located on the hillside along the south property line. Reportedly, this building was moved to this location a few years ago and is constructed on a wood platform without permanent foundation. The building does not appear to be electrified.

12. Public/Employee Parking. The parking area on the west side of the shop and office building is paved with asphalt and provides 14 striped stalls, including one marked as accessible. The main building entry is accessed via a covered and semi-enclosed porch (Plate #’s 33-34), which requires a step-up from the parking/walking surface. The parking area is not separated by curb/gutter or sidewalk from the street, and vehicles backing out of some stalls back into traffic lanes.

13. Fenced Yard. The PWD fenced yard is unpaved, except for a small area of concrete on the north side, used for processing winter asphalt blocks. Even with gravel surface, drainage, mud, and dust control are problematic and impact efficient operations. The east side of the yard is bounded by the Water Department storage building, open parking and storage, and the 2-bay shed. The south side is bounded entirely by the 8-bay shed, flank on each end by chain link swing gates. The west side is bounded by the shop and office building, with shop bay doors facing into the yard. The north side is fenced with chain link, with the fence running along the bottom of the slope leading up to Thompson Avenue. Clear area for vehicle maneuvering, including back-in to storage and maintenance bays, is approximately 130’x150’.

14. Open Site Area. The balance of the site not occupied by the primary buildings and fenced yard is mostly flat, unpaved, and is currently used primarily for vehicle circulation and some bulk storage of materials. The site is not provided with security lighting, is not striped or otherwise marked for paving, and is not fenced. The extreme southerly portion slopes upwards towards the adjacent residential area, and the Streets Department sign storage building sits on a flat platform in this slope. The few trees on-site are located on this slope.

L. Code Issues of Note: The existing facilities are generally old and are categorized from a Building Code standpoint as “existing, non-conforming” structures. None of the current buildings conforms even remotely with modern Code requirements relating to seismic resistance, energy efficiency, ventilation and fresh air, or accessibility to the mobility impaired. This report will not attempt to detail every non-conforming condition in detail, but the following issues constitute either immediate life safety concerns, operational impediments, or obstacles to meeting public services requirements:

1. Accessibility. Issues of accessibility are only applicable to the administrative areas of the shop and office building. However, these issues are critical in regards the Departments’ obligations to accommodate and interact with the public and meet minimum standards for both public and employee access. These include the following:

a) Accessible route from public parking to the entry and lobby areas. While there is an accessible parking stall marked in the public lot, it is not connected, as required by Code, via an accessible

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route to the main entry and therefrom to the public areas of the building (primarily the lobby). This issue could be addressed in several ways. One possibility, and the one endorsed in this report, would be to re-grade and re–pave the public parking area to provide a continuous pathway at less than 2% slope from the accessible parking to the main entry. Doing so would raise the parking a few inches and would obviate the need for ramps, curbs, or handrails. The door hardware at the entry would also need to be modified to meet accessibility standards, and the accessible route would need to be indicated by appropriate signage. Beyond the lobby, it appears that other doorways, hallways, and routes through the building generally meet accessibility requirements, even if some furnishings might need to be moved in order to make the routes viable.

b) Accessible restrooms. The building contains two restrooms, neither of which meets accessibility requirements. It will be necessary to modify at least one restroom to meet accessibility standards. The City’s Building Official, John Powell, has already identified one possible reconfiguration which would address this need. Other approaches may be viable as a component of anticipated remodel and addition work.

2. Vehicle Exhaust Collection. Currently the vehicle service bays, 5 total, are not provided with source-capture of vehicle exhaust. Exhaust gasses are extracted from the bays by through-wall fans, with un-tempered make-up air entering through open doors or windows. Neither is any means provided for collecting and extracting combustion products of welding operations, which routinely occur in these shops. Modern life safety codes stipulate that both vehicle exhaust and welding fumes be collected at the point where generated, and extracted from the interior of the building, with fresh make-up air provided to replace the extracted gasses. Best practice, and essential in very cold climates, is that make-up air be heated to a reasonable temperature before it is introduced into the space. There are a number of vehicle exhaust collection and extraction options, but the most flexible and viable for this facility would be a central exhaust fan connected by ductwork to multiple hoses on reels, which hoses attach to the exhaust pipe(s) of vehicles being serviced. In the case of welding operations, the most flexible approach, and most appropriate to this facility is a “snorkel” on a hose which can be positioned to remove welding fumes from most any location in the shop. Both of these issues should be considered life-safety essential, and the failure to provide at least minimum facilities could place the City in a very vulnerable position relative to potential liability. The existing unit heaters, or larger replacements, might provide sufficient heating to overcome the effects of very cold make-up air, but a dedicated make-up air system, interlocked to the exhaust/fume extraction equipment, is highly recommended.

3. No fresh air in HVAC. The International Mechanical Code stipulates that HVAC systems in commercial buildings provide a minimum quantity of fresh air as an integral component of their operation, with a minimum of 5 cubic feet per minute (CFM) per person, or 0.06 CFM per square foot of floor area. There are also specific rates of exhaust and fresh make-up air for restrooms. The existing, propane-fired furnace treats recirculated air only, and has zero provision for fresh air. While

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the building is not of extremely tight construction, the lack of fresh air is a concern, and has been noted by the building occupants as a problem, particularly in the cold months when it is impractical to leave doors and windows open. In the interest of the health, safety, and welfare of the building occupants, it is recommended that a mechanical system be installed which provides Code-compliant fresh air to the building.

4. Seismic structural capacity. McCall is located in the Long Valley Fault Zone, a seismically active area. While the existing building has not suffered any apparent damage due to seismic deficiencies, the potential for a damaging earthquake is real, such that it is appropriate to consider the structural capacity of the existing building. However, a detailed structural analysis is beyond the scope of this report. (Note, the earthquake on 31 March 2020, with epicenter approximately 70 miles from McCall and a magnitude of 6.5, resulted in some visible but minor cracks in the shop/office building. No significant structural damage has been observed, but the vulnerability of the building was brought to the forefront of this Plan’s team’s discussions.)

a) The structure of the existing shop/admin building, as described previously, is not well documented, but is assumed to be partially reinforced CMU bearing walls and a mix of steel and wood roof structure, all on a reinforced concrete foundation. Based on field observations and knowledge of historical construction practices, it is assumed that the roof sheathing does not meet the stiffness or perimeter connection requirements to function as a structural diaphragm. Further, it appears unlikely that the walls are well-braced by their connections to the roof structure, and that the multiple large bay door openings in the east face of the building create a very substantial “soft story” condition. While assumed to be reinforced, the walls are certainly of “brittle” or “non-ductile” construction, meaning that they are likely to break, shatter, and fail in a major seismic event. Historically, these conditions have resulted in a predictable pattern of failure under seismic loading. In the shop areas, the supporting masonry columns will likely fail in a “soft story”, depending on the direction of ground movement, while the tops of the walls could separate from the roof and collapse outwards. In the office areas, the same potential exists for the tops of the walls to separate from the roof and collapse outwards, while the roof structure could fall onto the attic floor below. In historical earthquakes it is quite common for the exterior walls to have fully or partially collapsed outwards, with the roof remaining in place, supported by the remaining interior walls. In the case of the PWD shop and office building, the lack of interior walls in the shops would leave the roof substantially or completely unsupported, while the offices might remain somewhat intact. For the purposes of this report, it should be assumed that the entire building and its contents would be a total loss, with a high potential for injury or death to building occupants. The probability of major structural failures is even higher in winter months, with a heavy snow load on the roof adding substantially to the shear and moment loads imposed on the bearing walls.

b) The sheds and other ancillary structures are equally or more subject to seismic damage, due

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primarily to a lack of lateral bracing and being completely open on one side but are considered far less dangerous due to their being mostly unoccupied. However, vehicles, equipment, materials, and tools stored in the sheds will be unavailable after a major seismic event.

c) The shops and office building can be reinforced to resist seismic forces, with the option to only provide life safety improvements, or sufficiently to maintain the building in operation following a major earthquake. However, the cost of either option is very likely near the replacement cost of the building, and the money invested in seismic reinforcing will be unavailable to address other operational needs.

5. Energy efficiency. The existing shop and office building was constructed in an era of cheap energy and few regulations regarding thermal or electrical efficiency. The roof is insulated with fiberglass batts between the joists, giving an assumed R-19 insulation value. The exterior CMU walls are reported to contain a granular insulation in un-grouted cells, assumed to be vermiculite or similar, but are otherwise un-insulated. Original windows have mostly been replaced with insulated glazing units of uncertain quality. It is reasonable to expect that there is no slab-edge or foundation wall insulation. Most lighting is older, consisting primarily of T-12 fluorescent fixtures, with a few incandescent fixtures in various locations for local lighting. All space heating is provided by propane-fired appliances, with an FAU serving the office area, and a selection of unit heaters in the shops. Efficiency of these appliances is unknown but is assumed to be in the medium-to-low range, based on age and application(s). An electric, tank-type water heater provides hot water for restrooms, shower, and various sinks. Cooling in the summer season is provided by temporary, window-mount air conditioners. Overall, energy efficiency is evaluated as low to very low. In order to bring the building into nominal compliance with current energy standards will necessitate a major upgrade to the entire building envelope, including insulation, air barrier, vapor barrier, windows, and doors. Essentially every light fixture and heating appliance would also be replaced. These upgrades can reasonably be expected to provide an enormous relative savings in both electrical and propane costs. However, due to the size and low occupancy, the cost to implement these upgrades is expected to require an extended period of time to realize an effective payback, and the costs of such upgrades, when combined with other considerations, will begin to approach replacement value for the building.

2. Off-street parking. City Code stipulates that street-side parking must be parallel to the curb, or configured so that vehicles backing out of stalls do not back into traffic lanes. The existing public and employee parking area does not comply with this requirement. In fact, the future ROW and configuration of Samson Trail is expected to encroach substantially into the existing parking area. When consideration is given for the future development of Samson Trail, it seems likely that only a bare minimum of off-street stalls, most likely required accessible stalls, will be accommodated adjacent to the main entry. All other parking, both for public access and employees, will need to occur on other parts of the site. There is room to accommodate this parking, but it will be remote from the existing building’s main entry. However, widening and other improvements to Samson Trail are likely some years in the future, and the existing parking facilities may be acceptable for some

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time to come, or until traffic volumes make the existing untenable.

3. R-4 Zoning versus improvements. Existing zoning for the site is R-4, and the current use is non-conforming. This use was established many years ago, and zoning designations and enforcement have overtaken extant conditions. City Code prohibits improvements or expansions of non-conforming uses beyond basic maintenance. In order to accommodate additions or expansions of the existing facilities, including fencing and paving of additional yard areas, it will be necessary to re-zone the site. The City has stated an intent to re-zone the entire site to the CV zone, and that process is anticipated presently. Once zoned to CV, the use will become conforming, and major additions and modifications will be permitted, though a Conditional Use Permit is still required for major work. It is anticipated that the requirement for a CUP will provide some comfort to residential neighbors that they will have an opportunity to comment on major changes on the site, and hence alleviate most, if not all, opposition to the re-zone.

M. Observations regarding use and occupancy.

1. The evaluation team spent most of two days on-site with PWD and other City personnel. Much of the information contained in this report is based on data obtained during that visit. The following consists of impressions and understandings obtained by this field investigation, supplemented with additional research and interviews with Department personnel. These observations will be substantiated with numerical data later in this report but are provided here for perspective.

2. PWD has established operational patterns which they feel make best use of the available facilities, while adapting to the very real limits and challenges inherent in those facilities. The impression is that operational patterns and efficiencies are substantially impacted by the character of the available buildings and yard. These impacts include the following:

3. Parking for vehicles and equipment storage: There is insufficient covered parking for all equipment. Therefore, equipment and vehicles left in the weather during winter months must be cleared of ice and snow before being placed in service, sometimes on a daily basis. The time and effort required to prepare equipment for use is traded directly for time available for operational activities.

a) Certain equipment, vehicles, and materials require heated storage during winter months. Because the only existing heated storage is inside the vehicle maintenance shop/bays the need for heated storage comes into conflict with other needs. Critical shop space is displaced in winter to accommodate storage of PWD items. This impacts the space available for storage of shop-specific supplies and equipment, working space for repairs and maintenance, and the time required to thaw out frozen equipment that would otherwise have been in the shop preparatory to use or service.

b) Streets Department has several large tanks used to mix and store dust abatement solution. These must be stored in conditions where they are protected from sunlight and from snow loads. They need to be readily fillable from a tanker truck, and likewise be arranged to allow filling of the City’s tanker for operational use. As of our site visit, these tanks had lost their

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former storage location and were on-site, in the open, waiting on an alternative location, (most likely a temporary location off-site). Best practice would be to have these tanks, the filling equipment for spray trucks, and the raw materials for anti-skid be co-located on-site. This would provide a far more efficient dispatch and turn-around time.

c) Winter conditions, particularly snow and ice, can make bulk materials inaccessible unusable when stored outside or uncovered. The existing, very limited covered bulk storage means that essential materials are often stored in the open and are sometimes contaminated to the degree they become unavailable for use. Alternatively, the limited covered storage means that less ready material can be kept on-hand, requiring more frequent deliveries from suppliers.

d) In winter it is essential to have vehicles and equipment at near room temperature for service and repair. Because the only heated vehicle storage is in the shop bays, it is common for several bays to contain parked equipment which is warming while waiting for service. This makes those bays unavailable for other operations. This has not been a major problem for a single mechanic but would severely impact the ability of a second mechanic to function efficiently.

4. Currently storage of tools, parts, and supplies for the shop bays is spread between the bays themselves, a small room just off the shop floor (which also serves as the passageway to the administrative offices) (Plate #24), and a small attic space accessible only by ladder. The small storage room may be further compromised by a remodel to make the adjacent restroom ADA compliant. Overall, the available storage is a fraction of the amount needed for efficient operations, requires the storage of some materials in inappropriate or inconvenient locations, and can even be dangerous to access (as in the attic storage). Further, the use of shop space for heated storage of Streets Department equipment further degrades effective operations.

5. The existing shop bays are too small for some equipment, such that the shop doors must be open while work is underway, or critical work must take place outside. Currently, the largest piece of equipment is a dump truck with snow plow kit. A service bay sufficient to accommodate this item would be 40’ deep by 20’ wide, with an 18’ wide door and an overhead clearance of 18’ (to allow raising the dump bed for service). The two largest existing bays have a maximum usable depth of only about 30 feet, bay doors of 14’x12’, and a ceiling height of about 14’.

6. Existing lift equipment is sized only for up-to-pickup-truck-based vehicles. The existing service bays are too small and lack overhead clearance to accommodate larger lift equipment.

7. Lack of exhaust/fume collection and removal equipment in the shop poses a very real health and safety risk to the mechanic, and potentially to the occupants of adjacent spaces.

8. The administrative assistant/receptionist/secretary in the PWD lobby is the primary point of contact for the public, contractors, and others. As such, there are many materials, including water meters and other equipment, which are stored in the hallway behind the lobby (Plate #23), available for ready access. This location and the character of the storage is inappropriate, lacks sufficient access controls,

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and poses a hazard to emergency egress through the hallway.

9. The existing break room is also the only meeting room available within the Department’s spaces. It is too small to accommodate all current Department personnel for safety or other required meetings and will be even less sufficient as additional anticipated staff are added.

10. Maps and drawings are a critical resource to all PWD operations and to other City departments. The existing map room (Plate #17) is not secure, does not provide layout or table space, and does not allow flat storage of maps. The low overhead also makes the room very uncomfortable and difficult to use.

11. Building occupants noted repeatedly and independently the poor air quality typically experienced in the shop and office building.

12. The existing fenced yard is barely large enough to secure all vehicles and equipment. Vehicles parked for overnight storage must be moved outside the yard to allow other operations to take place. With all vehicles secured there is not room to circulate other equipment or to receive deliveries. Multiple, simultaneous operations are difficult or impossible to accommodate.

13. Anticipated operational and personnel growth looks to be relatively minor. However, the existing facilities are already being used at well in excess of capacity, and even a tiny increase in personnel or operations will have a disproportionate impact on the available facilities.

14. Water Department has a long-term need to acquire and operate a vacuum truck, in lieu of the much smaller and less capable vacuum trailer currently in service. However, a vacuum truck with its freeze-sensitive components requires heated storage, and there is no space available sufficient to this need.

a) An additional item in considering heated storage are those Water Department vehicles which are particularly sensitive to freezing conditions and must be maintained in freeze-protected parking/storage. This storage is currently accommodated, to a limited degree, at the water treatment plant. However, such storage is not consistent with water treatment operations, and additional shop, storage, and vehicle storage space are needed specifically for the Water Department. It would be beneficial to concentrate all Water Department shop and storage space in a single location, for ease of use and access. The possibility of placing additional facilities on the water treatment plant property should be explored and would ease the burden on the existing PWD site.

15. The existing unpaved yard creates operational problems in nearly all conditions. When wet, it is muddy and complicates preparing vehicles and equipment for operations. When snowy/icy, snow removal tends to damage the dirt and gravel surface, creating ponds and ice sheets. In the dry, the yard becomes dusty, and airborne dust permeates the facilities, particularly the maintenance shop, where clean(er) conditions are very much preferred. The potential for the existing storm drains to back up could exacerbate these problems.

(Page 41 of 60)

N. Community Values and Planning.

1. One research component for this report has been a review of existing planning documents used by the City. These include both the 2018 McCall Area Comprehensive Plan and the McCall Area Transportation Master Plan, adopted in 2017. Of critical note from both of these documents is the value and importance placed by the community on roads, trails, and related features. These indicate that investment in maintaining these community assets is a high priority for the community as a whole and, by extension, the City and its departments. The establishment of a Street Local Option Tax (Streets LOT) to fund right-of-way maintenance and improvements is a major indicator of this priority. The irony is that people and facilities designated to act on this priority have not seen the same degree of investment. This attitude appears to be changing, at least to a degree, in that the City has consented to fund a series of capital improvements in coming years. This investment is expected to come in the form of annual budget allocations, rather than as a lump-sum, one-time capital investment. As such, the work to be funded will, of necessity, be incremental in nature, with each individual project being within the funding value approved for a one or two year block.

2. This approach to funding dictates smaller, multiple projects executed over a longer period of time, but without the debt which would be incurred by one or two larger projects funded out of a bond. Smaller projects, and projects spread out over time, are generally less cost-effective, for several reasons.

a) First, smaller projects cannot amortize fixed costs over a larger price basis. This also means that bidding for this work will likely be less competitive.

b) Second, as time passes inflation will inevitably add to the cost of any given piece of work.

c) A third consideration is the fact that smaller projects often mean repair or modification of existing facilities, rather than replacement of old facilities with new. It can be very difficult, and sometimes impossible, to modify older facilities to meet current needs and Code standards. This is even more true of low-order facilities which are not perceived as a major cultural or community asset, deserving of major investment.

3. Nevertheless, one primary goal of this report is to identify those smaller projects which can be executed within available funding and which will materially contribute to the mission of the PWD. Earlier sections of this report define and substantiate the physical facilities needed to support Department operations, the degree to which existing facilities do or do not meet those needs, and the pathways by which upgraded facilities may be delivered within the established funding model. Additionally, a supplementary discussion addresses the facilities which might be obtained by alternative approaches to funding.

4. Should the City decide to make a larger investment for improved PWD facilities, whether on this site or an alternative site, the general findings of the report are intended to provide a useful starting point from which to program the new facilities.

(Page 42 of 60)

V. EXISTING CONDITIONS PHOTOS Plate #1: Front (west) face of the PWD offices and shop building, from across N. Samson Trail.

Plate #2: South side perspective view from main vehicle access. Note poor drainage and muddy conditions.

(Page 43 of 60)

Plate #3: North side perspective of the shops and office building.

Plate #4: 2-bay covered storage.

(Page 44 of 60)

Plate #5: Water Department storage building. Note very poor condition of original wood building.

Plate #6: Existing large storage shed.

(Page 45 of 60)

Plate #7: Existing large storage shed. Note poor drainage & muddy conditions.

Plate #8: Existing large storage shed. Note large equipment not fully covered.

(Page 46 of 60)

Plate #9: Interior yard view, looking east.

Plate #10: Interior yard view, looking east. Note plastic tanks that need interior storage.

(Page 47 of 60)

Plate #11: Interior yard view, looking SW.

Plate #12: Site aerial view.

(Page 48 of 60)

Plate #13: Interior yard view, looking NE.

Plate #14: Exterior yard view, looking west.

(Page 49 of 60)

Plate #15: Exterior yard view, looking SE.

Plate #16: Break/conference room.

(Page 50 of 60)

Plate #17: Map storage.

Plate #18: Attic.

(Page 51 of 60)

Plate #19: Director’s office.

Plate #20: Streets office. Note window air conditioner and infill panel.

(Page 52 of 60)

Plate #21: PWD lobby.

Plate #22: City Engineer’s office.

(Page 53 of 60)

Plate #23: Interior hallway.

Plate #24: Shop storage.

(Page 54 of 60)

Plate #25: Shop toilet. This space has been suggested for modification to an ADA-compliant restroom with access through the shop storage (through wall on left).

Plate #26: Shop janitor closet.

(Page 55 of 60)

Plate #27: Mechanic’s office.

Plate #28: Shop interior.

(Page 56 of 60)

Plate #29: Shop interior – Four northerly bays.

Plate #30: Shop interior Four northerly bays.

(Page 57 of 60)

Plate #31: Shop interior. Note yellow ladder which is only access to attic storage area.

Plate #32: Shop interior, south bay. Note need for interior storage impacting use of the bay for maintenance.

(Page 58 of 60)

. Plate #33: Main entry. Note step-up to floor level at doors.

Plate #34: Main entry exterior. Air Conditioner is a hazard for the visually impaired, per ADA.

(Page 59 of 60)

ATTACHMENTS

Attachment #1 – Topographic Survey (2011) by Skiftun Land Surveying, Inc.

Attachment #2 – Conceptual Civil Site, Grading and Utilities Master Plan

Attachment #3 – Conceptual Grading Cross Sections (2 sheets)

Attachment #4 – Wet Detention Pond Drainage Area Plan

(Page 60 of 60)

(This page intentionally left blank)

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SHEET NO.323 DEINHARD LANE, SUITE C · PO BOX 2330

McCALL, IDAHO 83638208.634.4140 · 208.634.4146 FAX OF

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CITY OF McCALLMcCALL, IDAHO 18031

3/25/2019

43

McCALL CITY COUNCIL 216 East Park Street AGENDA BILL McCall, Idaho 83638 Number AB 20-132 Meeting Date April 24, 2020

AGENDA ITEM INFORMATION SUBJECT: McCall Local Housing Program Work Session

Department Approvals Initials Originator

or Supporter

Mayor / Council City Manager Clerk Treasurer Community Development Originator Police Department Public Works Golf Course

COST IMPACT: N/A Parks and Recreation FUNDING SOURCE:

N/A Airport Library

TIMELINE: TBD Information Systems Grant Coordinator

SUMMARY STATEMENT: In 2018, the McCall City Council adopted McCall In Motion/City of McCall Housing Strategy and the McCall Area Comprehensive Plan. The Plans outline the need for a Local Housing Program that includes a variety of for sale or rent units with various price points to support a year around community. Staff will review the McCall’s Local Housing Program with the status of each component. Then the work session will focus on Request for Proposals (RFP) component of the Housing Program and discuss initiating a project on city owned property. The outline for the McCall Local Housing Program and a map is attached. The full McCall Housing Strategy can be reviewed here: https://evogov.s3.amazonaws.com/141/media/115607.pdf RECOMMENDED ACTION: Provide direction to staff on next steps.

RECORD OF COUNCIL ACTION MEETING DATE ACTION January 11, 2018 The Council adopted the McCall Housing Strategy August 9, 2018 Presentation of Winter Park, CO Downtown and Housing Initiatives September 27, 2018 Council work session on local housing December 13, 2018 Direction to staff to prepare Local Housing Incentive Program and Resolution January 17, 2019 Consideration of Resolution 19-02 McCall Housing Incentive Program February 14, 2019 Approved Resolution 19-02 McCall Housing Incentive Program with geographic area June 27, 2019 Joint Work Session with PZ on local housing code amendments

McCall’s Local Housing Program

Providing housing so people can work and live in McCall

PROGRAMS/TOOLS Private Development Incentive

Program: Rental or Ownership Request for Qualifications/Proposals for Owned Properties

Land Banking Annexation/Zoning Map Amendment for New Development

Regulatory Temporary or Seasonal Housing

Status Program adopted by City Council- Resolution 19-02.

Map was developed to identify suitable public properties. City Council or MRA Board may direct staff to prepare RFQ/RFP. One RFP has been issued.

Housing Policy Implementation Fund was established: an amount equal to five percent (5%) of the unassigned fund balance calculated as of September 30 each fiscal year after all other minimum fund balances.

This will be dependent on property owners applying for annexation to the City or a request for a rezone.

Phase 1 of the local housing code update are effective January 1, 2020 for the McCall city limits and impact area.

This was part of Phase 1 Code Update.

Overview Incentive Value: $10,000 per unit Units are deed or lease restricted.*

An RFQ/RFP process can be completed to find a developer/development that includes deed restricted local housing units.

Purchase land for local housing. When annexation and rezones are requested, a percentage of units are deed restricted local housing units.

A list of regulatory or code changes to incent, reduced development standards, expeditated approval process are in place.

Provide employers the opportunity to provide temporary housing for employees during the peak summer season.

How it works Applicant implements approved deed restrictions and will receive incentive value from available funding sources. A priority of expenditures is identified.

RFQ/RFP is advertised, a selection process is completed, enter into a contract. Land can be a long-term lease or deeded for a specific purpose.

City or MRA purchases land for the specific purpose for deed restricted local housing.** Then RFQ/RFP process used to select developer/development.

Annexation and rezones requests, when feasible, would be required to put deed restrictions on a certain percentage (i.e. 30%) of units.

Code updates include density bonuses, increased, height increased, increased lot coverage, season housing provisions, Accessory structures greater than 1500 sq. ft. require local housing unit, and short-term rental regulations.

Seasonal dwellings is limited in location to the commercial zones and on property owned or managed by the employer.

Eligibility Projects located in the city limits. Includes rentals, for sale, employer provided housing and accessory dwelling units.

Located in the city or urban renewal district, agency dependent.

Located in the city or urban renewal district, agency dependent.

Requests located in McCall Impact Area or Valley County.

Must meet code provisions. An administrative review and inspection process is required to ensure that the property and the proposed units are appropriate for the site, and adheres to the requirements for the seasonal housing including occupancy, management and time limitations.

Public Funding sources

City General Funds Tourism LOT Water hookup fees (water fund must be repaid by source above) Franchise fees Building / P&Z application fees City-owned property Grants

Depends on project. City General Funds Tourism LOT MRA

Evaluate cost of providing City services.

N/A N/A

Administration CED/Clerk CED CED P&Z Commission/City Council P&Z Commission/City Council CED * Incentive amount is contingent upon available funding. **Council may reconsider the McCall Avenue leases to include a deed restriction as they change ownership.

PayetteLake

W Forest St

1st S

t

Stibnite St

Lakeside Ave

Hemlock St

Chad Dr

N SamsonTrl

Floyde St

Rio Vista Blvd

Lenora StMi

ll Rd

E Park St

Colorado St

Krahn Ln

Mather Rd

S Sam

son T

rlMorg a n Dr

Wooley Ave

Sprin

g Mountain Blvd

Lick Creek Rd

Pine St

E Deinhard Ln

Elo Rd

W Deinhard Ln

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McCALL CITY COUNCIL 216 East Park Street AGENDA BILL McCall, Idaho 83638 Number AB 20-134 Meeting Date April 24, 2020

AGENDA ITEM INFORMATION SUBJECT: Request Approval of CARES Act Funding Application for the Airport

Department Approvals Initials Originator

or Supporter

Mayor / Council City Manager Clerk Treasurer Community Development Police Department Public Works Golf Course

COST IMPACT: $ 30,000 in revenues Parks and Recreation FUNDING SOURCE:

Federal CARES Act Airport Originator Library

TIMELINE: 4 years to expend funds Information Systems Grant Coordinator

SUMMARY STATEMENT: The Coronavirus Aid, Relief, and Economic Security Act (CARES Act) is a Federal Program to provide emergency assistance for individuals, families, and businesses affected by the 2020 coronavirus pandemic. Under the CARES Airport Program, General Aviation Airports such as McCall will receive an apportionment of CARES Act funding. On April 15th, the Federal Aviation Administration announced that McCall Airport has been approved for $30,000 in CARES Act Funding. Funds can be used for a wide range of operations, maintenance and capital improvement projects. CARES Act funds are separate from Airport Improvement program funds and can be expended on a wider range of items with fewer restrictions. Staff plans on not expending the funds until the impact of the coronavirus’ financial effects on the Airport Budget are known. At that time, a decision will be made. Therefore, Staff’s recommendation is Option 1 - As outlined in the attached email from William Garrison:

The quickest option is to use all of your CARES Act funds for operational expenses, such as payroll, utility bills, or payment of debt service. If this is how you would like to use your airport’s CARES Act funds, just check the “I Agree” box in Field #21 and sign the attached form. Then email the signed form back to us. We will expedite processing your CARES Act grant.

Attachments: Email from William Garrison (FAA) Application for Federal Assistance Form-424 RECOMMENDED ACTION: Approve the CARES Act Funding Application with option 1 and authorize the Mayor to sign all necessary documents.

RECORD OF COUNCIL ACTION MEETING DATE ACTION

From: Garrison, William (FAA) <william.garrison@faa.gov> Sent: Monday, April 20, 2020 10:27 PM To: Bob Giles <bgiles@mccall.id.us> Cc: BessieJo Wagner <bwagner@mccall.id.us>; Richard Stein <rstein@mccall.id.us>; Gates, Gary (FAA) <Gary.Gates@faa.gov> Subject: ID_ CARES Act Application

--- This email is from an external sender. Be cautious and DO NOT open links or attachments if the sender is unknown. --- Greetings Mayor Giles, As announced by the Secretary of Transportation on April 14, 2020, your airport is eligible for funds under the Coronavirus Aid, Relief, and Economic Security Act (Public Law 116-136). These funds will assist airports address the COVID-19 public health emergency. The attached Application for Federal Assistance (OMB SF-424) is prepopulated with your general airport information, including the federal CARES Act funding amount, for your airport to receive a CARES Act grant. Please review and/or update the information on the application to ensure that it is accurate. There are several options for receiving CARES Act funds and the application process varies accordingly. Option 1 . The quickest option is to use all of your CARES Act funds for operational expenses, such as payroll, utility bills, or payment of debt service. If this is how you would like to use your airport’s CARES Act funds, just check the “I Agree” box in Field #21 and sign the attached form. Then email the signed form back to us. We will expedite processing your CARES Act grant. Details for how to email the application back to us are below. Option 2 . Use CARES Act funding on development or land acquisition projects. Please coordinate with your ADO contact to pursue funding for development projects. There are more prerequisites and requirements for construction projects, so this grant will not be issued as quickly. Option 3 . Use some of your CARES Act funding on operational expenses and some on airport development. If you choose this option, you can submit an adjusted OMB SF-424 for the non-construction portion of the CARES Act funds, using the attached form as a guide. Please coordinate with your ADO contact to purse funding for the development project. If you do not want to receive CARES Act funds, please communicate by responding to this email. In your response, please state that you do not wish to receive CARES Act funds and the reason.

For submission of CARES Act Applications for Federal Assistance (OMB SF-424), please return the signed application to 9-ARP-ANM-grants@faa.gov, with your State and 3-letter location identifier (LOC ID) as the first 5 characters of the subject line and file name i.e. ID_XXX CARES Act Application. Please copy me and/or your ADO program manager on your email reply so that we may track receipt of your application. We are available to assist you in any way possible. Please contact us if you have any questions or concerns. Additionally, there is detailed information about the CARES Act Airports Grant program at: https://www.faa.gov/airports/cares_act/. Chuck Garrison, Manager Helena Airports District Office (T) 406-449-5271 (F) 406-449-5274

OMB Number: 4040-0004Expiration Date: 12/31/2022

* 1. Type of Submission: * 2. Type of Application:

* 3. Date Received: 4. Applicant Identifier:

5a. Federal Entity Identifier: 5b. Federal Award Identifier:

6. Date Received by State: 7. State Application Identifier:

* a. Legal Name:

* b. Employer/Taxpayer Identification Number (EIN/TIN): * c. Organizational DUNS:

* Street1:

Street2:

* City:

County/Parish:

* State:

Province:

* Country:

* Zip / Postal Code:

Department Name: Division Name:

Prefix: * First Name:

Middle Name:

* Last Name:

Suffix:

Title:

Organizational Affiliation:

* Telephone Number: Fax Number:

* Email:

* If Revision, select appropriate letter(s):

* Other (Specify):

State Use Only:

8. APPLICANT INFORMATION:

d. Address:

e. Organizational Unit:

f. Name and contact information of person to be contacted on matters involving this application:

Application for Federal Assistance SF-424

Preapplication

Application

Changed/Corrected Application

New

Continuation

Revision

N/A MYL

N/A N/A

City of McCall, McCall Municipal Airport

82-6000022 1889226110000

216 East Park Street

McCall

Valley

ID: Idaho

USA: UNITED STATES

83638-0001

McCall Municipal Airport

Ms. BessieJo

Wagner

City Clerk

(208) 634-4874 (208) 634-3038

bwagner@mccall.id.us

* 9. Type of Applicant 1: Select Applicant Type:

Type of Applicant 2: Select Applicant Type:

Type of Applicant 3: Select Applicant Type:

* Other (specify):

* 10. Name of Federal Agency:

11. Catalog of Federal Domestic Assistance Number:

CFDA Title:

* 12. Funding Opportunity Number:

* Title:

13. Competition Identification Number:

Title:

14. Areas Affected by Project (Cities, Counties, States, etc.):

* 15. Descriptive Title of Applicant's Project:

Attach supporting documents as specified in agency instructions.

Application for Federal Assistance SF-424

C: City or Township Government

Federal Aviation Administration

20.106

Airport Improvement Program

N/A

N/A

N/A

N/A

Any purpose for which airport funds may be lawfully used, as found in the Office of Airports Revenue Use Policy, except airport development or land acquisition.

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View AttachmentDelete AttachmentAdd Attachment

* a. Federal

* b. Applicant

* c. State

* d. Local

* e. Other

* f. Program Income

* g. TOTAL

.

Prefix: * First Name:

Middle Name:

* Last Name:

Suffix:

* Title:

* Telephone Number:

* Email:

Fax Number:

* Signature of Authorized Representative: * Date Signed:

18. Estimated Funding ($):

21. *By signing this application, I certify (1) to the statements contained in the list of certifications** and (2) that the statements herein are true, complete and accurate to the best of my knowledge. I also provide the required assurances** and agree to comply with any resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may subject me to criminal, civil, or administrative penalties. (U.S. Code, Title 218, Section 1001)

** The list of certifications and assurances, or an internet site where you may obtain this list, is contained in the announcement or agency specific instructions.

Authorized Representative:

Application for Federal Assistance SF-424

* a. Applicant

Attach an additional list of Program/Project Congressional Districts if needed.

* b. Program/Project

* a. Start Date: * b. End Date:

16. Congressional Districts Of:

17. Proposed Project:

ID-001 ID-001

Add Attachment Delete Attachment View Attachment

N/AN/A

30,000.00

30,000.00

a. This application was made available to the State under the Executive Order 12372 Process for review on

b. Program is subject to E.O. 12372 but has not been selected by the State for review.

c. Program is not covered by E.O. 12372.

Yes No

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** I AGREE

Mr. Robert

S.

Giles

Mayor

(208) 634-1003 (208) 634-3038

bgiles@mccall.id.us

* 20. Is the Applicant Delinquent On Any Federal Debt? (If "Yes," provide explanation in attachment.)

* 19. Is Application Subject to Review By State Under Executive Order 12372 Process?

If "Yes", provide explanation and attach