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HomeMy WebLinkAbout2010-03-31 Packet - SpecialCITY OF UKIAH CITY COUNCIL AGENDA Special Meeting Civic Center Annex Conference #5 411 W. Clay Street Ukiah, CA 95482 March 31, 2010 5:30 p.. Strategic Planning Check-in ROLL CALL 3. PUBLIC COMMENT 4. ADJOURNMENT Please be advised that the City needs to be notified 24 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection at the front counter at the Ukiah Civic Center, 300 Seminary Avenue, Ukiah, CA 95482, during normal business hours, Monday through Friday, 7:30 am to 5:00 pm I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 24 hours prior to the meeting set forth on this agenda. Dated this 30th day of March, 2010. JoAnne M. Currie, City Clerk ITEM NO.: 2a FETING DATE: March 31, 2010 AGENDA SUMMARY REPORT SUBJECT: REVIEW OF STRATEGIC PLANNING PROCESS AND JANUARY 11 MEETING OUTCOMES Background: The City Council selected the fifth Wednesday's that occur throughout the year as a means by which to hold a quarterly work study session for the purpose of strategic planning. The strategic planning process began in 2007 with a series of meetings that have taken a variety of formats depending upon the items to be discussed. The Ad-Hoc committee of Council members Rodin and Crane has been working with the City Manager to prepare the agenda for the most recent strategic planning sessions. At the meeting of January 11, 2010 ( which took place in lieu of a meeting December 31S), Steve Zuieback, who had facilitated the original discussions and process, again donated his time and energy to lead the Council through a discussion of what has been accomplished with regards to strategic planning. Attached is Mr. Zuieback's summary of the facilitated discussion that took place on January 11. It is the City Manager's recollection that this summary had been sent to the Council, but that transmission cannot be verified. At the Ad-Hoc meeting of March 23 to plan for this current work session, the group could not remember whether or not the follow up had taken place. At any rate, the summary of the discussion is attached for Council review prior to discussing next steps. Discussion: The City Council had adopted four Strategy statements. These Strategy statements have also been incorporated into the City Council's budget and expenditure decision making, and have been made a part of the policies adopted for the FY 2010-2011 budget development process. The meeting on January 11 provided the Council with the opportunity to review progress made in each of three strategy areas: Strategy 1: Maintain downtown historic place as a regional center of civic and economic activity Strategy 2: Planning Valley-Wide takes place based on sound planning principles Strategy 3: Council and staff work together to create a more responsive and effective workplace environment Recommended Action(s): Discuss Progress Made to date on Strategic Planning and Next Steps Alternative Council Option(s): Citizens advised: Requested by: Prepared by: Jane Chambers, City Manager Coordinated with: Attachments: Strategic Planning Reflection Process Notes of 1/11/10 Approved: ane Chambers, City Manager Strategy 4: Develop a prioritized plan for maintaining and improving infrastructure based on specific criteria Was not discussed as part of the January 11 meeting, and is referred to by Mr. Zuieback as the fourth strategy not examined. Mr. Zuieback makes some recommendations as to the next steps that he suggests the Council take with regard to the process. The Council and staff have been engaged in a number of processes since the strategic planning began that have addressed many of the areas covered by the four strategies. With regard to infrastructure, the staff has been engaged in an intensive effort to bring forward a capital improvement projects (CIP) budget that addresses multi-year planning for infrastructure, equipment, and facilities issues facing the City. This CIP process will provide for much of the prioritization of capital projects necessary to address infrastructure needs. The discussion at the March 31 meeting should include how best to build upon the strategic planning process that has been undertaken, and what next steps the Council desires to undertake to assure that the four goals are being met, and resources are expended accordingly, and how these goals may be modified and/or changed as necessary, to address the current issues facing the City. Fiscal Impact: L Budgeted FY 09/10 7 New Appropriation Fx-l Not Applicable Budget Amendment Required Amount Budgeted Source of Funds (title and Account Number Addit. Appropriation Requested A17ACHMEN7' City of Ukiah Strategic Planning Reflection Process January 11, 2010 The City of Ukiah undertook a Strategic Planning Process for the City Council beginning in April 2007 and concluding in September 2007. The primary outcomes for this process were threefold: 1. Create alignment among the council members about the top strategic priorities for the City of Ukiah. 2. Develop a set of operational principles that will guide the practices and decisions of the council in focusing the strategic priorities. 3. Identify specific mechanisms for tracking these strategic priorities over time that will allow the council and city staff to make the necessary adjustments to achieve the strategic priorities. The purpose of the meeting on January 11th was to take stock about the progress on the plan and to identify potential next steps within each strategic focus. To do this the group of council members and department heads discussed the following questions: 1. What have we put in place relative to our 4 strategic areas of focus? 2. What is currently happening with each of these 4 areas? 3. What changes have occurred in the internal and external environments that impact the future of these 4 strategic areas? 4. What changes do we need to make within each of the 4 areas to move the work forward? 5. How will we track the progress in these areas as we move forward? Strategic Areas of Focus: The following capture some of the salient features of our conversation within 3 of the strategic areas of focus relative to the 5 questions above: Strategy 1: Maintain downtown historic place as a regional center of civic and economic activity What is currently happening with this strategy? 1. We area long ways down the road with locating the courthouse in the downtown area 2. Purchased land in the south end of town that leverages our ability for redevelopment 3. 2 housing infill projects 4. Meetings are occurring relative to the Palace Hotel S. Redevelopment funding and activities are in full swing. We have a much better understanding about the redevelopment agency and process 6. We have established specific criteria for redevelopment projects for the city. What changes are occurring internally and externally that impact this strategy? • We had to take away "cash" to purchase land in the south part of town to better position ourselves. We understand why this was important, but there may be general misunderstanding in the public about the rationale for this action, especially when many of our merchants are struggling. • There are significant economic pressures on the city and on the whole community as a result of the recession. We all have fewer resources to work with and continue all of our strategies. Being proactive has become extremely difficult, if not impossible at times. • There are greater opportunities for collaboration and partnerships because of the diminished resource and capacity. • Decisions are based on fear of the unknown • There is tension and concern on a valley-wide basis relative to land use. What changes do we need to make to this strategic plan? • February 11th will be a Redevelopment Workshop that will produce significant community and council input about what people want to see as part of the downtown redevelopment process • We need to focus on "parking, parking and parking" • We should consider lobbying the State regarding the best location for the courthouse. We want the building to be state-of-the-art in terms of green technology • We need to focus on economic development polices. • We need to look at the future focus and viability of our involvement in the Main Street Program and the Chamber of Commerce as well as all other partnerships • Look at a Retention Policy • Consider blocking off certain streets for pedestrian walkways (Church) • Continued work on our 2 infill housing projects Strategy 2: Planning Valley-Wide takes place based on sound planning principles. What is currently happening with this strategy? 1. Measure A was defeated 2. Bridge was opened 3. City and County have resumed Revenue Sharing/Annexation discussion. 4. Community is actively looking at alternative uses of the Masonite property 5. We purchased land at airport park 6. Elected officials from the City and County seemingly "agree" on sound planning principles 5. We purchased land at airport park 6. Elected officials from the City and County seemingly "agree" on sound planning principles 7. We have adopted the Auto Aid agreement between fire agencies 8. Conversations countywide about a 1 agency approach for certain fire services 9. Ongoing clarification and delineation with the Sanitation District 10. City of Ukiah has a seat on LAFCO 11. Agreement for joint funding for ARC What chanL-es are occurriniz internally and externally that impact this strategy? ® Decline of the Pear Orchards. We must be vigilant about protecting the future use of these lands. The lose of the orchards represented about 300-400 annualized jobs. Carousel Carpets is shutting down. We are losing our job base which is our "revenue engine" ® We need to be strategic in that most of the economic opportunities being discussed are actually outside the city limits at this point What changes do we need to make to this strategic plan? ® City looking into annexing agricultural land (as a means by which to protect agricultural and open space). ® We need to develop a comprehensive strategy to create a stronger job base. Consider participating in a forum being consider by several community groups that focuses on Economic Self Determination ® Utilize our ability to attract and maintain jobs ® Continue collaboration conversations between the city and county around economic development- Collaboration and partnership at every level of scale. ® What can we do to help sustain our existing businesses before they get in too much economic difficulty. Strategy 3: Council and staff work together to create a more responsive and effective workplace environment. What is currently happening with this strategy? 1. There is significant anxiety and stress associated with the current financial picture in the city 2. People have already lost jobs and more losses are coming. 3. Everyone has taken on more work with fewer resources. Management has been proactive in finding ways of becoming more efficient, but the organization is at the breaking point. 4. The organization is exceeding the carrying capacity of the workload 5. The morale varies depending on the department. Public Safety has a positive sense of connection among the staff. What changes are occurring internally and externally that impact this strate~y? • We have lost 12-20% of our General Fund since June 2008. We are using our reserve. • There is a greater division between those who feel they will be impacted by upcoming budget cuts and those whose funding is more protected • The agency has undergone significant change and redesign in the last 18 months. • The recession and resultant budget reductions are and will continue to be devastating to staff morale. • We will be making further immediate job cuts followed by budget discussions with the Council about service cuts in the very near term. What changes do we need to make to this strategic plan? • We need to provide better education about negotiations so that we come out with win-win strategies. This will necessitate greater knowledge about basic budget facts • As a Council, we need to have the difficult conversations about carrying capacity. We need to unload activities and services We didn't have time to examine the fourth strategy, nor did we have time to identify mechanisms to track the various planning strategies and tactics over time. Some Thoughts and Recommendations: I found the conversation challenging because we were trying to cover so much ground in so little time. To improve the effectiveness of these conversations I offer the following suggestions for your consideration: 1. Hold reflection conversation specific to the plan on a quarterly basis. If possible, don't mix these conversations with other business. 2. Select a few priority actions from each of the brainstorming areas identified in this session and focus the subsequent reflection conversations on these future actions and strategies. 3. For each of the identified future strategies, develop a specific metric or means of tracking to evaluate progress. 4. When these conversations are held on a more regular basis, the conversation can be much more focused to: • What has happened relative to our specific action steps? • What are we learning about this approach? What is working and what isn't? • What changes do we need to make to our actions and strategy? 5. Convene a one-hour conversation among the council members to talk about their Agreements (principles) developed during the April/May 2007 session. 6. Develop a set of specific criteria for evaluating proposed budget changes. I have a Decision Matrix Process if you would like to see how this might be done. 7. It seems like one huge theme kept surfacing all through the conversation - collaboration and partnership. It would seem useful that the council convened a specific planning conversation in this area. 2b March 31, 2010 SUBJECT: POLICY DISCUSSION REGARDING REVENUE RESOURCES FOR SERVICE CONTRACTS AND PARTNER AGENCY EFFICIENCIES Attached for City Council information is the City Resolution covering how the City's Transient Occupancy Tax was authorized by the City Council in 2006. This information is necessary for our discussion regarding service contractors and partner agencies. Fiscal Impact: H Budgeted FY 09/107 New Appropriation Amount Budgeted Source of Funds (title and Not Applicable F-1 Budget Amendment Required Account Number Addit. Appropriation Requested Recommended Action(s): Receive the Report Alternative Council Option(s): Citizens advised: Requested by: Prepared by: Jane Chambers, City Manager Coordinated with: Attachments: Transient Occupancy Tax Resolution Approved o" Jane,Chambers, City Manager EXHIBIT A TO SOLUTION AMENDING RESOLUTION NO.2 6-68 RESOLUTION NO 2006-68, AS AMENDED ON AUGUST 28,2006 SOLUTION OF T CITY COUNCIL OF T CITY O U H ESTABLISHING ALLOWABLE USES OF HOTEL- MOTEL ROOM OCCUPANCY TAX VENUES RESULTING FROM AN INCREASE IN T TAX RATE FROM 8% TO 10%9 WHEREAS, 1. The City of Ukiah in 1965 adopted Sections 1750-1763 (Chapter 8A of Division One) of the Ukiah City Code ("UCC"), establishing a hotel-motel room occupancy tax by an' ordinance known as the Uniform Transient Occupancy Tax Ordinance; and 2. Said tax is a general excise tax imposed on each person paying for the privilege of occupying any hotel or motel located within the City; and 3. The revenues produced by the Hotel-Motel Room Occupancy Tax are deposited into the City's general fund and used for general governmental purposes of the City; and 4. At least since 1940, the rate of tax has been established by UCC Section 1752 at 8% of the rent charged by a hotel or motel operator to stay in a room in the hotel or motel; and 5. The City Council has determined to present to the voters of the City at the Statewide General election scheduled for November 7, 2006, a measure which would increase the tax rate provided in UCC Section 1752 to 10% of the rent charged by a hotel or motel operator ("rate increase"), but would make no other changes to the Uniform Transient Occupancy Tax Ordinance; and 6. If the rate increase is approved by a majority vote of the voters in the November 7, 2006, election, the Hotel-Motel Room Occupancy Tax will remain a general excise tax in the City to be used for the general governmental purposes of the City; and 7. The City Council expects the revenues from the City's Hotel-Motel Room Occupancy Tax to increase in the coming years due to the increase in the number of hotels and motels within the City; and 8. The City Council also expects an increase in revenues deposited in the general fund resulting from the rate increase and increased promotional efforts if the increase is approved by the voters; and 9. The City Council wants to inform the voters of the City and future City Councils how it expects to spend the revenue increase to the City resulting from the rate increase; NOW, THEREFORE, BE IT RESOLVED as follows: 1. The City Council shall use increased revenues that may result from the tax increase exclusively for the following purposes: A. For the first two years, not less than 75% shall be expended for promotion of the City of Ukiah and its tourist industry, and not less than 50% thereafter; B. The balance shall be expended for: * Beautification of commercial areas within the City of Ukiah; * Economic development within the City of Ukiah; * Park development and maintenance within the City of Ukiah; * Scholarships for local children to attend local recreation programs. 2. The revenues expended for promotion of the City of Ukiah and its tourist industry as specified in Section I .A. of this Resolution shall be administered by the Greater Ukiah Chamber of Commerce subject to an annual performance agreement with the City of Ukiah. 3. The revenues expended for promotion of the City of Ukiah and its tourist industry as specified in Section I.A. of this Resolution shall be administered by the theater Ukiah Chamber of Commerce subject to an annual performance agreement with the City of Ukiah. 4. Prior to conducting public hearings on the annual budget, the Finance Director shall report to the City Council the total tax revenues attributable to the tax increase projected for the next fiscal year, commencing July 1. The projection shall be based on the actual revenues received from the tax increase in the previous fiscal year and reasonable assumptions about the potential change in such revenues for the upcoming fiscal year. A specific budget for the use of these revenues among the categories specified in Section I of this Resolution shall be prepared and approved each year as part of the City Council's approval of the annual budget for the City of Ukiah. 5. The City Council does not intend any portion of this resolution to change the Hotel-Motel Room Occupancy Tax from a general excise tax to a special tax or assessment. If a court of competent jurisdiction were to determine in a final, non- appealable judgment that this resolution or any portion thereof converts such tax or all or any portion of the revenues produced by such tax from a general tax to a special tax or assessment, then this resolution is and shall be to that extent null and void. 2 PASSED AND ADOPTED, as amended, this 28th day of August, 2006, by the following roll call vote: AYES: Councilmember Crane, McCowen, Rodin, Baldwin and Mayor Ashiku NOES: None ABSENT: None = Mark Ashiku, Mayor ATTEST: Gail Petersen, City Clerk 3 ORDINANCE NO. 1089 ORDINANCE ENACTED BY THE VOTERS OF THE CITY OF UKIA AMENDING UKIA CITY CODE SECTION 1752 TO INCREASE THE TRANSIENT OCCUPANCY TAX FROM 8% TO 10% The people of the City of Ukiah do ordain as follows: Section 1752 of the Ukiah City Code is hereby amended to read as follows: §1752: TAX IMPOSED: Each transient paying for the privilege of occupancy in any hotel shall pay a tax in the amount of ten percent (10%) of the rent charged by the operator. Said tax constitutes a debt owed by the transient to the City which is extinguished only by payment to the operator or to the City. The transient shall pay the tax to the operator of the hotel at the time the rent is paid. If the rent is paid in installments, a proportionate share of the tax shall be paid with each installment. The unpaid tax shall be due upon the transient's ceasing to occupy space in the hotel. If for any reason the tax due is not paid to the operator of the hotel, the Tax Administrator may require that such tax shall be paid directly to the Tax Administrator. Enacted by a majority vote at the municipal election held on November 7, 2006. Gail Petersen, City Clerk and City of Ukiah Elections Official TOT 2010 Accounting $960.00 Staffing-20hrs per week @'$10 per hour $101400.00 Storage $540.00 Supplies $500.00 Chamber A:dmin $6,700.00 Mendo FiJm Office $250.00 Visitor Center Fees $1,500:00 Postage-Fulfillment $2,000.00 Kiosks $6,500.00 Event Grants $2000.00 Signage $900.00 Story Project $5000.00 Comcast Matching Grant Program $15,000.00 Print Media/Other Advertising $5,000.00 + $2000 from Grace Hudson Museum Collaborative advertising.) Website Technology $3,,750.00 Total Proposed Budget $61,000,00 2x March 31, 2010 Considerations for Boards and Commissions: Allocation of Staff and Financial Resources Current support staff impacts: Planning Director, 2 planning staff, ACM, Parks/Rec reation Supervisor, City Engineer, Airport Manager One clerical staff: Planning, Airport, Demo Permit, Design Review, Low/Mod One clerical staff: Park & Rec Suggestions to Allocate Scarce Resources for highest priorities ® Establish a Council member Liason for each group ® Council and Commission/Board establish Annual work program and work product (s) ® Modify process by which items are placed on Commission/Board agenda's ® Consider changing meeting frequency ® Modify record keeping processes Tai farce = A temporary rocking of individuals and resources for the accomplishment of a specific objective. Committee = A group o people officially delegated. o perform a function, such as investigating, considering, reporting, or acting on a matter. TERMS OF CITY OF UKIAH BOARDS ARID COMMISSION MEMBERS As of April 1, 2010 Airport Commission - 3 yr term, _2_members within the County(§1100) Date Appointed Term Expires Donovan Albright 6/30/07 6/30/10 Eric Crane, Vice-Chair agreed to continue to serve 6/30/06 6/30/09 Dottie Deerwester, Chair 6/30/07 6/30/10 Jeffrey Sloan 7/16/08 6/30/11 Carl Steinmann 7/16/08 6/30/11 Up to 2 of the 5 may reside within the Mendocino County. Civil Service Board - City of Ukiah Residence 01300) Albert Beltrami (reappointed by Council 9/6/95) Bruce Crook (appointed 9/2005 by board) Bob Warner (appointed 2003 by employees) Demolition Permit Review Committee (Res. 2002-34) 2 yr term Appointees: Roger Vincent replaced William D. French, Jr., City of Ukiah Resident Judy Pruden, Chairperson, Mendocino County Historical Society Staff: Director of Community Development Director of Public Works/City Engineer Building Official Date Appointed Term Expires 6/18/08 6/18/08 6/30/10 6/30/10 Disaster Council - for the City of Ukiah (§5113; 5114; 5115) Mayor - Disaster Council Chair Councilmember - first vice chair City Manager - second vice chair Assistant City Manager Police Chief or designee for police operations Fire Chief or designee for fire operations City Attorney (shall serve without vote) City Emergency Services Coordinator - staff to the Disaster Council Federal, State and Local civic, business, labor, veterans, professionals, emergency responsibility as may be appointed by council. or other organizations having official American Red Cross Ukiah Chamber of Commerce California Dept. of Forestry Ukiah Unified School District Mendocino Emergency Services Authority Ukiah Valley Medical Center Mendocino Transit Authority Emergency Services Coordinator Pacific Bell Pacific Gas and Electric Radio Amateur Civic Emergency Services (R.A.C.E.S.) Fire Ad Hoc Doug Crane Nancy Parker Larry Goodman Joyce Boghosian Tony Clarabut Rob Gattenberger Duane Mahan John Strangio Mike Mayfield Dan Grebil Date Appointed Term Expires S:\Administration\City Clerk\Boards and Commissions\TERMS-commissions-commiffees-0401 10.docx Terms: 2009 Page 1 of 3 Investment Oversight Committee - (Res. 2002-04) City Treasurer Allen Carter, City Treasurer, Chairperson Public Member - Monte Hill (2-year term appointed) City Manager Jane Chambers Finance Director Gordon Elton Councilmember Benj Thomas Library Advisory Commission (Res. 70-191) City Representative Benj Thomas, Councilmember Parks, Recreation, & Golf Commission 3 year term (§1000) Bill Hoover filling an unexpired term Darcie Antle** filling an unexpired term Tami Bartolomei filling an unexpired term Women's Golf Club - Julie Dunn Vacancy- Men's Golf Club - Don Rones, Sr. Men's Golf Club - Alex Goeken** Up to 3 of the 7 may reside within the Mendocino County. Date Appointed 6/18/08 1/7/09 Date Appointed 1/7/09 Date Appointed 3/4/09 6/18/08 7/16/08 6/18/08 6/18/08 8/17/05 3/21/07 Paths. Open Space. & Creeks Commission - 3 year term 01020) 2007-2a Date Appointed James Connerton 6/18/08 Hannah Bird 12/02/09 Suzaanne Farris 12/02/09 Beth Lang 12/02/09 Robert Neale III** 6/18/08 Up to 2 of the 5 may reside within the Mendocino County. Planning Commission - 4 year term ( §1150) Date Appointed Linda Sanders (Baldwin) 7/16/08 Linda Helland filling an unexpired term (Landis) 2/4/09 Michael Whetzel (Crane) 12/17/08 Judy Pruden, Chairman (Rodin) 12/17/08 Anne Molgaard (Thomas) 12/20/06 Term Expires 6/30/10 12/09 Term Expires 12/10 Term Expires 6/30/11 6/30/10 6/30/10 6/30/11 6/30/11 6/30/10 6/30/10 Term Expires 6/30/11 6/30/12 6/30/12 6/30/12 6/30/11 Term Expires 11/10 11/10 12/12 12/12 11/10 Traffic Engineering Committee (§7030) Date Appointed Term Expires Public Representative - John Lampi 7/19/06 N/A Public Representative - Steve Turner, Chairperson 2/4/04 N/A Local Transit Authority - Dan Baxter, MTA Representative N/A Staff: City Manager - Ben Kageyama (Representative for City Manager) Chief of Police - Captain Trent Taylor (Representative for Chief of Police) City Engineer - Rick Seanor, Deputy Public Works Director (Representative for City Engineer) Planning Director - Kim Jordon, Senior Planner, (Representative for Planning Director) Superintendent of Public Works - Jerry Whitaker **Denotes outside the city limits &\Administration\City Clerk\Boards and Commissions\TERMS-commissions-committees-0401 10.docx Terms: 2009 Page 2of 3 TERMS OF THE UKIAH REDEVELOPMENT AGENCY COMMITTEE MEMBERS As of January 26, 2009 Design Review Board - (URA Res. 2007-4) 3 yr term Date Appointed Term Expires Jody Cole, City Resident/Property or business Owner 6/18/08 6/30/11 Tom Liden, City Resident/Property or business Owner 6/18/08 6/30/11 Estok Menton, City Resident/ Property or business Owner 6/18/08 6/30/11 Richard Moser, City Resident/Property or business Owner 8/17/05 6/30/11 Alan Nicholson, Community at Large 11/26/07 6/30/10 Thomas Hise, Community at Large 11/26/07 6/30/10 Nicholas Thayer, City Resident/Property or business Owner 11/26/07 6/30/10 Seven persons with design experience: five shall reside, or own real property or a business within the City of Ukiah City Limits; two shall represent the community at large with no ownership or residence requirement. Finance Review Committee (See Pam Townsendl Economic Development Coordinator Director of Finance URA Director Low Moderate Income Housing Advisory Committee (URA Res. 2006-09) Date Appointed Term Expires Gary Mirata, Special needs/Retired Larry Perryman, Mendocino College Robert Clark, North Coast Builders Exchange Member-chair Mark Rohloff, Ford Street Project Alternate Vanessa Vachon David Youssoupoff, Ukiah Community Center Alternate none Patti Bruder, North Coast Opportunities Alternate Michael Kisslinger Bruce Alfano, Rural Communities Housing Development Corporation 2008 Lisa Hillegas, Legal Services of Northern California Alternate Angelica Milian Craig Schlatter, Community Development Commission of Mendocino County Alternate - Diann Simmons MaryLou Leonard, County of Mendocino Department of Social Services Alternate none Anne Caviglia, CA Developmental Disabilities Board Alternate - Dawn Morley Jan Bell, Banking/Lending - Mendo-Lake Credit Union Alternate - none Dina Ortiz, Special needs/Mendocino County Mental Health S:\Administration\City Clerk\Boards and Commissions\TERMS_commissions-committees-040110.docx Terms: 2009 Page 3of 3 OPPORTUNITY TO SERVE Y COMMUNITY Date: December 29, 2009 - Good Through: June 3, 2010 For Info Call: JoAnne Currie, City Clerk, 463-6217 Subject: Vacancies on City of Ukiah Commissions, Committees, and Boards UKIAH, CA. - The City of Ukiah announces vacancies occurring on the Airport Commission, Demolition Permit Review Committee, Investment Oversight Committee, Parks, Recreation, and Golf Commission, and Design Review Board. Any qualified individual, who would like to make a difference in their community and is interested in serving as a volunteer for the terms as outlined below, may apply. Current commissioners and members are eligible for reappointment. Commission/ Number of Incumbent Date of Residency Requirements Committee/Board Vacancies Appointee Appointment and Term Expiration Airport 3 Eric Crane 06/06-6/09 1-Resident within the City Limits of Ukiah Commission Donovan Albright 06/07-6/10 2-Residents within Mendocino 3 Year Term Dottie Deerwester 06/07-6/10 County Note: 1 of the 3 vacancies must be filled with a Ukiah resident Demolition Permit 2 Roger Vincent 06/08-06/10 1-Resident within the City Limits Review Committee 06/08-06/10 of Ukiah, with expertise in 2 Year Term Judy Pruden architecture, building, or a closely related field 1-Representative of the Mendocino County Historical Society or other group/organization involved with local history, or a local historian Investment 1 Monte Hill 06/08-06/10 a public member who shall have Oversight governmental accounting Committee experience and may not have been employed by the City of 2 Year Term Ukiah at any time during the three years preceding the appointment date Parks, Recreation, 4 Darcie Antle 06/08-06/10 1-Residents within the City & Golf 07/08-06/10 Limits of Ukiah Commission Tami Bartolomei 07/07-06/10 3-Resident within Mendocino 3 Year Term Don Rones, Sr. 03/07-06/10 County Alex Goeken Note: 1 of the 4 vacancies must be filled with a Ukiah resident Planning 3 Linda Sanders 07/08-11/10 Registered voter of the City of Commission Linda Helland 02/09-11/10 Ukiah. Term coincides with the term of the councilmember who 4 Year Term Anne Molgaard 12/06-11/10 nominates the commissioner. Design Review 3 Alan Nicholson 11/07-06/10 2- May represent the community at large with no ownership or no Board Thomas Hise 11/07-06/10 residency requirement 3 Year Term Nicholas Thayer 11/07-06/10 1- must reside or own real Ukiah property or business within the Redevelopment City Limits of Ukiah Agency' All must have design experience and community interest Applications and information can be obtained from the city clerk in the Administrative Wing of the Ukiah Civic Center, 300 Seminary Avenue, and at the reception counter of the Ukiah Civic Center Annex located at 411 W. Clay Street; on the City's website, www.cityofukiah.com on the City Clerk's or Boards and Commissions' page; or via mail, email, or fax by contacting the City Clerk's office at 707- 463-6217. The submittal deadline is Thursday, June 3, 2010 at 5:00 pm. Interviews will be held and appointments considered at a regular City Council meeting scheduled in June 2010.